Osh Magazine

BREAKTHROUGH STRATEGIES: EXEMPTING OR EXEMPLIFYING LEADERSHIP?
OCTOBER 2014
VOL. 83 NO. 10 | www.ohsonline.com
INDUSTRIAL HYGIENE:
Taking the Lead on Chemical
Substitution 16
EYEWASH & SHOWERS:
A State of Constant
Readiness 28
ELECTRICAL SAFETY:
4
Taming the Arc 34
RISK MANAGEMENT:
Benefits of Personal
8
Emergency ID 48
Winter Hazards
in Manufacturing
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8/29/14 2:49 PM
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Untitled-12 1
9/8/14 3:14 PM
FROM THE EDITOR
IAFCs Near Miss Reporting

System Begins a New Chapter
he International Association of Fire process, he explained. Often there are severChiefs Near Miss Reporting System al good options available to a trainee, but one
(www.nationalnearmiss.org/) has usually rises above the rest, and top-notch
begun an exciting new chapter that decision makers will find it, he said.
Bell described the scenarios as bitemakes its content much more useful as training tools, something that was part of the mis- sized training tailored for what chiefs say
they need now: Something
sion for Laura W. Bell, the systheir personnel can do on
tems program manager, when
their phone, almost, she said.
she joined IAFC in June 2013.
Fire chiefs were telling IAFC
It will add another dimenthat they valued the systems
sion to what we offer in terms
weekly emailed near miss reof trainingactual immersive
ports but also said they and
training, Bell said.
their personnel didnt want
The system launched in
more emails; they wanted an
1995. Some 5,000 reports have
been entered to date that de- Program Manager engaging way to utilize the
material in their training.
scribe how near misses oc- Laura W. Bell deBell said the goal is to make
curred when departments
responded to fires, hazmat scribed the scenar- the systems website a center
of excellence for firefightincidents, auto extrications, ios as bite-sized
ers health and safety, a place
medical calls, technical rescues,
training tailored
where you get the latest and
and more. The systems recent
relaunch is taking submissions for what chiefs say greatest training, she added.
Were a national platform to
to another level, with the re- they need now.
share those experiences. The
ports being turned into realistic
scenarios. Jonathan Mackintosh of West- dissemination can spread like wildfire.
She said IAFC is also partnering with
minster, Colo.-based AlphaTRAC gave me a
demonstration of the technology that takes a the Wildland Fire Lessons Learned Center,
trainee through six steps in decision-making which posts incident reviews on its website
when evaluating a sample incident (the steps to inform the wildland fire community.
are characterize, recognize, analyze, customize, dramatize, and utilize). Were actually JERRY LAWS
along the way teaching a decision-making jlaws@1105media.com
www.ohsonline.com
VOLUME 83 NUMBER 10
EDITORIAL STAFF
EDITOR Jerry Laws
E-NEWS EDITOR Brent Dirks
SENIOR EDITOR Lindsay Page
CONTENT DEVELOPMENT Matthew Holden
ART STAFF
ART DIRECTOR Dale Chinn
PRODUCTION STAFF
DIRECTOR, PRINT AND
ONLINE PRODUCTION David Seymour
PRODUCTION COORDINATOR Teresa Antonio
SALES STAFF
WEST DISTRICT SALES MANAGER Barbara Blake
972-687-6718
EAST DISTRICT SALES MANAGER Jenna Conwell
610-436-4372
SECURITY, SAFETY, AND HEALTH GROUP

PRESIDENT & GROUP PUBLISHER Kevin OGrady
PUBLISHER Karen Cavallo
GROUP CIRCULATION DIRECTOR Margaret Perry
GROUP MARKETING DIRECTOR Susan May
GROUP WEBSITE MANAGER Scott Newhouse
GROUP WEBINAR ADMINISTRATOR Tammy Renne
GROUP SOCIAL MEDIA EDITOR Ginger Hill
PRESIDENT & Neal Vitale

CHIEF EXECUTIVE OFFICER
SENIOR VICE PRESIDENT & Richard Vitale
CHIEF FINANCIAL OFFICER
EXECUTIVE VICE PRESIDENT Michael J. Valenti
VICE PRESIDENT, Erik A. Lindgren
INFORMATION TECHNOLOGY &
APPLICATION DEVELOPMENT
VICE PRESIDENT, David F. Myers
EVENT OPERATIONS
Occupational Health & Safety (ISSN 0362-4064)

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Occupational Health & Safety | OCTOBER 2014
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www.ohsonline.com
9/9/14 10:32 AM
wear tencate
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Request your own sample to
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THE MYSTERY BOX CONTINUES ITS TOUR AROUND THE COUNTRY. SEE IT AT THE
INTERNATIONAL LINEMANS RODEO IN KANSAS CITY, MO, OCT. 16-18 AND AT THE
SAFETY LEADERSHIP CONFERENCE IN INDIANAPOLIS, IN, OCT. 27-29.
Touch Alone Reveals Comfort of

FR Fabrics Inside Mystery Box
Attendees at recent industrial
safety expos reached inside a box to
feel some fabrics and almost every one
came away surprised with the result.
More than 90 percent of workers
choosing between knit textiles of
similar weight and protection selected
TenCate Tecasafe Plus Knit Fabric. The other two choices were 100
percent cotton and a cotton/polyester
blend, both treated with a fire-retardant chemical.
The common complaint among
wearers of any flame-resistant fabric
is just how uncomfortable, stiff and
hot the textiles are to wear. But in this
blind test, hundreds chose Tecasafe
Plus Knit Fabric, saying it felt significantly softer and more comfortable
than the chemically treated options.
Untitled-12 1
Available in a wide variety of

colors including certified ANSI 107,
high-visibility yellow, the knit fabrics
also provided active moisture wicking
to cool off wearers when its hot and
dry more quickly when its cool.
TenCate scientists integrate some
of the strongest protection with HRC
2 for electricians and NFPA 2112
certification for gas and oil workers.
In fact, at a 4-second manikin
burn test, TenCate Tecasafe Plus
results in just a 33 percent body burn
compared to 74 percent body burn
with chemically treated cotton (more
on this next month).
SEE TENCATE PROTECTIVE FABRICS

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AT THE INTERNATIONAL LINEMANS
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CIRCLE 27 ON CARD
Learn more by visiting BuyTSP.com
9/8/14 3:16 PM
TABLE OF CONTENTS
OCTOBER 2014 | Volume 83, Number 10 | www.ohsonline.com
staff knows how to do the preventative maintenance

on the units. by Linda J. Sherrard
FIRE SAFETY/ELECTRICAL SAFETY
34
Taming the Arc

Remote circuit breaker racking mitigates arc flash hazards
at Cascade Steel Rolling Mills. The systems are specifically
designed to remove operators from close proximity to the
breaker being racked. by Tim Burttram
38
FR Compliance vs. Protection:

An Important Distinction
As thermal exposure increases, the type of FR fiber
and fabric plays an increasingly important role in body
burn injury and estimated survivability. It is easy to understand how the 3-second myth became such a popularly
held belief, but it is not an accurate way to establish the
level of protection workers need for a specific hazard.
by Joel DeNardis
WINTER HAZARDS
42
42
features
FIRE SAFETY TRAINING

46
VISION PROTECTION
14
Lets See How We Can Grow Our Safety

Anti-fog and anti-scratch technologies are perfect examples
of creating products tailored to relevant market needs.
by Larry Garner
SPECIAL SECTION: INDUSTRIAL HYGIENE

16
20
Taking the Lead on Chemical Substitution

Taking these five steps will help OH&S professionals take
the lead. Chemical substitution is just one step among
many that should be taken in workplaces to mitigate
dangers of hazardous chemicals. by Chuck Haling
Keys to Optimal Flue Gas Analysis
City Technologys Tom Gurd discusses emissions gas
monitoring applications and how the right sensor can
improve accuracy and reduce service costs.
BEHAVIOR-BASED SAFETY
22
Transitioning From Old Traditions

to a BBS Process
When so much emphasis is placed on a lagging indicator
number, we begin to manage the number rather than whats
driving it. Successful BBS implementation will yield improved
morale, reduced frequency and severity of accidents, and an
improvement in production. by Scott Falkowitz
EMERGENCY EYEWASH & SHOWERS

28
A State of Constant Readiness

Train, train, train. You have to make sure the maintenance
1014ohs_006_008_TOC_v2.indd 6
Winter Hazards in Manufacturing

Providing properly installed heat sources that can keep up
with low temperatures is essential. Otherwise, employees
may resort to using personal space heaters, which can be
unsafe. by Scott McNeil
Raising Awareness in Your Organization

Point out during training, or when you are just out
raising awareness of fire safety, the particular areas
or operations that are at greatest risk of starting a fire.
by Keith Bilger
RISK MANAGEMENT
48
Strategic Benefits of Personal Emergency ID

Make it part of your risk management toolbox. It raises
the standard of health and safety expected in a workplace.
by Treive Nicholas
departments
4
10
52
54
55
56
56
57
58
From the Editor

Newsline
Practical Excellence
by Shawn Galloway
New Products
Product Spotlights
Literature Library
Classifieds
Advertiser Index
Breakthrough Strategies
by Robert Pater
Find OHS on:

Twitter
http://twitter.com/OccHealthSafety
Facebook http://facebook.com/ohsmag
Safety Community http://www.safetycommunity.com/profile/
OHSMagazine
www.ohsonline.com
9/9/14 10:34 AM
M U LT I - H A Z A R D
PROTECTION
Protection / Comfort / Durability
f
LEARN MORE AT
WORKRITEFR.COM | 855-855-2785
Workrite Uniform Company, Inc.
Workrite is an affiliate of Williamson-Dickie Manufacturing Company
CIRCLE 9 ON CARD
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9/3/14 12:47 PM
TABLE OF CONTENTS
OCTOBER 2014 | Volume 83, Number 10 | www.ohsonline.com
www.ohsonline.com
Dont Miss Our October 2014 Webinars
Fire safety, confined spaces, and general industry fall protection are the three webinar topics on Oct. 2, when experts on
these topics present the second OH&S Supercast of 2014.
If you missed these highly valuable, free webinars, you can
still register to listen to the archived presentations. Other
webinars this month address combustible dusts and
housekeeping (Oct. 8) and predicting, and thus preventing,
injuries (Oct. 16).
2015 Conference Preview
Well recap the 2014 NSC Congress & Expo and look ahead
to the best safety and health conferences of 2015, including
ASSE, AIHce, VPPPA, A+A, and the American Occupational
Health Conference, taking place in May 2015 in Baltimore,
Md. It will be the 100th annual meeting of the American
College of Occupational and Environmental Medicine and
the kickoff to its centennial celebration year. A+A, held in
alternate years in Dusseldorf, Germany, continues to grow,
with record attendance of 63,500 in 2013, Messe Dusseldorf
North America has reported.
National Prescription Drug Take-Back Days

Appeal Still Growing
DEA started this in September 2010. Its eighth day, April 26,
2014, resulted in 390 tons of pills being brought to more
than 6,000 collection sites, meaning 4.1 million pounds of
prescription medications have been collected to date. The
most recent collection day took place last month.
1014ohs_006_008_TOC_v2.indd 8
Circle 15 on card.
www.ohsonline.com
9/9/14 10:35 AM
MX Series Premium Earmuffs

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Overmolded headband is durable for rugged wear
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Larger ear cushions allow freedom to fit almost all
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Lightweight wire frame allows easy cup adjustment
yet holds its position for lasting comfort
Cool looks and comfort to promote worker
acceptance and compliance
Extra soft foam/low pressure cushions and
headband are PVC-Free
Glossy surface for easy cleaning and longer wear
Independently tested NRR for protection you
can count on
MX-6 features exclusive waffled cup foam for
superior NRR protection
MX-5 NRR 27dB / MX-6 NRR 30dB
CIRCLE 11 ON CARD
Untitled-7 1
8/29/14 2:55 PM
NEWSLINE
On the Move
Honeywell recently announced the creation of one comprehensive business unit
focused on worker protection and safety:
Honeywell Industrial Safety. It comprises
the Honeywell Safety Products and Honeywell Analytics businesses. The companys
president is Carl Johnson, who remains
president of Honeywell Analytics; Sach
Sankpal remains president of Honeywell
Safety Products. The company also announced that Mark Levy retired after a
40-year career, with 15 years as president of
Honeywell Life Safety. . . . Matthew L. Nowlin and Lauren D. Tilley, environmental
scientists with consulting firm Skelly and
Loy, recently earned certification through
SKELLY AND LOY
MATTHEW L.
NOWLIN
LAUREN D.
TILLEY
10
1014ohs_010_012_Newsline_v3.indd 10
www.ohsonline.com
ADVISORY BOARD
Leo J. DeBobes, MA (OH&S), CSP, CHCM,
CPEA, CSC, EMT
Stony Brook University Medical Center
Stony Brook, NY
Scott Lawson
The Scott Lawson Companies
Concord, N.H.
Angelo Pinheiro, CSP, CRSP, CPEA
Senior HES Professional
Marathon Oil Company
Houston, Texas
William H. Weems, DrPH, CIH
Director, Environmental & Industrial Programs
University of Alabama College of Continuing Studies
Tuscaloosa, Ala.
Barry R. Weissman, MBA, REM, CSP,
CHMM, CHS-V, CIPS
Corporate Manager Health & Safety
Benjamin Moore Paint Co.
Flanders, N.J.
Henry Wright, MBA, CFPS
Senior Vice President & Director Risk Solutions
BB&T Insurance Services Inc.
Charlotte, N.C.
role as national industry leader of Deloittes

life sciences and health care practice. We
look forward to Gregs leadership and the
impact he will have on the plans sector as
it responds to continued uncertainty, Copeland said. With the shift underway related to the exchanges and with consumers
taking more responsibility over their health
care, companies are looking for leadership
and confidence in mapping the right path
forward. Greg brings to the role the broad
view that is needed to navigate todays environment. . . .Capital Safety announced
in August that it has acquired Fall Protection Group Inc., a Calgary, Alberta-based
CAPITAL SAFETY
the Maryland Department of the Environment to perform asbestos inspections

through the state of Maryland, the Harrisburg, Pa.-based firm announced. These
staff certifications will allow Skelly and Loy
to better serve existing clients and attract
new ones in the Maryland-DC-VirginiaDelaware area. And its fairly timely as we
plan to expand our Maryland operations
with a new office in the Hunt Valley area in
the next few months, said John Gunnett,
the firms president and chief operating officer. . . Deb Group Ltd recently announced
a new North American organizational
structure, calling it the next step in integrating the STOKO Professional Skin Care
business. There is outstanding value magic
in the combined strengths of Deb and Stoko. This next step in creating an integrated
structure will create immediate, demonstrable benefits for our customers, said
Michael Bogdanski, president and CEO of
Deb North America. Executives appointed
to its North American leadership team are
Bill Taylor, president, Institutional Sector;
Stephen Lander, president, Industrial Sector; Tom Bannon, vice president of Sales,
Canada; Ron Shuster, senior vice president, Business Development and Administration; Steve Havala, vice president of
Finance; Isabelle Faivre, vice president of

Marketing; and John Clyne, North American operations director. The Deb Group
has its headquarters in the United Kingdom and its North American headquarters
in Charlotte, N.C. . . . The Lincoln Electric
Company named Jennifer Ansberry vice
president and deputy general counsel, announcing that her role has been extended
to include leadership of the companys environmental, health and safety organization. . . . T&M Associates, an engineering,
environmental, and consulting firm based
in Middletown, N.J., recently opened an office in Indianapolis. Ashly Insco, CHMM,
regional compliance manager and group
manager, and Jim Alvarez, client manager and principal geologist, are leading
the new office. While our Indianapolis
office is brand new, Ashly and Jim are well
established leaders in their sectors, and
their reputation in the marketplace aligns
with T&Ms growth initiatives, said Ihsan
Al-Fayyomi, senior vice president and environmental services business unit leader.
. . . Frommelt Safety Products, a division
of Rite-Hite Doors, changed its name to
Rite-Hite Machine Guarding on Sept. 1,
2014. The companys announcement said
the change followed a streamlining of the
product line by the machine guarding division earlier this year, which also saw Frommelt Products change its name to Rite-Hite
Environmental Enclosures. . . . Spider, a
division of SafeWorks, LLC, announced
George Martin has joined its Portland,
Ore. operations center as a district sales
representative. Hes responsible for solving
the suspended scaffolding and fall protection challenges of contractors and facility
owners in Oregon, Idaho, Montana, and
southwestern Washington. Martins previously held sales and project management
positions with companies including Brand
Construction, Waco Scaffold, and Sunbelt
Rentals and has taught scaffold training
courses. . . . Deloitte has appointed Greg
Scott vice chairman and national sector
leader for its health plans practice, a leading
accounting and consulting organization for
the health insurance sector. A principal
with Deloitte Consulting LLP, Scott, who
is based in Pittsburgh, Pa., has an extensive background in professional services
and as a corporate executive and policy
leader; he succeeded Bill Copeland, who
initiated the transition to focus more on his
www.ohsonline.com
9/9/14 10:36 AM
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3M is a trademark and The Power to Protect Your World is a service mark of

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CIRCLE 12 ON CARD
9/2/14 11:11 AM
NEWSLINE
company that provides training to at-height
workers, and also that it has opened a new
training center in Tustin, Calif. The acquisition of Fall Protection Group expands our
footprint in training and consulting services, which will provide our customers with
a broader range of solutions, said Stephen
Oswald, Capital Safetys CEO. It brings
together two great organizations with established reputations in the industry, further strengthening our position as a world
leader in fall safety, while delivering our
mission of bringing every worker at height
Awards
The U.S. Army Corps of Engineers
Craney Island Dredged Material Management Area in Portsmouth, Va., earned
OSHAs VPP Star this year. Achieving
VPP Star status takes dedication, planning and commitment. Its not an easy
Style, Fit,
Function.
est. 1964
Design and Service Excellence
LC7
home safely. The 3,500-square-foot training center, one of 20 the company manages
worldwide, includes fall protection, rescue,
and confined space training facilities.
Fits like a glove.

All day comfort with the ERGO temple that adjusts to your head
Fits close, but not tight
Adjustable arms
This model meets the ANSI Z87.1-2010 High Impact standards.
Conformity to ANSI Z87.1-2010 has been assessed per ANSI/ISEA 125-2014 Level 3.
For More Information:
www.enconsafety.com/ohslc7
1(800) 283-6266
road and starts at employee level, said Dan

DeWease, Norfolk OSHA office regional
director, during a July 10 VPP flag-raising
ceremony, according to a news story posted Gerald Rogers of ACE Norfolk District
Public Affairs. The district owns and operates Craney Island, which is a 2,500-acre
dredged material disposal site.
The Air Line Pilots Association,
International recognized Delta Air Lines
First Officer Ali Frohlich as an Outstanding ALPA Airport Safety Liaison for his
work advancing aviation safety at Northwest Florida Beaches International Airport.
The award was presented at ALPAs 60th
Air Safety Forum, which took place Aug.
4-7 in Washington, D.C. F/O Frohlich
has spent more than 10 years as the ASL
in the Panama City area, providing a pilots
safety perspective and ensuring that our
concerns as airline pilots are heard, ALPA
President Capt. Lee Moak said. He represents ALPA as a safety advocate at regularly
scheduled meetings with the Airport Board
and Technical Advisory Committee. ALPA
commends him for safeguarding airline
passengers, crews, and cargo at ECP and
all across our air transportation system.
Moak added that Frohlich participated in
the initial planning of the new airport and
persuaded the airport board to lengthen a
planned new runway so it could accommodate more traffic during bad weather.
Doe Run Co.s Maroon Team from
Viburnum, Mo., won the 2014 National
Metal and Nonmetal Mine Rescue Contest
that was held Aug. 4-7 in Lexington, Ky.
FMC Minerals Red Team from Green River, Wyo., and the Waste Isolation Pilot
Plants WIPP Red Team from Carlsbad,
N.M., finished second and third. The competition was hosted by the Central Kentucky Mine Rescue Association, the Kentucky Crushed Stone Association Inc., and
Carmeuse Lime & Stone, while MSHA provided the field, written and technical problems, and judging. In the first aid competition, Newmont Mining Corp.s Carlin Team
from Elko, Nevada, finished first, with OCI
Wyoming LLCs Blue Team from Green
River, Wyo., honored in the technician
team competition and Vulcan Materials
Co.s Vulcan Blue Team of Bartlett, Ill., in
the team trainer competition. The WIPP
Red Team finished first in overall standings, MSHA reported.
Encon & Veratti are registered trademarks of Encon Safety Products, Inc. Houston, TX.
Copyright Encon Safety Products, Inc. 2014
Circle 17 on card.
12
1014ohs_010_012_Newsline_v3.indd 12
www.ohsonline.com
9/9/14 10:36 AM
Introducing
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2014 Scott Safety. SCOTT, the SCOTT SAFETY Logo and Scott Health and Safety are registered and/or unregistered marks of Scott Technologies, Inc. or its afliates.
Untitled-3 1
6/9/14 2:09 PM
VISION PROTECTION
Lets See How We Can Grow Our Safety
Anti-fog and anti-scratch technologies are perfect examples of

creating products tailored to relevant market needs.
BY LARRY GARNER
MCR SAFETY
ur industry has made significant advances

in protecting workers eyes. Weve come
from Buddy Holly large, bulky-style protection to sleek, fashionable eyewear that
meets ANSI Z87.1 impact protection, as well as styles
meeting military ballistic impact resistance. One technological advancement resides in providing higher
levels of anti-scratch and anti-fog coatings. Many providers of protective eyewear are promoting six to ten
times greater anti-fogging properties. These endorsements are specific to reducing the dissipation time for
any fogging.
Employees at a local company involved

in the paper industry now use the new
anti-fog technology, making their workplace much safer.
The most notable progressions of anti-fog coatings are those that are bonded to the lens
for long-lasting properties.
14
1014ohs_014_015_MCR_v2.indd 14
Progressions in anti-fog (AF) coatings provide

clear viewing and, in some cases, eliminate fogging altogether. Most notable progressions of anti-fog coatings are those that are bonded to the lens for long-lasting properties. The new coatings provide convenience
not available from anti-fog wipes, as well as having
longer wearing properties.
The greatest benefit to users requiring this technology will occur in environments where workers
are going from extreme temperatures. We recently
conducted surveys at a local company involved in
the paper industry. The safety hazard faced at this
company derived from employees working around
extreme temperatures reaching 600 degrees. Before
using the new AF technology, one user said, AF never worked. Another user from the same company
said, It takes one to two minutes to defog. After using technology with six times greater AF dissipation,
a user from the same company said, These glasses
did not fog in any of the places that normally fog,
such as the steam box and under the dryer. This local company now uses the new AF technology, making the workplace much safer.
Besides users going from extreme temperatures,
here are some common applications where users
face needing the advanced anti-fog technology:
wearing a respirator or dust mask, medical warehousing, industrial and school labs, and any appliwww.ohsonline.com
9/9/14 10:37 AM
cation during winter/cold months.

Likewise, endorsements for anti-scratch
performance are also more prevalent in todays marketplace. These anti-scratch coatings are also bonded to the lens for greater
performance. Anti-scratch demonstrations
during this years National Safety Council
Congress & Expo in San Diego included
assorted eyewear with and without antiscratch coating inserted into steel woollined rotating chambers to simulate abrasion hazards.
Recent Eye Injury Statistics

Private-industry occupational eye injuries
in 2011 involving days away from work
totaled 20,690, according to the 2014 Injury Facts published by the National Safety
Council.1 As safety professionals, our industry must leverage this information in
an effort to promote safe practices at work,
as well as outside the workplace. The Injury
Facts publication released this summer indicates considerably more eye injuries occurred outside the workplace.
Adhering to the common denominator of We protect people, employers will
enhance their return on their employee investment by promoting safety wear off the
job as well as at work.
In effort to take a closer look at the most
recent findings, here is a recap of specific
information concerning occupational eye
injuries by industry:
Private-Industry Occupational Eye Injuries, 2011
Manufacturing 5,170
25%
Construction 2,660
13%
Retail trade 2,470
12%
Education and health services 2,390
12%
Transportation and warehousing 1,830
9%
Professional and business services 1,710
8%
Wholesale trade 1,200
6%
Leisure and hospitality 1,110
5%
All other sectors 2,150
10%
The average dollar claim for injuries

shown above is $36,592 across all parts
of body.
This same report listed 29,600,000
non-fatal medically consulted total injuries away from work. These numbers
represent all injuries, but it is likely many
could have been prevented by wearing
www.ohsonline.com
1014ohs_014_015_MCR_v2.indd 15
The average dollar claim for 2011 private-sector occupational

injuries was $36,592 across all parts of body.
protective eyewear. The report also shows
the total cost from the above injuries as
being $341.7 billion.
With so much national attention surrounding heath care during the past three
to five years and the fact an average claim
can cost $36,592, there is no reason one
would not want to also remain safe away
from work.
The top activities with injuries occurring away from work were as follows:
Injuries Away from the Workplace, 2011
Activity
Injuries
Nails, screws, tacks, and bolts
138,626
Saws
84,855
Lawn mowers
83,574
Pruning, trimming, and edging
49,414
Hammers
34,170
Tools
27,183
Workshop grinders, buffers,

and polishers
23,719
These are activities in which one typically would wear eyewear at work, too. In
addition, there are multiple recreational
activities where protective eyewear could
also reduce injuries; these include archery,
baseball, cycling, fishing, mountain climbing, and skateboarding.
Anti-scratch demonstrations
during this years National
Safety Council Congress & Expo
in San Diego included assorted
eyewear with and without
anti-scratch coating inserted
into steel wool-lined rotating
chambers to simulate abrasion
hazards.
As conscientious suppliers, we must
listen to our industry to help us see more
clearly. To expand on this point, I would
like to share the findings of our recent focus group. More than 100 individuals from
assorted industries were solicited for a

ranking of the most significant criteria regarding the performance of their eyewear.
These individuals were asked to provide a
hierarchy of the most significant considerations regarding their eyewear selection.
Scratch resistance and fogging concerns ranked at the top of the list. Concerns for fashionable eyewear also ranked
close to the top of this list. By listening
to the market, companies are able to develop products most needed in helping to
protect people against workplace or nonworkplace hazards. The anti-fog and antiscratch technologies are perfect examples
of creating products tailored to relevant
market needs.
Todays media provide multiple endorsements of industry advancements that
address each of these areas. From industry
print advertising to manufacturer websites
and industry trade shows, our industry has
multiple opportunities for sourcing styles
that address all of these criteria. Consumers need to take advantage of all media exposures to learn about and evaluate the best
safety gear for their needs.
Employers can reduce injuries and promote safety by mandating employees to
wear safety gear at work and off the job. Incorporating a higher safety conscientiousness for everyone will be a testament to We
protect people.
Larry Garner currently serves as Chief
Marketing Officer for MCR Safety. He is
a graduate of The University of Memphis
with a BBA degree in marketing with an
emphasis on sales. He currently serves on
the board of directors for the International
Glove Association and the NSC Exhibitor
Advisory Board. He has earned Qualified
Safety Sales Professional (QSSP) certification, which is sponsored by ISEA, and is
a 2005 IGA (International Glove Association) Hall of Fame Honoree. Contact him
at lgarner@mcrsafety.com.
REFERENCES
1. National Safety Council Injury Facts,
2014 edition.
OCTOBER 2014 |
Occupational Health & Safety
15
9/9/14 10:37 AM
Taking the Lead on Chemical Substitution

It still takes individuals properly trained and
positioned within an organization to make it
all work. OH&S professionals are primed to
take the lead.
By Chuck Haling
hemicals in the workplace lead to morr than 190,000

illnesses and 50,000 deaths annually in the United
States. These shocking statistics, referenced by OSHA
on its chemical substitution web page, stem from a
2006 California Policy Research Center report entitled Green
Chemistry in California: A Framework for Leadership in Chemicals Policy and Innovation.
Statistics aside, there is a global growing awareness that more
can and should be done to safeguard employees, our communities, and the environment from the effects of hazardous chemicals. Chemical substitution has been identified as one of the primary tools for achieving those ends, and on that front, OH&S
professionals are uniquely positioned to take the lead.
Following are five steps OH&S professionals, or anyone
charged with leading a chemical substitution initiative, can follow in order to maximize the benefits of their activities.
1. Know why OH&S professionals make great leaders.
The role of safety professionals in many organizations has
expanded in recent years to encompass sustainability, greening
of the supply chain, and a variety of important resource management initiatives. Safety professionals have a number of attributes
and responsibilities that make them well suited to the tasks of
chemical substitution.
First, worker safety is squarely under their domain. Second,
safety professionals work cross-departmentally and are likely to
have the institutional relationships necessary to help implement
a far-reaching change. Third, years of experience talking about
difficult subjects with unsympathetic audiences have honed
their communication skills, which are needed to garner buy-in.
Finally, safety professionals often have the technical experience
required to understand the hazards of workplace chemicals and
to discern the tradeoffs of potential alternatives.
Too often in the workplace, safety has been treated as a cost
center and ignored until something goes wrong. Conversely,
sustainability, as of late, has been gaining favor as a responsible
course of action that benefits a companys bottom line. Safety
professionals may want to investigate how their activities can be
folded under the sustainability marquee, for greater acceptance
and access to needed resources. Regardless, chemical substitution is in the wheelhouse of the safety department, providing an
opportunity for safety managers to demonstrate how the priorities of health and safety align with the financial and production
priorities of the organization as a whole.
2. Understand the push toward chemical substitution and
16
1014ohs_016_018_Haling_v2.indd 16
the potential benefits.

There are myriad reasons for transitioning away from hazardous chemicals to safer alternatives. On a basic level, it conforms to the hierarchy of controls, which posits that there is an
order in which hazards should be dealt with, with the most effective controls considered first and the least effective controls
used when necessary. The controls in order of effectiveness are:
Elimination
Substitution
Engineering controls
Administrative controls
Personal protective equipment (PPE)
Looking at these controls through the lens of chemical safety,
the order makes sense. Eliminating chemicals hazards in the
workplace removes the risks they pose. Next best is substituting the hazardous chemical for something non-hazardous or
less hazardous. These activities can reduce the costs and work
associated with storing and disposing of chemicals and training
and equipping employees. It can also reduce liabilities and costs
from downtime due to accidents and occupational injuries and
illnesses.
It is important when substituting chemicals to select safer
alternatives and not just swap one harmful agent for another,
which could do even more harm to employees and downstream
users of products.
If a company is unable to remove the hazard entirely or minimize it, then it should look next at engineering controls, which
physically change the workplace to remove the hazard or place a
barrier between the hazard and the worker. Next, it should look
at administrative controls that require employer/employee actions to align with new processes that seek to mitigate risks. If
a hazard cannot be controlled by the methods described above,
then an employer may have to resort to PPE, which is generally
considered the least effective method of control.
The benefits of chemical substitution go beyond safety, and
a strong business case can be made that chemical substitution
benefits include improvements to productivity through gained
efficiencies, as demonstrated by the American Industrial Hygiene Association (AIHA) in a 2008 study, Demonstrating the
Business Value of Industrial Hygiene. These efforts, the study
concluded, positively contribute to a companys bottom line.
Proof of the business case can be seen in the marketplace
today: Local, state, federal, and international regulations are
mandating the move toward safe alternatives; consumers are
demanding safer products and services and are rewarding companies that provide it, and communities are holding businesses
more accountable for their actions; larger downstream companies are mandating safer chemicals and tighter hazard communication protocols from upstream suppliers. In todays marketplace, sustainability is good business.
3. Get buy-in from upper management.
Unless the directive to transition to safer chemicals in the
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9/9/14 10:38 AM
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CIRCLE 4 ON CARD
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workplace comes from upper management, making a move to alternative

chemicals is likely to require buy-in from
several organizational layers, and change
is a notoriously difficult sell. Getting support at the executive level can open a lot
of minds down the organizational chart
and provide the resources necessary to effect change. How to do it:
First, learn where management stands
on safety and chemical hygiene. Get to
know their thoughts around safety and
other topicsdont try to sell at first, really listen to them.
Second, generate support. Identify
one or two executives who will give a
new proposal a fair hearing. Any feedback they provide is valuable. Ideally,
one of them will become a champion for
the idea and to that end, give them as
much credit for the idea as necessary.
Finally, craft an appropriate business
case. Use the work in steps one and two to
craft an argument that addresses the viewpoints, concerns, and priorities of the decision-makers. Too often, safety initiatives
are couched in soft, moral arguments,
rather than the language of business to
which executives are trained to respond.
Match the language to the audience.
4. Carry out the transition to safer
chemical alternatives.
OSHA has outlined seven steps it recommends for making the transition successful. Those steps are:
1. Form a team and develop a plan.
2. Examine current chemical use.
3. Identify alternatives.
4. Assess and compare alternatives.
5. Select safer alternatives.
6. Pilot (test) the alternative.
7. Implement and evaluate the alternative.
More specifically, OSHA recommends:
Getting the right mix of stakeholders together to ensure a comprehensive
and successful implementation. With this
team, set goals, tasks, and timelines.
Performing a chemical inventory,
making sure to include all chemicals to
which employees are exposed and that a
safety data sheet is on hand for each.
Prioritizing chemicals for substitution based upon their intrinsic hazards and
potential for exposure. A good electronic
18
SDS management tool can make it easier

to search safety data sheets for chemicals
of concern, even at the ingredient level. Extremely hazardous chemicals as identified
by EPA, OSHA, and other agencies should
be at or near the top of the list.
Locating alternatives that could
replace the chemical in question, including using steps outlined in the hierarchy
of controls to abate the chemical hazard.
Making an informed decision by
analyzing the comparable hazard footprints of the alternatives under consideration, including data about hazards,
performance, costs, and other factors,
and then selecting the best option. The
best option will likely include a number
of trade-offs, some of which may require
new protections to safeguard employees,
even though safety as a whole improves.
Testing and evaluating to ensure
that the piloted improvement achieves
desired results without complicating matters. This final step is never really finished
because chemical hazard abatement is an
ongoing process, and new technologies
and chemical alternatives are being developed at an accelerated pace.
5. See the big picture when it comes
to hazardous chemicals.
Chemical substitution is just one step
among many that should be taken in
workplaces to mitigate dangers of hazardous chemicals. OH&S professionals
must also consider the fitness of their
HazCom plan in general. Questions to
ask include: Are all chemicals inventoried
and safety data sheets secured? Is the requisite information available to employees
in their work areas during their work
shifts? Are all affected employees trained
on the hazards of the chemicals to which
they are exposed? Is the labeling strategy
adequate to meet the needs of employees
and downstream users? What obligations
exist to communicate information to
community stakeholders?
Regarding this last question, many
employers with chemicals of an extremely hazardous nature, or chemicals present
in sufficient quantities, are required to
report information on their chemical inventories to EPA, Local Emergency Planning Committees (LEPCs), State Emergency Response Commissions (SERCs),
1014ohs_016_018_Haling_v2.indd 18
and local first responders. Even without

regulations compelling compliance, open
and active dialogue with those responsible for public safety benefits both businesses and the community. Recently, Executive Order 13650 called on a coalition
of federal agencies to improve chemical
facility safety. The groups preliminary
findings state the need for improvement
in the communication of hazard information from businesses to first responders.
This problem can be addressed only
so far by governmental agencies and new
policies; also needed is help from the private sector in the form of new services
and technologies that make connecting
the information between stakeholders
faster and easier. New communication
channels must be opened up, the information is there, but it does no good if it
is not in the right hands at the right time.
OH&S in the Lead

Chemical management in general, and
chemical substitution specifically, are
increasingly in the cross hairs of global
commerce and regulatory initiatives. The
Globally Harmonized System (GHS), a
model HazCom system sweeping into
prominence around the world, is making it easier for everyone in the hazardous
chemical supply chain to share information and best practices. But it still takes
individuals properly trained and positioned within an organization to make
it all work. And for the items discussed
above, OH&S professionals are primed to
take the lead.
Chuck Haling is the vice president of
MSDSonline, a leading provider of ondemand compliance solutions for tracking and managing hazardous chemicals
and safety data sheets, GHS compliance,
and other critical environmental, health
and safety (EH&S) information. Online
at www.MSDSonline.com or toll-free at
888-362-2007.
REFERENCES
1. https://www.osha.gov/dsg/safer_chemicals/index.html
2. http://coeh.berkeley.edu/docs/news/06_
wilson_policy.pdf
3. https://www.aiha.org/votp_new/pdf/
votp_report.pdf
www.ohsonline.com
9/9/14 10:38 AM
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CIRCLE 16 ON CARD
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Keys to Optimal Flue Gas Analysis
ity Technologys Tom Gurd, product marketing manager,

highlights in this Q&A emissions analysis application
needs, trends in the global marketplace, and how analyzer
manufacturers can benefit from the latest sensing technologies and
add real-world value by enhancing measurement reliability, accuracy and reducing operational costs. Gurd specializes in emissions,
environmental, and industrial safety gas sensing. A Honeywell
company, City Technology has more than 25 years experience pioneering flue gas analyzer sensing solutions.
the time or less. This means much less time waiting for the reading to stabilizeand ultimately a valuable opportunity to carry
out more services in the field. Faster response is what engineers
really value, as they have to wait less time for the reading to stabilize, which can lead to more accurate readings because they are
less likely to take the reading too quickly.
Q: What are the gases flue gas analyzers detect,

and why is detection important?
A: Flue gas analysis in domestic and light commercial boilers

can present a challenge for sensors; they are subjected to high
humidity, temperature and pressure changes, corrosive and
acidic gases, and cross-sensitivity from emissions gases. This can
cause field failures, compromise sensor integrity, and create considerable servicing needs.
Every component in a sensor should be built to a high specification using ultra-resistant materials so they can work effectively in these adverse conditions without affecting accuracy and
reliability and deliver the fast response times. Sensor design is
essential in achieving this. Long-life oxygen sensors are built using electrochemical pump technology, which is proven in the
field for four years and provides a viable lead-fee replacement.
A high range CO monitoring application, which traditionally requires a second sensor under EN50379-2, benefits from
the use of a robust, high-sensitivity solution. The combination of high-capacity filtration to remove SOx and NOx and
auxiliary electrodes to compensate for hydrogen provides the
highest reliability.
A: The main products of incomplete combustion are usually

CO2, CO, H2, and NO; to ensure safe combustion, we measure CO and the remaining O2 after combustion to calculate
a CO:CO2 ratiothe accepted benchmark of performance. Of
course, there is much more to understand regarding efficiency
of environmental emissions. CO sensors are also sensitive to H2,
so in our more demanding markets, we measure the H2 to compensate the CO reading.
The combustion process is complex, requiring the right mix
ratio, turbulence, temperature, and time for reactants to combine. Poor fuel mixing or too little air produces carbon monoxide (CO) and soot. If the flame temperature is too high, nitric
oxide (NO) and nitrogen dioxide (NO2) are produced. A fuel
containing sulfur will produce sulfur dioxide (SO2). All of these
gases are toxic and indicate inefficient combustion, which is both
dangerous and costly in terms of fuel consumption. Oxygen (O2)
is essential for combustion, so the gases detected by a typical flue
gas analyzer are O2, CO, H2, CO2, NO, NO2, SO2, and H2S.
Q: Why is the gas sensor used so important?

A: There is a lot of focus on the analyzer specification itself, but
its also important to remember that an analyzer is only as effective as the sensors it uses. Because of the risks associated with
combustion emissions, safety and reliability are critical. Due to
the nature of the typical toxic gas sensor used in a flue gas analyzer, emissions gases and products of combustion can produce
cross-sensitivity issues.
Field failures can be dangerous and costly, and lives depend
on a good sensing technology. What is less widely recognized are
the other economic benefits a gas sensor can bring, by reducing
an analyzers servicing needs and operational costs. Our longlife oxygen sensors, for example, are designed to work as long
and hard as a typical analyzer, compared with a standard O2 sensor with a two-year life expectancy that must be changed two to
three times in the life of an instrument.
In a real-world context, a combustion check can take up to
15 minutes and is typically carried out up to eight times in each
working day. With improved response times, our new sensors
can allow the same combustion check to be carried out in half
20
1014ohs_020_gurd_v2.indd 20
Q: You mention adverse conditions that can affect

sensor performance. What are these, and how do
benchmark sensors overcome such problems?
Q: What should an analyzer manufacturer or engineer look for when selecting a sensor manufacturer?
A: Its important to work with a manufacturer who is a recognized expert in the field of emissions monitoring.
The ability for a manufacturer to achieve dependable repeatability should also be a key consideration.
Q: How does the right manufacturer

back up its claims?
A: Marketing claims must be substantiated. Ask to see comparisons that back up best in class claims. Data speaks for itself: A
good manufacturer will be keen to show you how their products
shape up to contemporaries.
When it comes to reliable performance stability, testingboth
life cycle and field testsprovides the peace of mind that a sensor
really is up to the job of emissions monitoring. Always ask to see
test data that can prove that what a sensor claims it can do is accurate. Extensive testing is an integral part of the design process,
highlighting performance and sensor robustness. The measure
of how good we are is how consistent our sensors are when they
get to our customers.
www.ohsonline.com
9/9/14 10:40 AM
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Transitioning From Old Traditions to a BBS Process
When so much emphasis is placed on a lagging

indicator number, we begin to manage the number rather than whats driving it.
BY SCOTT J. FALKOWITZ
or years, we built our safety programs on the

processes and systems we all thought were
most important. These were the processes and
systems we were taught, mentored on, and
what executives expected. They were learned through
the safety training classes we attended and from peers
from world-class organizations. What we essentially
did was focus most, if not all, of our attention on a
traditional-style management system based on safety
meetings, training, measuring incident rates, applying disciplinary measures, and conducting site/facility
inspections centered largely around conditions. These
components are important and still have a place in
todays safety management systems, but about 2025 years ago, a new paradigm of safety management
emerged.
Safety leaders were starting to realize that even
though the traditional components of a safety program were important, not enough focus was being
placed on the employees behaviors. Injuries and
losses were still occurring, discipline wasnt the sole
answer, and the culture wasnt improving. A new approach was necessary, regardless of the industry: construction, manufacturing, engineering, or any other
industry. It was time to place more emphasis on the
people of the organization and investigate the concept
of Behavior-Based Safety (BBS).
BBS at the Core

The broadly defined process of BBS is about managements being supportive and caring for the employees. Its about engaging with them in every aspect of
the program, including concept, design, execution,
and review. It takes a step back from threats of discipline, blame, and the promotion of fear and promotes
coaching, feedback, and responsibility.
Successful implementations will yield an improvement in morale, a reduction in the severity
and frequency of incidents, and an improvement in
production, including reduced costs and better quality. (Komaki, J., Barwick, K. D., & Scott, L. R. 1978)
This approach eliminates the perception of us versus
them and bolsters a certain believability factor and
trust thats established between the employer and the
employee.
Traditional Safety Pitfalls and the BBS Solution

Lets uncover some of the pitfalls of the traditional oc22
1014ohs_022_026_Falkowitz_v2.indd 22
cupational safety approach and identify things that

can be done on the behavior-based safety side to improve our processes.
Safety meetings are an important part of any comprehensive safety program. Traditionally, everyone
was brought together on a monthly basis for an hour,
picked a topic, and discussed incident rates with some
graphs that most of us couldnt understand. How many
times have you sat in a safety meeting and failed to
make good use of the time by discussing a topic that
had no value-added benefit? When this happens, the
pitfall is that, though a meeting occurred, the meeting was not properly planned and likely lacked intent
other than to document attendance. A BBS solution to
this would ensure that safety meetings are focused specifically on the relevant tasks/risks at the time and that
the employees are fully engaged in the conversation.
A discussion should be had with middle managers to determine the tasks that apply and, if necessary,
shorter meetings should be held with the groups to
which the tasks apply. In the meeting, avoid preaching from the podium. Instead, engage the audience
in a two-way discussion to make the attendees feel appreciated, a part of the discussion, and that they are
being heard and understood. The leader of the meeting should be a facilitator of great discussion. He or
she should always follow through with suggestions
and follow-up to close out open issues.
Traditionally, safety has been measured by OSHA
recordability and the total recordable incident rate
(TRIR). Many companies, even today, still base safety
performance solely off of this and other lagging indicators. Some organizations measure the safety of their
locations by using a process of reporting near misses.
A successful near-miss process is often defined by
achieving a certain amount of near misses per timeframe or hours worked. In reality, no real emphasis is
placed on the quality of the near-miss reports or on
corrective action follow-up.
The pitfall with focusing on lagging indicators is
that when so much emphasis is placed on the number (e.g., whether or not we achieved an incident rate
of 0.5 or collected three near misses for every 10,000
hours worked), we begin to manage the number rather than whats driving it. To transition from traditional
and use a more BBS-based approach, organizations
should measure safety performance based on leading
indicators. The following are examples of value-added
points of measurement:
1. What is the percentage of observations (observation strength) conducted on tasks that have
resulted in past incidents or were problematic points
of observation?
2. What percentage of your observation commenwww.ohsonline.com
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tary (observation details/feedback/corrective actions) are properly
documented?
3. What is your percentage of open issues that have been field
verified as having been effectively resolved?
4. What percentage of tasks are field verified to have been pretask planned (JSA, JHA)?
5. What is the percentage of employees who have been visited
by a member of top management and had something safety-related, rather than production-related, discussed with them directly?
6. After review, what percentage of near misses are actually near
misses and not reports of unsafe acts or conditions?
7. Of all the observations collected, what percentage are behaviors vs. conditions?
Each of the above examples opens the door for very important
follow-up coaching on not only what to observe, but also observation quality, effective resolution, management interaction, and the
building of the observation and feedback skill set.
Conducting Behavioral Observations

The word inspection has long been a staple of traditional safety
programs. Its a process by which an employee goes out into the
field with a checklist and focuses on conditions-based items that
require some level of correction. Examples might include a damaged extension cord, substandard housekeeping, or a missing pair
of safety glasses. Once the inspection has been completed, usually
it is filed someplace with the hope that someone else might correct
the issues that remain.

The pitfalls to this are many. They include unresolved issues,
behaviors that are believed to be the primary cause of incidents
having not been resolvedor even identifiedand a large amount
of paper with little to no value.
In a BBS system, the term behavioral observation is more
prevalent than inspection because of its employee-centric nature. The first step is to develop a comprehensive strategy focusing
on who conducts the observations, time of completion, observation frequency, and focus. The strategy is usually formed, in part,
by focusing on where sustained losses have occurred in the past
and where recent observations have shown that problems exist. A
checklist can be developed that is either universal or task specific.
The second step is to train observers on how to conduct observations. Making sure that the observers introduce themselves
to the observees, identify what theyre observing, and why theyre
there are keys to an effective observation process. The goal is to observe the employee in their normal work environment, performing
routine tasks without pressure, change of common tactic, or fear of
reprisal or persecution.
The third step is to offer feedback after the observation has been
completed. The feedback should include positive reinforcement for
the things that were done safely and above average and corrective
coaching for areas where the need for improvement was identified.
Its very important to reassure the employee that this is a two-way
discussion and its meant to be a positive coaching process. If the
Circle 13 on card.
24
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goal is to build the employees trust, the focus must be placed on
coaching, not discipline.
The fourth step is to track and communicate the findings. The
BBS process generates valuable data to aid in preventing future recurrence by focusing on resolution and prevention, but it needs to
be communicated so that people become aware of the concerns.
In a BBS process, names are of little to no importance and many
processes are kept completely anonymous to help build trust and
actually focus on the behavior rather than creating a punitive situation. As you collect more observations, you can focus on developing metrics to track and trend performance.
Conclusion
Implementing a BBS process within your organization is a substantial undertaking and is not something that can be done overnight.
For some, it takes years. This article merely scratches the surface
of the challenges you might currently be facing in implementing
a BBS system.
Evaluate where your company stands in terms of whats being measured, the level of trust your employees have with management, whats being evaluated from an observation perspective,
whether or not coaching and feedback is occurring, and whether
there is ownership at all levels. Then sit down with your leadership
team at the highest levels and have a candid discussion about your
findings, as well as the benefits of this process, which include not

only improving site safety, but also leadership styles. Propose BBS
as an initiative but make sure its laid out in a clear and concise plan
with milestone goals and specific expectations.
A haphazard implementation of BBS will yield frustration, a
lack of participation, and disengagement. Remember that this
is an employee-centric process, so involving them and making
them aware early on will be the catalyst, in concert with your
leaderships support. As your behavioral process grows and the
data improve, youll identify better ways to support continuous
improvement by focusing on clearer planning, more effective execution, and long-term sustainability. By transitioning from the
old traditions to the new, you not only can get employees engaged
through BBS, but also you can help to predict, prevent, and eliminate death on the job.
Scott J. Falkowitz, OHST, CHST, is a Process Improvement Leader
at Predictive Solutions Corporation (www.predictivesolutions.com).
He can be reached at sfalkowitz@predictivesolutions.com.
REFERENCES
Komaki, J., Barwick, K. D., & Scott, L. R. (1978). A behavioral approach to occupational safety: Pinpointing and reinforcing in a food manufacturing plant.
Journal of Applied Psychology, 63(4), 434-445.
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EMERGENCY SHOWERS & EYEWASH
A State of Constant Readiness
Train, train, train. You have to make sure the maintenance staff
knows how to do the preventative maintenance on the units.
BY LINDA J. SHERRARD
ire! Scalding burns, blistering skin, blindness, hazardous materials exposure from a
broken package, accidental skin exposure
to compounding of chemo drugs. . . . Now
that I have your attention, tell me that your emergency
eyewash/safety shower is any less an important piece
of safety equipment on site than any other emergency
equipment, such as a fire extinguisher, first aid kit,
burn gel, AED, back board, or an SCBA?
Have you ever once included your safety shower in
an emergency drill for employees? Would they know
how to use, clean up after, and restore to service an
eyewash/emergency shower or what to do with possibly contaminated water? Lots of water? (If it is not a
drained unit, potentially up to 300 gallons of water in
15 minutes.) You do have a plan in place, right?
How about clever employees? I know of one angry housekeeper who would intentionally turn off the
valves to the drench hoses for spite and a maintenance
person who did not like to test the non-draining
unitswho never activated one shower. (That is why
we have to verify.)
Consider your facility and the current state of your
emergency eyewash/showers. Blocked by storage, used
as coatracks, not tested, not flushed, rusted shut, or
the water is turned off ? Or, for stations with portable
eyewash bottles: missing solution containers or out-ofdate solution? When was the last time you checked?
Constant Readiness
When you establish your emergency eyewash/safety
shower program, consider the following:
Do you really need one? Why? Refer back to
your facility hazard analysis and review all of the pro28
1014ohs_028_032_Sherrard_v3.indd 28
cesses in detail. Look for hot processes that can cause

burns, chemical operations using caustics, or other
destructive chemicals in use. Review your hazardous
materials on site and related operations, such as forklift charging stations, too. Often, in-depth analysis of
need may be best left to consultants or a group such
as your facility safety committee. This is a time where
you want what if questions asked. There are many
unique hazards that require eyewash facilities, (pharmacy compounding of chemo items, for example), so
dig deep! You are providing first-line protection for
your employees, after all.
Review your injury history for information.
Types of injuries and severity can provide sound information on where stations are needed.
Include related program needs, such as vision protection and first aidthese go together!
Include special needs situations, such as wheelchair access, stretcher access for emergency rooms,
etc. For example, in emergency rooms, a simple combination eyewash/shower may impair stretcher access. Utilizing a safety shower or a drench hose with a
separate eyewash station may be a better option. Look
at the need and how the site will be used. . . on foot,
wheels, in a group of emergency workers, etc.
Develop a list. I recommend using a facility
map and show the location of each station with a
unique number. This makes finding it, maintenance
operations, and testing logs much easier to maintain for everyone. If your facility has only one, this
is likely not a problem. If you have several or several types of eyewash/shower units, it gets confusing,
to say the least.
Develop a plan and revisit it on a regular basis.
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EMERGENCY SHOWERS & EYEWASH

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Work with maintenance, designers, operations, budget, trainingall of the groups

that need to have input into the project.
Understand what is being ordered, why,
how it will be installed, benefits/limitations, maintenance costs, and who will
do the testing and training on the unit.
Make sure everyone understands upfront
the process requiring the emergency eyewash/shower and whether it needs to have
a drain or not (and explain fully why this
can be a problem to those testing it weekly).
There is more to any emergency eyewash/
shower than initial cost.you have upkeep, replacement, testing. Know what you
need and manage what you put in place.
Update as hazards change. New
chemicals are introduced on site with a
changing process? Time to review your
eyewash/safety shower plan. Put this on
your regular plan review for update as your
facility grows or operations change.
Train, train, train. You have to make
sure the maintenance staff knows how to do
the preventative maintenance on the units.
Have you discussed this with them? You
have to make sure staff knows how to do the
yearly flush test and document it. You have
to make sure area staff knows how to activate and use the eyewash station if needed
in an emergency. You have to make sure
maintenance/housekeeping know what to
do with the contaminated water afterward.
Is there a sump? Do you know?
Drill it in! Make employees practice
how to use the stations correctly. Blindfold them to help set the stage if necessary.
Show them photos of skin destruction, talk
chemical burns or other injuries that could
happen in their area. Show them how it
works, how to test it, logs, when to call
maintenance for repairs, how to not block
it. Show them how to use it and how to
clean up after it. And, hey, that drain? Not
for coffee, especially if it goes to a sump.
Youll be surprised how many employees
do not know even the basics! They will
thank you.
Firm assignments count. Weekly activation matters in an emergency. You want
the water flow to be free of rust, dust, etc.
and to ensure it has been tested as required
weekly. A completed log sheet does not
mean the safety eyewash station was tested.
Have you ever watched your staff activate
a unit? Checked for dust? (If the unit is
not drained, how are they testing it?) How
much water is being run during the weekly
test? Four ounces? It needs to be sufficient
to flush the lines and should be much more

than a few gallons. Put your managers in
charge and hold them accountable.
In any program, the details matter.
Having a sound written program is a great
start. Make sure you inspect often. Make
sure you have appropriate PPE on hand in
needed sizes and types for the work being
done. Put in place the basic safety tenets
of keeping clear and accessible aisles and
paths to eyewash/showers and have them
clearly marked. Make sure all employees
are advised of the location(s) from day
one and that this is part of the first aid and
emergency system for their protection.
If you are unsure, resources abound!
Online and in print, general and industryspecific information for fixed and portable
systems. Help is only a few clicks away and
is extremely affordable compared to a disfiguring workers comp case and a lifetime
of scars for an employee or death benefits
for the family.
Keep Your Equipment

in Excellent Shape
I admit it, of everything I and my staff have
to do, emergency eyewash/showers are not
exactly at the top of the list. It is not a difficult program at all, just hard to stay excited
about until you understand what happens
when something does not work right. Day
to day, it seems like the screaming emergencies get most of the attention. However, I
can also say that we know the importance of
keeping the program in excellent condition
can mean everything to our employees.
Every improvement you make is for
your workplace safety and to improve your
safety program. Chances are you will never
need one of these silent guardian angels of
the workplace. Safety professionals spend
entire careers and never know of one accident where safety shower or eyewash station is used. All our effort is preventative,
hoping never to be needed. But, if just one
employee ever needs and uses an emergency eyewash/shower and everything you as a
safety professional have done works exactly
as designed and he/she is not as injured because of your efforts, it is all worth it.
Linda J. Sherrard, MS, CSP, is Safety
Consultant II with the Central Prison
Healthcare Complex of the North Carolina
Department of Public Safety in Raleigh,
N.C. She is also the former technical editor
of OH&S. She can be reached at ljohnsonsherrard@nc.rr.com.
www.ohsonline.com
Circle 18 on card.
1014ohs_028_032_Sherrard_v3.indd 32
9/9/14 10:41 AM
eye protection
CIRCLE 19 ON CARD
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9/3/14 12:28 PM
ELECTRICAL SAFETY
Taming the Arc
Electrical Safety Issues
Remote circuit breaker racking mitigates

arc flash hazards at Cascade Steel.
REMOTE SOLUTIONS LLC
BY TIM BURTTRAM
Arc flash hazard mitigation is at the top of every plant

or mills electrical-system-safety list. Employers must
ensure their electrical-system workers go home at
night by understanding arc flash risks and the latest
technologies designed to minimize them.
The simple act of manually racking a circuit breaker, with an operator positioned in front of the device,
creates an arc flash hazard. Parts break or dont line
up. Equipment malfunctions. Even with the best personal protective equipment (PPE) made, workers are
still going to get hurt in some way if things go badly.
At the Cascade Steel facility, plant personnel recognize the NFPA 70E standard as the basis for their
electrical safety program. To work on electrical apparatus with elevated energy levels, electricians must deenergize upstream equipment to avoid the potential
for an arc flash. This means opening and closing circuit breakers and eliminating power to various areas
of the melt shop or rolling milla potentially dangerous situation for both people and plant assets.
The Cascade Steel Rolling Mills is located in McMinnville, Ore.
ith the threat of an arc flash incident at

circuit breakers, distance is your best
friend. Thats why Cascade Steel Rolling
Mills decided to evaluate the latest offerings in remote circuit breaker racking technology. The
mill wanted a remote racking system that was quick
and easy to deploy. Otherwise, it would be wasting
money on a piece of equipment electricians wont use.
Founded in 1968, Cascade Steel is a state-of-theart steel manufacturing facility that takes recycled
metal and turns it into high-quality finished steel
products. Located in McMinnville, Ore., the companys electric arc furnace (EAF) mini-mill produces a
wide range of hot-rolled products, such as reinforcing
bar (rebar), coiled reinforcing bar, wire rod, merchant
bar, and other specialty products.
Like other industrial operations, Cascade Steel is
faced with safeguarding its workers, plant assets, and
the environment. Any company that generates, transmits, distributes, or uses electricity at high, medium,
or even low voltages has an obligation to protect its
personnel from hazards such as arc flash, which may
occur in switchgear equipment.
Each year, thousands of electrical arc flash victims
suffer serious injury or death. Aging equipment, inadequate preventative maintenance, and human error all
contribute to safety incidents.
34
1014ohs_034_036_Burttram_v2.indd 34
NFPA 70E is the basis for Cascade Steels electrical

safety program.
Why Use Remote Racking?

History has shown there is no better protection
against the deadly possibilities of an arc flash incident
than a safe working distance between the operator
and the switchgear. This approach has clear advantages over flash suits designed only to decrease exposure to burns, and it also minimizes the risks posed
by airborne projectiles often associated with arc blast
fatalities. To reduce hazards to employees, many mill
sites are installing remote circuit breaker racking systems that allow operators to safely rack breakers from
a remote location.
A remote racking system offers a safe alternative to
manually racking circuit breakers and reduces the requirement for service personnel to wear a full-body arc
flash hazard suit for protection. These systems permit
the insertion and removal of electrical devices while
the operator is outside the flash protection boundary.
They are specifically designed to remove operators
from close proximity to the breaker being racked.
Recognizing the benefits of remote racking for arc
flash remediation, Cascade Steel evaluated the latest
www.ohsonline.com
9/9/14 10:42 AM
safety folks
have one thing in common
Unfortunately its a common problem

85% of 1,101 safety professionals surveyed,* cite human factor
incidents (like slips, trips and falls) and employee noncompliance
(like not wearing PPE) as their biggest injury challenge.
At the heart of this problem are four states (rushing, frustration, fatigue,
complacency) which can lead to a whole bunch of injuries and problems
(like distracted driving or even ergonomics, production and quality issues).
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Copyright 2014 by Electrolab Limited. All right reserved. SafeStart is a registered trademark of Electrolab Limited.
CIRCLE 25 ON CARD
Untitled-4 1
9/3/14 12:50 PM
ELECTRICAL SAFETY
racking technologies. The company decided upon a system from
Remote Solutions LLC that provides users of low- and mediumvoltage circuit breakers an alternative to arc flash protection garments. It places a protective barrier of up to 150 feet between the
operator and the energized breaker.
The remote racking solution employed by Cascade Steel differs
from common land-based systems, which are either moved to the
breaker location on a cart or affixed to a large base with a motordriven mast. Some users may find these systems cumbersome because they can weigh hundreds of pounds and are not very portable.
The operator must properly finesse the device to the face of the work
on the circuit breaker compartment, register the X/Y/Z coordinates
relative to the racking points, and then secure the tool. This procedure can take up to 20 minutes per breaker and also introduces
human performance concerns. Tool alignment problems can result
in physical damage to the circuit breaker, rendering it unserviceable.
Conversely, the remote racking device used by Cascade Steel
electricians is easily operated with switchgear elevated off the ground
and includes fail-safe mechanisms to keep personnel from misapplying it to the wrong breaker. It also includes specific attachments and
software to address particular racking parameters, such as torque
and breaker travel. The switchgear-based racking apparatus can either be mounted on the breaker itself or on the breaker compartment
door so it can be registered correctly to the racking points.
To date, Cascade Steel has installed remote racking apparatus
on every rackable breaker, regardless of voltage level, in its mill and
is working on getting remote racking for three additional 480-volt,
KeeLine Roof Lifelines
Kee Hatch Safety Railings
molded-case SPB rackable breakers. With a switchgear-based tool

alignment philosophy, the operator uses the switchgear as a reference, aligning the remote racking apparatus only once. The device
includes the exact racking point coordinates for a given circuit
breaker design and is affixed to the breaker compartment door to
allow all racking tool pieces to be easily loaded or mounted. The
racking point coordinates are fixed, so that any time a mill worker
mounts dry brackets, for example, the center point for the tool is
aligned for insertion directly at the racking screw. Human factor
engineering also establishes a chain of rejection to minimize human error. This enables technicians to consistently handle racking
applications on multiple breakers of various configurations.
This is an example of the switchgear-based tool alignment philosophy,

where the operator uses the switchgear as a reference for the remote
racking device, aligning it only once. Exact racking point coordinates are
included for individual circuit breaker designs.
A touch screen Human-Machine Interface (HMI) for closeddoor racking also benefits mill operators. Redundant digital drives
with battery backup provide fail-safe racking in the event of a power failure. Real-time breaker travel indication and user controls include an emergency stop at any time during racking, manual start/
stop, and automatic retrieval and recovery of a circuit breaker.
A torque limiter for different manufacturers breakers found
throughout the mill counts the number of turns as well as displaying real-time travel position. The system simulates all OEM
breaker interlock systems and automatically operates and monitors
positive interlock. Tilt angle monitoring allows operators to track
the pitch and roll of a breaker during racking to minimize potential
equipment damage. Should the device detect an out-of-level situation, it will stop the racking process. Over-torque protection is also
provided for the racking motor should the shutters not open or if
the breaker becomes bound in the racking process. This consistent
process will extend the life of switchgear.
Conclusion
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With a switchgear-based remote racking system, mills gain a safe,

reliable, and user-friendly alternative to manually racking breakers, reducing the requirement for operators to wear a full-body arc
flash hazard suit for protection. They can rack a breaker properly
by its original design and insert and remove the equipment while
remaining outside the flash protection boundary.
Tim Burttram is the Plant Electrical Engineer for Cascade Steel
Rolling Mills. This article concerns the Safe-T-Rack system from
Remote Solutions LLC.
Separating People from Hazards SM
36
1014ohs_034_036_Burttram_v2.indd 36
Circle 7 on card.
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9/9/14 10:42 AM
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FIRE SAFETY/FR APPAREL
FR Compliance vs. Protection:

An Important Distinction
As thermal exposure increases, the type of

FR fiber and fabric plays an increasingly
important role in body burn injury and
estimated survivability.
BY JOEL DENARDIS
ontrary to popular belief, there is no such

thing as a typical industrial fire. There are
various types and sources of industrial fires,
and the duration and intensity can change
based on the hazard. Thinking that all, or most, fires
last for 3 seconds or less and have the same intensity (2
cal/cm2s) is a common myth. Other misconceptions
include the belief that to simplify the implementation
of a flame-resistant (FR) garment program, you need
only to stipulate National Fire Protection Association
21121 compliant/certified garments or fabrics.
These myths and misconceptions can influence FR
garment selection, putting workers at risk. Therefore,
it is important to separate fact from fiction and choose
FR garments based on your specific hazards.
There Are No Typical Industrial Fires

Although the industry tends to focus on flash fires,
there are four primary types of industrial fires:
Flashrapid burning of vapor cloud
Jetburning of pressurized fuel supply
Poolburning of flammable liquid spill
BLEVE (boiling liquid expanding vapor explosion)explosion and fireball from catastrophic failure of contained liquid
Fuel sources include flammable liquids, flammable gases, and combustible dusts. It is important to
remember that the magnitude of every fire is equal to
the duration multiplied by the intensity. The duration
and intensity are not always the same in each fire and
can change based on the hazard.
The duration and intensity of any fire depend on
the basics of the fire equation, which includes: quantity of fuel, oxygen availability, ignition temperature/
heat, and reaction rate of combustion. The duration,
also known as exposure time, can range anywhere
from 1 second to the time to escape, while the intensity, or heat flux, can range from less than 1 cal/cm2s
to more than 7 cal/cm2s. These two factors combined
can lead to a total heat exposure energy ranging from
1 cal/cm2s to greater than 20 cal/cm2s.
Misconceptions about Flash Fires

Why does the industry tend to focus on flash fires?
38
1014ohs_038_040_DeNardis_v2.indd 38
Flash fire was a common industry term used for fire

events when the NFPA and Canadian General Standards Board (CGSB) standards were first developed
in 2000. Since then, NFPA 2112 and NFPA 21132 have
been moving toward recognizing all fire/thermal hazards, rather than just flash fires. In fact, the wording
in the purpose statement for NFPA 2112 and NFPA
2113 has been changed to include the term short duration thermal exposure. Furthermore, NFPA 2113,
2015 edition, has now updated its title to remove the
term flash fire and replace it with short-duration
thermal exposures.
Many people believe that all flash fires are 3 seconds or less. This is simply not true. The Occupational
Safety and Health Administration 2010 memo to the
oil and gas market indicated flash fires can last up to
5 seconds, exceeding the NFPA 2112 minimum standard. And in research conducted by the U.S. Department of Energy, burn times reached more than 15
seconds. This highlights the need to better understand
your specific hazard. A useful reference is The SFPE
Handbook of Fire Protection Engineering,3 which
has vapor cloud fire models that predict flame duration for various flammable gases.
Another common misconception is that all flash
fires have an intensity of 2 cal/cm2s. Experimental
data from the DOE4,5 has shown the potential for
significantly higher values. For example, in the DOE
China Lake experiments with liquid natural gas vapor
cloud fires, the peak heat flux value was more than 7.2
cal/cm2s over a duration of ~5 seconds. And in the
China Lake experiments with liquid propane gas vapor cloud fires, the average heat flux value was 3.3 cal/
cm2s over a sustained period of time of 15 seconds.
Origins of the 3-Second Myth

Although using 3 seconds as a general rule of thumb
is not an accurate way to establish the level of protection that workers need for a specific hazard, it is easy
to understand how this 3-second myth became such a
popularly held belief.
For example, NFPA 2112 stipulates a 3-second, 2
cal/cm2s exposure using test method ASTM F1930,
thermal manikin test, for a key minimum FR performance requirement. What is typically overlooked
here is that this is for the minimum FR performance
requirementwhich is only the starting point for
protection.
In the appendix of early editions of NFPA 2113, a
flash fire was described as typically lasting 3 seconds,
a statement that has since been removed. And in the
definition of a flash fire, the Canada standard CGSB
155.20 (2000 edition) states: typically 3 seconds or
less. The CGSB 155.20 standard has not been updated
since 2000.
So where did the idea of 3-second duration originate? In the 1970s, the United States military conwww.ohsonline.com
9/9/14 10:43 AM
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FIRE SAFETY/FR APPAREL

ducted a test to determine total heat exposure received by pilots escaping through
the burning fuel of a helicopter crash. During this test, a sensored and clothed manikin was pulled through a burning pool fire
of JP4 jet fuel. The conclusion was that a total exposure of 6 cal/cm2s represented this
specific hazard. There was no reference to
a duration.
The manikin test was then developed to
provide a repeatable test method that could
easily and safely generate the 6 cal/cm2s total energy exposure needed by the military.
Propane was used for the test because it is a
common, easily controlled fuel that can be
adjusted to have a heat flux of 2 cal/cm2s.
Applying a heat flux of 2 cal/cm2s for 3 seconds equals the 6 cal/cm2s total exposure
energy desired.
The FR industry picked up on the 6
cal/cm2s exposure energy so, in essence,
the manikin test established the 3-second
duration.
Fires Are Unpredictable:

Duration and Intensity Matter
As demonstrated by many real-world incidents and laboratory tests, such as the DOE
China Lake experiments cited here, the
duration and intensity of an industrial fire
can vary greatly based on the hazard. This
is a very important point to consider when
selecting FR fabrics and garments.
Looking at results of thermal manikin
tests conducted on an FR-treated cotton
garment and an inherent FR garment, it
is easy to see the impact that hazard and
garment selection have on survivability.
For a 3-second fire at an intensity of 2 cal/
cm2s (total exposure energy of 6 cal/cm2s),
the predicted body burns only vary by 4
percent, and the probability of survival
is 99 percent, regardless of fabric choice.
In sharp contrast, for a 4-second fire at 2
cal/cm2s (total exposure energy of 8 cal/
cm2s), the predicted body burns vary by
35 percent and the estimated probability
of survival from 42 percent for a FR treated garment to 91 percent for an inherent
FR garment.
Similar results are seen when the intensity increaseseven by such a slight
amount. For example, in a 3-second fire
at an intensity of 2.36 cal/cm2s (total exposure energy of 7.08 cal/cm2s), the predicted body burns vary by 41 percent and
the chance of surviving nearly triples with
40
the inherent FR garment. It is remarkable

how such a small intensity increase above
the 2 cal/cm2s used in the standard thermal
manikin test can have such a drastic impact
on FR fabric technology performance and
body burn injury.
These results clearly show that as thermal exposure increases, either duration
or intensity, the type of FR fiber and fabric plays an increasingly important role in
body burn injury, estimated survivability,
and financial costs.
The Financial Impact

Beyond the physical and mental anguish of
a burn injury victim, there can also be significant financial costs.
Per NFPA 2112, an FR garment needs
to have less than 50 percent total predicted
body burn injury during a 3-second, 2 cal/
cm2s intensity exposure in order to pass
the thermal manikin test. According to the
American Burn Association, a survivors
medical cost associated with a 50 percent
burn injury can be more than $700,000.
These costs can jump to more than $1 million as the burn injury increases past 70
percent.6 Medical costs are only the tip of
the iceberg when considering other potential indirect costs, such as OSHA fines,
insurance claims, lawsuits, and productivity losses.
Avoid just settling for standard acceptance and shortcutting your FR program.
The financial cost of one severe burn injury
can offset the cost for a thorough hazard
assessment and resulting FR PPE program.
Compliance May Not Mean

Adequate Protection
When it comes to fire protection, you need
to be prepared for the worst-case scenario,
not the best. Being in compliance may not
mean adequate protection for your workers.
According to OSHA 29 CFR 1910.132,
it is the employers responsibility to assess
the hazard and identify the appropriate FR
clothing to protect workers. OSHA 315112R 2003 states, select PPE that will provide a level of protection greater than the
minimum required to protect employees
from hazards.
NFPA 2112 provides minimum material performance requirements for FR garments. This consensus standard is primarily
for garment manufacturers, not end users.
NFPA 2113 was developed primarily for
1014ohs_038_040_DeNardis_v2.indd 40
end users to assist in the FR garment and

hazard assessment process. This consensus
standard is an OSHA-recognized tool for
29 CFR 1910.132. It helps guide fire/exposure hazard assessments and protective
garment selection, as well as the care, use,
and maintenance of FR garments.
What many people fail to realize is that
selecting an FR garment that is NFPA 2112
certified does not mean that you are in
compliance with OSHA 29 CFR 1910.132
and NFPA 2113or that you are providing
the appropriate FR garment to meet your
specific hazard.
Simply put, the purpose of FR fabrics
is to reduce burn injury, provide a wearer
escape time, and increase his or her chance
of survival. However, all FR fabrics are not
created equal, and their performance can
vary greatly, as shown in the results of the
thermal manikin tests previously discussed.
Do not assume that simply complying with the minimum industry standards
(such as NFPA 2112 and CGSB 155.20) will
keep you and your workers protected. The
bottom line is that you must assess your
specific hazards and identify the appropriate FR fabric and garment to meet that hazard. And remember, as thermal exposure
increases, the type of FR fiber and fabric
plays an increasingly important role in survivability. Dont let myths and misconceptions influence your FR garment selection.
Joel DeNardis (joel.denardis@dupont.com)
is the Technical Sales Manager for DuPont
Protection Technologies.
REFERENCES
1. NFPA 2112: Standard on Flame-Resistant
Garments for Protection of Industrial Personnel
Against Flash Fire.
2. NFPA 2113: Standard on Selection, Care, Use,
and Maintenance of Flame-Resistant Garments
for Protection of Industrial Personnel Against
Flash Fire.
3. The SFPE Handbook of Fire Protection Engineering, Fourth Edition, National Fire Protection
Association, 2008, 3-308-3-311
4. Mudan, K.S., Hydrocarbon Pool and
Vapor Fire Data Analysis, U.S. Dept. of Energy,
DE85005857, Oct. 1984.
5. U.S. Dept. of Energy, Coyote Series Data
Report, LLNL/NWC 1981 LNG Spill Tests, Dispersion, Vapor Burn, and Rapid-Phase-Transition,
UCID-19953, Vol 1, Oct. 1983.
6. American Burn Association, 2013 National
Burn Repository Annual Report, Version 9.0.
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9/9/14 1:12 PM
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Untitled-5 1
5/13/14 1:55 PM
WINTER HAZARDS
Winter Hazards in Manufacturing
Providing properly installed heat sources that can keep up with

low temperatures is essential. Otherwise, employees may resort to
using personal space heaters, which can be unsafe.
BY SCOTT MCNEILL
ccupational Safety and Health Administration (OSHA) general regulations mandate

that every employer must provide a safe
and secure workplace for its employees.
Most manufacturing organizations do an excellent job
of removing hazards from the work environment, but
nonetheless, OSHA issued more than 2,500 citations
from October 2012 through September 2013. Some
citations occur because manufacturers miss hazards
caused by the change in seasons. Winter is especially
problematic because it brings inherent hazards of its
own that create complications in the production areas.
Driving During Delivery and Pickups

Many manufacturers make regular pickups from suppliers or drop products at customer sites using company-owned vehicles, which must be equipped with the
right safety equipment for weather conditions. Manufacturers should be sure that company vehicles have
snow tires with adequate tread and that they inspect
and replace windshield wipers regularly. Fluid levels,
42
1014ohs_042_044_McNeill_v2.indd 42
particularly de-icing windshield washer fluid, should

be checked weekly and always before and after storms.
Its a good idea to put vehicles through a tune-up
or preventive maintenance check at the start of winter
to be sure that brakes, batteries, and other key systems
are in tip-top form. There should be a first aid kit,
drinking water, and a Mylar blanket in each company
vehicle.
Icy Parking Lots and Walkways

Ice and snow buildup in parking lots and on walkways
can be hazardous to employees, delivery people, and
guests. Make sure your maintenance team is ready to
keep these areas clear so employees can reach their
workstations easily. Always have salt or ice melt on
hand to melt ice and keep it from refreezing.
Slick Floors: Slips and Falls

When employees enter the plant from outside, they
may track ice, snow, and mud that make floors dangerously slippery. Be sure you have absorbent mats at
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8/29/14 3:00 PM
WINTER HAZARDS
Dry winter weather creates static that can

wreak havoc with delicate equipment or
components. Keep the temperature and
humidity in the plant at comfortable levels
to reduce the issue and provide grounding
straps to employees who work in this type of
environment. You should also provide education on when and why employees should
make sure of proper ground. High-quality
insulated cables and wires can help to protect equipment from damage due to static.
have a specific person and a backup who

make the decision to close the plant. Management should let employees know about
plant closing decisions on the companys
website or through mass emails, text messages, or phone calls early enough so employees arent already on their way to work.
Likewise, management should announce
early closings before mass transportation
shuts down or driving conditions become
too hazardous for workers to attempt the
journey home.
Management also should designate essential personnel in advance so people
dont have to wonder whether they are essential or non-essential when management
makes the infamous all non-essential personnel should stay home announcement.
The companys policy on pay for snow days
and storm closings should be clearly spelled
out in advance so employees can make informed decisions during adverse weather.
Loading Docks
Electrical Shocks
Loading and shipping docks are typically

open to the weather for a good portion of
the day. Metal gates and outside steps can
get wet and slippery easily, especially on
busy days or after storms when snow and
ice may melt and refreeze frequently. Provide nonslip mats wherever its feasible and
make sure employees wear sturdy shoes to
prevent falls.
The temperature on the docks can
vary greatly during the day, so provide
blast heaters to help keep the space warm.
Without supplementary heat, employees
working in areas open to the cold may be
susceptible to frostbite on noses, ears, and
fingers. Providing properly installed heat
sources that can keep up with low temperatures is essential. Otherwise, employees
may resort to using personal space heaters,
which can be unsafe due to fire or electrical
hazards even without the presence of corrugated boxes or damp conditions.
Melting snow from shoes and boots creates standing pools of water that can be a
shock hazard for improperly grounded
equipment or for employees plugging in
hand tools, lights, space heaters, or other
devices. Make sure that your maintenance
team is on the lookout for standing water
and educate employees about the hazards
of electricity and water.
One way to avoid issues from electrical hazards and shocks is to ensure that
you use industrial wire and cable rated for
damp conditions and to specify high-quality industrial cable and wire whenever you
purchase new equipment or add new wiring to your manufacturing facility.
the entrance to the plant to catch drips.

You might also want to consider adding mudrooms or entry rooms between
the outside and the manufacturing plant to
provide a buffer. Its a nice touch to provide
benches where employees can sit to remove
wet boots and change to work shoes. Add
cubbies or lockers for shoe storage during
the shift.
Static
Communication During
Hazardous Weather
Winter storms create hazardous conditions, and its important to keep employees
safe. Yet some manufacturing equipment
and processes, such as foundries, biologicals, and food processing, must continue
on a specific schedule to prevent quality
issues, scrap, or lost production. The best
way to handle winter storm closings is to
44
Dirt and Contamination

Salt and sand are important tools to prevent
falls and keep open spaces clear and free of
ice and snow, but they stick to shoes and
boots. Workers track these contaminants
into the factory when they enter unless you
provide doormats or a convenient space to
change from outdoor to indoor footwear.
These tiny particles can pose a hazard to
delicate equipment or even can contaminate your products.
Keep factory areas clean by sweeping
frequently or cleaning floors more often,
and provide shoe covers if your product
needs to be very sanitary or unpolluted.
Follow the advice for dealing with slick
1014ohs_042_044_McNeill_v2.indd 44
floors because the same measures will cut

down on dirt and contamination.
Bulky Clothing
In winter, people tend to wear long sleeves
and to dress in layers of bulkier clothing.
Bulky clothing may make it harder to operate equipmentit can easily catch on handles, switches, or leversso its important
to ensure you have proper safeguards on
every piece of machinery.
Even though your factory may have
cavernous ceilings and metal walls, its important to keep it heated to comfortable
temperatures to minimize the need for
workers to wear extra layers of clothing. As
with loading docks, keeping the facility at
a comfortable temperature helps to minimize the temptation to use personal space
heaters, which are very hazardous. Not
only do they create potential fire hazards,
but also people often trip over cords strung
along floors or the heaters block aisles and
spaces between machines, impeding production and material movement.
SAD
Many people suffer from seasonal affective
disorder, or SAD, which makes them sluggish, sleepy, and depressed. SAD occurs
because of low levels of sunlight during the
winter, and it can be quite dangerous. Many
people with SAD become accident prone,
fall asleep suddenly, or even attempt suicide. To help prevent complications from
SAD, it helps to have windows in your
manufacturing facility to let natural light
stream in. At the very least, try to ensure
that common areas, cafeterias, and break
rooms have plenty of natural light. Also, try
to have an outdoor area available for breaks
for those workers who need to see the sun
to feel healthy.
Manufacturing can be hazardous at the
best of times, but winter has special challenges. Watch for these areas of concern
and your plant safety record will be intact
come spring.
Scott McNeill is the Director of Operations
at TPC Wire & Cable Corp. in Macedonia,
Ohio. TPC Wire & Cable manufactures
cables and wires for harsh industrial conditions. Their products are designed for abrasion, impact, and more in manufacturing to
keep your operations running smoothly. For
more information, visit www.tpcwire.com.
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CIRCLE 40 ON CARD
Untitled-6 1
8/5/14 1:08 PM
FIRE SAFETY TRAINING
Raising Awareness in Your Organization

Point out during training, or when you
are just out raising awareness, particular
areas or operations that are at greatest risk
of starting a fire.
BY KEITH BILGER
ook at your facility. Is it well lighted and cheerful, with curbside appeal? Now, look more
closely at the first few days of employment
and the fire safety features and safeguards.
How does it look now? Think about it: An employees
first glimpse of your fire safety program often takes
place during new employee orientation. Conducted
by a member of the safety team or maybe human resources, this first impression goes a long way toward
establishing the safety culture within your organization, but it is done in a blur of other important benefit
paperwork, payroll, and orientation haze.
Your job is to get new hires to understand the seriousness of the instruction materials by delivering a
clear, concise training class that drives home the point
that fire is not something to be taken lightly. Its not
always a happy thought, but fire safety is one of the
most important things you can teach new employees
as you start them out on the right footing.
Keep Safety on Everyones Mind

Getting the message across to new employees is relatively straightforward because new hires, who generally want to make a good first impression, are often
positive, attentive, and more easily influenced. Maintaining the awareness gets tougher after an employee
settles into a position and, potentially, gets too comfortable while the safety message falls to the wayside.
In addition to new employee orientation or annual refresher training, bring up the topic of fire safety
during safety rounds, monthly inspections, or audits.
Gauge the level of awareness and understanding of
the workforce by posing casual fire safety questions to
employees at all levels. Does your staff get it or not?
Did you get a solid answer or just a blank stare? Maybe your training isnt effective or doesnt have a lasting impact. Use this feedback to tweak your training
methods or simplify your message. Or ask in a different way. . . could there be a language barrier or other
ADA issue?
As an organizations safety professional, safety is
your priority, but it might be another employees afterthought as he or she goes about the day focused
on other assigned duties. Look at yourself as the
marketing director for safety in the workplace. Keep
fire safety on peoples minds by talking it up without
46
1014ohs_046_047_Bilger_v2.indd 46
being harsh and reminding everyone to incorporate

safe practices into all of their assigned responsibilities.
People learn by reinforcement better than force.
Know Your Buildings Fire Safety Features

Know your facilitys fire safety features and be able to
explain them in a way that makes sense, which is often
more easily said than done in a high-tech world. Pass
along this information to new or concerned employees who may or may not have valid reasons for their
anxiety.
Does your facility have sprinklers, fire-resistant
furniture, fire doors, exhaust fans, smoke dampers,
fire walls, smoke detectors, and fire alarms (visible
and/or audible)? Tell and show them exactly what this
equipment does and where the features are. Are the
construction materials fire resistant? Are chemicals
stored safely? Are fuels stored properly? All of these
details can reassure an uneasy employee that you are
on top of it when it comes to fire safety. Make sure
employees new or old know how to report problem
areas and where to find out more information when
they need to. We all know safety thrives on feedback!
Point out during training, or when you are just out
raising awareness, particular areas or operations that
are at greatest risk of starting a fire. With this in mind,
do you have a maintenance shop, fuel or chemical storage, old wiring, welding operations, a kitchen, or personnel who smoke?
Increase Situational Awareness

You will be forced to get creative with your training
and maintaining. Teach the basics such as R.A.C.E.
(Rescue-Alarm-Contain-Extinguish or Evacuate) and
P.A.S.S (Pull the pin, Aim the fire extinguisher nozzle
at the base of the fire, Squeeze the handle, Sweep from
side to side), but take it a step further and encourage
employees to raise their situational awareness for the
specific industy concerned and any special equipment. Being creatures of habit, most employees have
a routine for moving about a facility as they take the
same hallways, doorways, elevators, and stairwells.
What if a fire blocks the usual path? What is plan B, C,
D, or E? Where are the fire extinguishers in the work
area and beyond? Do employees know how to use the
extinguisher? Where is the fire exit stairwell when the
elevator isnt to be used during a fire? Where is the safe
meeting place to get a head count?
Emphasize the point with what if scenarios. Use
real-world examples of fires in a similar environment
to your workplace and constructively review positives
and negatives of the incident facilitys response to the
fire event. Make it realisticnot just some far-fetched
www.ohsonline.com
9/10/14 10:52 AM
scare tactic. Reiterate to your employees that a similar scenario

could play out in their workplace and that the end results can be
improved by the preparation and awareness prior to a fire.
Also, use the real-world scenario discussion to emphasize calm
and order over chaos and panic. Whether youre running a drill or
during an actual fire, everyone has a role, even if that role is only
to listen to the direction of a calm leader. Disorder could lead to
unnecessary injuries or even deaths. Proper drills will help with
this. We all remember the stories of the many lives saved because
of the drills held by floor monitors in the Twin Towers prior to
9/11. Hundreds of employees hated the drills but were extremely
thankful that they knew exactly what to do when alarms sounded
and they calmly left the floors.
Get Creative
Another way to get people talking about fire safety is to invite the
local fire department to tour your facility. This is a win-win. The
organization raises fire safety awareness by getting people talking
about firefighters being on site, while the fire department personnel benefit by seeing the facility before theyre needed in an actual
emergency. Having local officials tour the facility shows safety
pride, too.
Maintain an Open Door Policy

Reassure employees that your door is always open, whether regard-
ing fire safety or notno names asked, just a chance to discuss an

issue quietly in confidence. No one knows the hazards of their job
better than they do. Encourage them to raise concerns regarding
equipment, training, behavior, storage, security, etc. If trouble is
brewing, you want to know about it before it becomes a real issue.
Safety professionals dont like surprises, and the additional sets of
eyes and ears will only help.
Utilize Opportunities
You dont have to preach and you dont have to banter, but you
do need to make sure that your employees are thinking about fire
safety more often than just during the annual refresher course. If
you see a congested hallway, a blocked exit, an uninspected fire
extinguisher, or any other indicator that employees dont have fire
safety on the brain, use this as a teachable moment to boost their
fire safety knowledge and awareness. Your entire facility will be better off for it.
Fire safety is every day, not once and done. Consistency, following up on problem areas with corrective actions, and planning
will provide your company exactly the results it wants: fewer firerelated problems.
Keith Bilger, BS, is a Safety Consultant I for the Central Prison
Healthcare Complex with North Carolina Department of Public
Safety in Raleigh, NC. He can be reached at kbilger74@gmail.com.
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1014ohs_046_047_Bilger_v2.indd 47
OCTOBER 2014 |
47
9/10/14 10:52 AM
RISK MANAGEMENT
Strategic Benefits of
Personal Emergency ID
BY TREIVE NICHOLAS
fter saying goodbye to his wife that damp,

cloudy Tuesday, Bob got into his truck,
sipped his coffee, and started to drive to
work in a neighboring town about half an
hour away. To Bob, it seemed like a pretty average,
normal working day, but it was far from it.
He had recently started a contract job on a fairly
large site with a range of work activities and with coworkers he hardly knew. He sort of knew their names
and their favorite football team, but not a great deal
else. All in all, though, they were not a bad crew.
At 11 a.m., without warning, a co-worker found
Bob collapsed and unconscious on the floor. There
was no obvious sign why Bob had collapsedno fallen
masonry, timber, or steel tubing and no loose electrical wires. Bob could not be revived. The crew had an
emergency on their hands and immediately called the
on-site paramedics. At this point, Bobs supervisor and
co-workers realized how little they actually knew about
him in order to help the paramedics when they arrived.
Fortunately for Bob, his health and safety manager
had implemented a Personal Emergency ID regime
on site. When the paramedics got to Bob, they quickly
assessed him and accessed his ID. They learned a lot
very quickly. This told them that Bob has only one
kidney and suffered from elevated blood pressure,
a possible cause of his collapse. In addition, they
learned his full name, what medication he took, and
how to contact his family.
Im pleased to report that this incident had a happy
outcome and that Bob returned to work a few weeks
later, fitter and holding down his job well. This is an
example based on a true story, and it illustrates very
clearly how little is often known about employees and
contractors in the event of an accident or medical
condition arising. In addition, we can see how small
amounts of information about a person at the right
time can have a very positive bearing on management
of the situation by medics, first responders, and other
professional incident managers. Knowing a few simple
things about a person at an accident or when a medical
condition arises can have a significant impact:
Who is he?
How do we contact his boss or supervisor?
How do we contact his family?
Does he have any significant underlying medical conditions that could help paramedics when
managing the situation?
Is he taking any medication?
48
1014ohs_048_050_vital_v5.indd 48
As we know, efficient and effective management at

the start of an accident or when a medical condition
arises promotes the possibility of a positive outcome
in the longer term.
Accidents and medical incidents like Bobs are
happening from Seattle to Miami, San Diego to Boston, and all points in between. They can involve employees, contractors, lone workers, and teams. Its a
pretty ubiquitous situation.
The Risk Management Toolbox

As I have illustrated, Personal Emergency ID should
be viewed as an important component in the risk
management toolbox, both tactical and strategic. At
one level, ID is a low-cost tactical operational tool
helping first responders at an incident, as well as simply helping with identification of workers day to day.
Where the ID adheres to PPE, this can promote greater ownership of their equipment.
Implementing Personal Emergency ID in an organization also has a strategic benefit. In particular,

it helps raise the bar, raising the standard of health
and safety expected in a workplace. Used to augment
training and enhance procedures, it can help to reinforce the workplace safety culture. Ive witnessed examples where workers start to take greater personal
responsibility for their health and safety as they have
promoted the use of Personal Emergency ID themselves, without the intervention or coercion of the
health and safety team.
Types of Personal Emergency ID

While many types of Personal Emergency ID exist,
the main division is between those that are low tech
and those employing some form of electrical device,
scanner, telecommunications device, or chip.
Low tech
Low tech Personal Emergency ID options cover a
spectrum of devices, from dog tags to hand-written
ID cards, wrist bags, and ID that adheres to hard hats
and other PPE apparel. Their principal benefits are
that they are low cost and can be accessed without
the need for a computer, a bar scanner, or access to a
cellular network.
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CIRCLE 29 ON CARD
Untitled-4 1
9/3/14 2:10 PM
RISK MANAGEMENT
Simplicity is key here. In the event of an
incident, first responders can quickly see
a few key pieces of information about the
incapacitated person. Independent of any
technology, these devices must adhere to the
C.A.R.R. principle to be effective:
ConspicuousVisible
and clear
what it is and where it is.
AccessibleThe information has to
be retrievable and readable.
RelevantThe information needs to
be accurate, not necessarily voluminous.
ResilientIt is resilient both to
the weather and to a persons demanding
work regime.
We need to take a balanced assessment
of any potential downsides or negative perceptions associated with all risk management tools. Some of the most frequently
asked questions or statements include these:
I only need provide Personal Emergency
ID for workers who have a medical condition
or those who take medication.
Personal Emergency ID is not just
for people with a medical condition, but for
anyone who may be incapacitated follow-
ing an accident.
You do not know who has a medical condition. Many workers choose not to
reveal their medical condition or medication to employers or co-workers. Workers
often are prepared to write their medical
condition and personal information on an
ID when they know it will be useful in case
of an incident or emergency.
What about my data security liability?
Ensure it is the workers choice
if and what information they decide to
supply. Employers can reasonably insist
that an ID includes a workers name and
contact details for their boss. Leave it up
to individuals to supply what other information they want on the ID for use at the
time of an emergency.
Most products have tamper-proof
seals or a similar device to ensure the data
is contained securely, keeping private data
private. This way, it is seen only by the right
people in the event of an accident or medical emergency.
Where the ID adheres to a helmet, does
the glue damage the helmet?
Do
you
know...
WORKER EMERGENCY I.D

ATTACHES TO YOUR HELMET.
WSID-02 SHOWN.
...Marks first
emergency contact
information?
Back to Bob
WSID-01
Worker Emergency I.D kknows!!

Worker Emergency I.D enables workers to securely carry their own
private medical information and personal contacts for use in the
event of an accident or medical emergency.
General enquiries:
mail@vitalid.com
Tel: (250) 760 - 0048
50
1014ohs_048_050_vital_v5.indd 50
In the past this may have been an issue, but today, mainstream manufacturers
have specifically formulated adhesives to
eliminate this potential problem.
Where the ID uses ink and paper to hold
information, how do I stop it getting wet and
losing the information?
Look for a Personal Emergency ID
system that is waterproof. In the first instance, go for a product that prevents water
entering the ID. In addition, check to see
that the paper or card used inside the ID
is specifically manufactured to prevent ink
running if it does get wet. Use of a permanent marker pen/ink can help a lot, too.
High tech
Having Personal Emergency ID in the
form of a memory card or chip means that
quite detailed personal information can be
stored and read, but is conditional on first
responders and incident managers having
access to a device that can read it.
Some products use bar and QR codes,
which once scanned enable first responders and paramedics to access the breadth of
relevant medical and non-medical information. Like the use of memory cards, this is
very effective at providing detailed information, but it does rely on people at the scene
of an incident, or nearby, being able to use
devices to do the scanning and reading.
Particularly for lone workers and
those working in the field, some Personal
Emergency ID include a tracking device
so the workers can be easily located in
the event of an incident. Many rely on the
cellular network, so the race is on to find
low-cost global solutions that use satellite
networks to pinpoint someones remote
location and allow them voice contact
using adapted smartphones.
Gear up your crew today!

www.workersafetyid.com
Circle 1 on card.
In the end, it comes down to our people and

our teams. When Bob left for work that
fateful Tuesday, he didnt know that the decision of his health and safety manager only
a few weeks earlier to implement Personal
Emergency ID on site would have such a
decisive and positive impact on him and
his familywhich, I suggest, gives us all
food for thought.
Dr. Treive Nicholas is director of Vital ID
(www.vitalid.com). Based in Nanaimo,
British Columbia, the company provides a
range of quality ID products.
www.ohsonline.com
9/9/14 1:00 PM
CIRCLE 41 ON CARD
Untitled-12 1
9/8/14 2:43 PM
PRACTICAL EXCELLENCE
BY SHAWN GALLOWAY
Client and Contractor:

Aligning Safety Cultures
Organizations serious about safety
excellence focus on long-term value
for both employees and contractors and
place quality of life over cost reduction.
onducive cultures can be the most effective tool in

achieving safety results. High-performance organizations realize alignment of safety cultures is becoming the
core responsibility of not just the contractors, but those
engaging them, as well.
In this time of strategic outsourcing, many companies utilize contractors to support various business operations. Whether
short- or long-term, these contractors are a business necessity in
several companies. As these organizations bring groups together
representing different cultures around safety, new risks emerge.
How well the cultural risks are identified and mitigated and desired
beliefs and behaviors are improved will be the new competitive advantage in safety performance.
In your organization, are contractors being held accountable for
maintaining certain incident rates or what they do to achieve them?
When contractors are selected, is it determined how well their culture would match and complement the companys culture, or is
more emphasis placed on whether they have the right programs in
place? Is there uniformity in safety practices or are there different
expectations for contractors and employees? How well aligned are
the company and contractor safety excellence strategies?
Figure 1. Aligned Strategies for Safety Excellence
Organizational culture can be either a powerful tool or a hindrance to the results organizations need from their contractors. A
contractors culture not only influences the beliefs and behaviors of
their employees, but also the clients employees. When the behavior
of contractor personnel is observed by client employees, over time,
this has an impact on the beliefs, decisions, and behaviors of client
employees and the stories they tell one another. With recent unfortunate media-worthy events, it is hard to argue with the fact that
contractor and client cultures affect each other.
Organizations leveraging contractors require a culture-conver52
1014ohs_052_Galloway_v4.indd 52
sation framework that initiates dialogue with both short- and long-term
contractors, creating clarity around
what safety excellence looks like in
Having a strateknowledge, beliefs, and behaviors,
not just results. Safety roles, responsi- gic framework in
bilities, and results need to be collab- place that estaboratively developed and a positive and lishes accountabilproactive accountability system estab- ity for culture, not
lished to influence and achieve exceljust activities and
lence in outcomes.
Several client organizations have results, is essendeployed methodologies to mutually tial for continuous
influence safety cultures (theirs and improvement in
their contractors) with great success.
business results.
An energy client based in the United
Kingdom modified its entire approach to contractor selection and
management following the results of an 18-month pilot project in
2010-2011. Post-project contractors privately reported to ProAct
Safety it was the most successful and enjoyable project they had
been a part of. Interestingly, this has contributed to a recognition
among the construction firms the client typically employs as becoming one of the most desirable clients to work with. One such
contractor stated, We all have clients that are serious about safety
but demonstrate it by increasing ridiculous rules and punishment.
They demonstrate it by showing they care about our people as
much as we do.
Organizations serious about safety excellence focus on longterm value for both employees and contractors and place quality of life over cost reduction. Further, they take steps to ensure
alignment between not just safety activities, but also the different
cultures they reside within. With an effective strategy for safety excellence that leverages data (e.g., injury, incident, risk, and cultural)
to prioritize objectives, the correct initiatives that execute against
them, and a balanced scorecard to track progress and results, performance and cultures can be considerably enhanced and aligned
between organizations.
Progress will begin with good communication; respectfully
challenging status-quo thinking; believing there will always be a
better way; a willingness to identify both the future desirable and
current reality of safety perceptions, decisions, behaviors, experiences, and stories; and working collaboratively to prioritize and
close the gaps. Having a strategic framework in place that establishes accountability for culture, not just activities and results, is
essential for continuous improvement in business results, but the
most important element is the lives of the people involved, on and
off the job.
Shawn M. Galloway is the co-author of STEPS to Safety Culture
Excellence and president of ProAct Safety. He has helped hundreds
of organizations within every major industry internationally achieve
and sustain excellence in performance and culture. He is also the
host of the acclaimed weekly podcast series Safety Culture Excellence.
He can be reached at 800-395-1347 or info@ProActSafety.com.
www.ohsonline.com
9/9/14 10:46 AM
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CIRCLE 8 ON CARD
8/4/14 12:20 PM
NEW PRODUCTS
WWW.OHSONLINE.COM/MCV/PRODUCTS
CABINET COOLER SYSTEM
HYDROGEN SULFIDE GAS DETECTOR
PORTABLE MULTI-GAS DETECTOR
EXAIRs new small NEMA 12 Cabinet

Cooler Systems keep electrical enclosures cool with 20F (-7C) air while
resisting heat and dirty environments
that could adversely affect the internal
components. This durable Cabinet
Cooler System provides a low-cost, easy
to install, and maintenance-free solution
for enclosures in hot, remote, and/or
dirty environments. The systems cooling capacity of up to 275 Btu/hour is
ideal for small electrical enclosures with
problematic overheating.
www.ohsonline.com/productinfo
The Sierra Monitor 5100-15-IT Intelligent Solid State Hydrogen Sulfide Gas
Detector uses MOS Solid State sensor
technology to provide the user with the
higher temperature ranges necessary
for certain applications. It includes userfriendly, 8-character LED display for ease
of set-up with understandable menus.
It is network-enabled with a choice or
combination of outputs: 4-20 mA, serial
RS-485 Modbus RTU interface, HART
Communication, SentryBus interface,
and optional 5-amp integral relays.
The new Multi Gas Clip Pump (MGC

Pump) portable multi-gas detector from
Gas Clip Technologies is ideal for attendant applications in confined space
entry. Low-power photometric technology allows the MGC Pump-IR to run a
full five days without having to recharge
the battery and only requires calibration
in six-month intervals. MGC Pump-IR
uses infrared sensor technology for the
detection of combustible gases and
electrochemical sensing technology for
H2S, CO, and O2.
CIRCLE 306 ON CARD
CIRCLE 307 ON CARD
CIRCLE 308 ON CARD
LOADING DOCK SHELTER
SPILL KIT
ALUMINUM SAFETY PADLOCKS
The Eclipse shelter from Rite-Hite

blocks light and seals gaps where previous enclosures have failed, guaranteeing the darkest, most environmentallysecure dock possible. In a single piece
of equipment, the Eclipse shelter provides a tight, consistent seal all the way
up trailer sides, across the top, and at
the corners. On the sides of the trailer,
durable GapMaster hooks wrap around
swing-open trailer doors.
New Pig has introduced the PIG

Spill Kit in a High Visibility Economy
Container. The kit is packed with PIG
absorbents and is affordable enough
to be stocked in spill-prone areas
throughout the entire facility. The kit
features a non-threaded, lift-off lid for
fast access to spill response contents
and molded-in handles for easy carrying.
The containers lightweight polyethylene
construction resists oil and chemical
splashes and keeps kit contents clean
and dry. Temporary disposal bags are
included for faster cleanup.
Master Lock Safety Solutions has

introduced the S-series padlock line, aluminum padlocks specifically designed
for lockout/tagout purposes. The S-series padlocks, which include the Master
Lock S6835 series and American Lock
S1100 series, feature the W401/W417
safety exclusive restricted keyway, which
guarantees duplicate keys cannot be
created in the field. The cylinder is key
retaining, ensuring the padlock is not
accidentally unlocked by an employee.
CIRCLE 309 ON CARD
CIRCLE 311 ON CARD
CIRCLE 310 ON CARD
54
1014ohs_053_054_NP_v5.indd 54
www.ohsonline.com
9/9/14 10:46 AM
PRODUCT SPOTLIGHTS
ARC FLASH CLOTHING SPENTEX NG2 BY ENCON
Spentex Flame Resistant lightweight fabric provides HRC-2 single

layer protection with a weight of
only 6 oz. Spentex NG2 FR knit
and twill work shirts, pants and
coveralls offer excellent breathability and moisture wicking for greater
comfort and outperform traditional
FR fabrics. NFPA 2112 Flash Fire
UL Certified.
http://enconsafety.com/ohsng2
FLAME RESISTANT VEST
MCR Safety has expanded our high

visibility line to include a flame
resistant safety vest made with
GlenGuard solid lime modacrylic/
aramid blended fabric with FR
reflective stripes. The FRMBCL2L
is a five point break away vest that
features three pockets, durable
gray binding and an FR hook and
loop front closure. The ANSI Class 2
vest also meets ASTM F1506
and conforms to NFPA 70E- HRC1
specifications with an Arc Rating of
5.1 cal/cm. Call 800-955-6887 or
visit www.mcrsafety.com for all your
safety gear needs.
Circle 56 on card.
Forged with flame-resistant materials, SHOWA 240 is the ultimate

armor for arc flash protection in
high-risk industries.
Constructed with a seamless
knit liner, flat-dipped tactile grip
and cut-resistant technology, every
glove has been tortured, tested and
engineered to endure the extreme.
1014ohs_055_ProdSpot_v3.indd 55
The non-conductive Q-Vision is

a rimless design that provides a
wide, unobstructed field of view
through a lens area that is 19%
larger than standard eyewear
models. Q-Vision is available with
Anti-Reflective and Indoor/Outdoor
Blue Bouton Optical Lens treatments, making it a suitable product
for any environment or application.
Learn more at PIPUSA.com
Circle 57 on card.
SHOWA 240
www.ohsonline.com
Q-VISION FOR ANY ENVIRONMENT
Circle 61 on card.
Circle 58 on card.
NEW TECGEN FR GARMENTS

FOR WOMEN
New TECGEN FR garments tailored

specifically for a womans build are
designed with safety and comfort
in mind. The new uniform shirt and
coverall feature a contoured, feminine cut. The shirt features a right
over left placket, darts, adjustable
cuffs, button-less spread collar and
built-in collar stays. The coveralls
are designed with an elastic waist,
darts and snapping pockets.
MORE INFO:
http://industrial.tecgen.com/
Circle 62 on card.
55
9/10/14 10:54 AM
OH&S CLASSIFIEDS
Personnel
Blow-Off Gun
STILL using compressed air for cleaning?
Re-engineered
for even better
performance
Also ideal for cleaning equipment & components
SAFE alternative to compressed air

Meets OSHA guidelines
Specialized Safety Products
Sp
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sales@specializedsafetyproducts.com
Call us at 773.777.7100
www.specializedsafetyproducts.com
Manufactured & assembled in USA
Circle 52 on card.
Can Your Company Afford

a Cost of a Cut?
Protect your two most valuable
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Whether youre cutting
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materials, the Safety
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protection for all your
cutting needs.
The Safety Knife Company

7948 Park Dr. St. Louis, MO 63117
Ph: 314-645-3900
email:sales@safetyknife.us.com
Circle 51 on card.
Circle 53 on card.
PRODUCT LITERATURE
Circle 54 on card.
CONTROL ACCESS,
PREVENT FALLS
TRAIN THE TRAINER

The Scaffold Training Institute
provides Train The Trainer
programs and on-site training
anywhere in the world. Training materials include 340-page manuals,
DVDs, a Powerpoint presentation,
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Based Training on CD-ROM. Courses ranging from 8 hours to 40
hours in length are available. Visit
or call 1-800-428-0162 for details.
www.scaffoldtraining.com
Circle 55 on card.
56
1014ohs_056_Classified_v1.indd 56
LADDER DEFENDER
NON-PENETRATING, OSHA-COMPLIANT
ACCESS CONTROL FOR ROOF TOP LADDERS
Free safety audits and

OSHA information
visit: bluewater-mfg.com
or call toll-free: 866.933.2935
A Safety Products Group Company
Circle 50 on card.
www.ohsonline.com
9/9/14 10:48 AM
FREE PRODUCT INFO
ADVERTISER INDEX
Quick, Easy and Direct...get the info you need NOW!

Go online to ohsonline.com/productinfo to request free information
from advertisers in this issue. Search by category or by company.
CIRCLE #
ADVERTISER
13 Blackline GPS
www.blacklinesafety.com
15 Bradley Corporation
www.bradleycorp.com/halo
PAGE #
24
8
CIRCLE #
ADVERTISER
PAGE #
CIRCLE #
COMPANY
PAGE #
28 National Safety Council

www.nsc.org
43
Product Spotlights
26
56 Encon Safety Products

http://enconsafety.com/ohsng2
55
31 OH&S October 2014 Supercast

www.ohsonline.com
21
29 Omaha Steaks
www.OmahaSteaksB2B.com
49
57 MCR Safety
www.mcrsafety.com
55
14 BW Technologies by Honeywell
www.bwt@gasmonitors.com
53
24 Protective Industrial Products

www.pipusa.com
59
58 Protective Industrial Products

www.pipusa.com
55
8
CBS ArcSafe
www.CBSArcSafe.com
47
4
Rigid Lifelines
www.rigidlifelines.com
17
61 Showa Best Glove

www.showabestglove.com
55
30 CPM Symposium
www.cpm-west.com
19
SafeStart
www.safestart.com
62 TecGen FR
www.tecgenfr.com
55
16 Dickies FR
www.dickies.com/FR
6
Draeger
www.draeger.com
23
25 SafeStart
www.safestart.com
35
17 Encon Safety Products

www.enconsafety.com
12
3
Safety Optical Service
www.SideShield.com
27
18 Ergodyne
www.ergodyne.com
32
60 Scott Safety
www.scottsafety.com
13
50 BlueWater Manufacturing
www.bluewater-mfg.com
56
19 Ergodyne
www.ergodyne.com
33
41 Showa Best Glove

www.showabestglove.com
51
51 Rutgers School of Public Health

http://ophp.sph.rutgers.edu
56
20 Haws Corp.
www.hawsco.com
29
39 TecGen FR
www.tecgenfr.com
41
53 The Safety Knife Company

www.safetyknife.net/
56
21 Health & Safety Institute

www.hsi.com
25
26 TenCate
www.tencateprotectivefabrics.com
52 Specialized Safety Products

www.specializedsafetyproducts.com
56
5
Honeywell Safety Products
www.honeywellsafety.com/culture
60
27 TenCate
www.tencateprotectivefabrics.com
54 VAC-U-MAX
www.vac-u-max.com
56
7
Kee Safety
www.keesafety.com
36
12 3M
www.3M.com/Push-to-Fit
11
New Products
22 Little Giant Ladder Systems

www.LittleGiantSafety.com
37
40 3M
www.3M.com/6500Promo
45
1
Vital ID
www.workersafetyid.com
50
39
10 Master Lock
www.masterlock.com
30-31
23 MCR Safety
www.mcrsafety.com
38 Wolverine
www.wolverine.com
11 Moldex-Metric, Inc.
www.moldex.com
9
Workrite Uniform
www.workrite.com
Product Literature
55 Scaffold Training Institute
www.scaffoldtraining.com
56
Classifieds
306 EXAIR
54
308 Gas Clip Technologies

54
311 Master Lock

54
310 New Pig

54
309 Rite-Hite
54
307 Sierra Monitor

54
PRESIDENT & GROUP PUBLISHER | Kevin OGrady

972-687-6731 kogrady@1105media.com
PUBLISHER | Karen Cavallo
760-610-0800 kcavallo@1105media.com
South America
Asia-Pacific
Australia, New Zealand
India
WEST DISTRICT SALES MANAGER | Barbara Blake

972-687-6718 bblake@1105media.com
Includes Canada (Western), South America/Mexico, Asia-Pacific including Australia, New Zealand and India.
United Kingdom
Europe
Puerto Rico & Caribbean
Africa
EAST DISTRICT SALES MANAGER | Jenna Conwell

610-436-4372 jconwell@1105media.com
Includes the UK and Europe, Canada (Ontario and Quebec), Puerto Rico and the Caribbean, Africa.
www.ohsonline.com
1014ohs_057_AdIndex_v3.indd 57
OCTOBER 2014 |
57
9/10/14 10:55 AM
BREAKTHROUGH STRATEGIES
B Y RO B E R T PAT E R
Exempting or Exemplifying Leadership?
hat is your baseline view of being a leader? Experi- ing, which implies doing something with the express purpose of
ence shows this is split on at least one dimension: making a show for others to follow; sort of like acting and then
Exemplifying or Exempting. (Im referring here to quickly looking back to see whether others are watching, following,
something other than the HR meaning of exempt and mimicking. Modeling is done for effect; it seems self-confrom overtime = salaried.) These leadership mindsets apply to all scious rather than authentic. In contrast, leading by example means
corporate leadership roles, from Executive to Front Line Supervi- operating from a core set of principles/values that guide the leader
sory, as well as to peer leaders on a Safety Committee.
to practice, live, and work what she/he talks about (which certainly
Exempting leaders: These believe theyve accrued privileges doesnt mean being 100 percent consistent)whether others are
from attaining a leadership position; theyve earned their rank watching or not. Exemplifying leaders dont expend energy overand are now entitled to special permissions. They think of them- dwelling on the past, blaming, or rationalizing. Rather, they harselves as exceptional, special, and more important; after all, dont ness their resources toward moving forward, problem-solving, and
they work harder and have more responsibility for results than do what next needs to be done to become better.
others below them? More calls on their time? Dont
I recall a took-himself-too-seriously Exempting
they deserve some perks that signify theyre above the
HSE manager of an oilfield services company with
crowd? So doesnt it make sense, isnt it only fair, that
far-reaching offshore work. Yet in more than 25 years
the rules for workers shouldnt strictly apply to them?
in his business, hed never actually been in the field!
And so, for example, shouldnt they be able to just
All the while, he holed up in his nicely appointed ofsidestep certain policies and procedures, such as havfice, busy writing manuals, policies, and procedures
ing to use otherwise required PPE when just briefly
on how workers should operate on offshore platforms.
walking through a plant?
Take a contrasting Exemplifying leader in a
This Exempting leaders mindset reminds me of
highly similar industry. Self-described Quality
George Orwells classic Animal Farm, where the
Punk and Improvement Ninja Paul Naysmith is an
ruling motto was, All animals are equal, but some
HSEQ Manager with Expro Americas, a provider
animals are more equal than others. However, this Especially where
of products and services to oil industry companies.
approach backfires in many ways because Exempting there are expecPaul knows and, more importantly, lives the value
leaders dont see how the Third Law of Motion apof combining character with strategy. Among other
plies to them: For every action, there is an equal and tations of some
actions, this entails doing due diligence to be sure
opposite reaction. In the physical realm, such force democratic prothat equipment and training programs brought into
reactions are instantaneous; when it comes to the cess, people will
Expro are fully aligned with the companys firm
parallel Law of Emotion, responses may form over
values of simultaneously strengthening health and
time. Especially where there are expectations of some react when they
Safety skills and engagement. It also entails incordemocratic process, people will react when they see see leaders treat- porating his training and expertise in Quality into
leaders treating themselves differently. This pushback
all Safety planning and implementations, including
ing themselves
may take different forms: disengagement, lowered
in his frequent forays into the field with operations
trust/heightened resistance, longing for (and help- differently.
people. Guess which leader showed significantly
ing) a manager crash and burn, sabotage, work-tobetter Safety results!
rule (doing nothing more than following the written minimal letter
Experience with leaders on all levels in numerous companies
of the rules), slowdown, not reporting problems, not watching out worldwide has consistently shown that Do as I say, not as I dofor others, and more. Recent Gallup and other polls corroborate type messages backfire, whether these are overtly or behaviorally
these kinds of actions are increasing.
communicated. Actions always broadcast a more penetrating and
Exempting leaders may talk the talk, even sincerely express believable message than do words.
nice phrases. (Safety is important for everyone or Safety is
Sure, none of us is perfect or totally consistent. But the more we
number one.) But their actions are at odds with these words can reduce self-erected obstacles, the more effective a leader each
even though some of them would be surprised to hear of this of us can become. So I invite you to ask yourself, do you feel Exempt
incongruity (after all, theyre saying good things). But others reg- from following rules, policies, and procedures to which you expect
ister and are affected by this disparity. Sending mixed messages others to adhere? And how much do you Exemplify what you wish
always weakens leaders personal credibility and undercuts over- to see in otherseven when no one else is watching?
all Safety messaging and culture.
Exemplifying leaders: These leaders believe in leading from the Robert Pater (rpater@movesmart.com) is Managing Director, SSA/
front. This is much more than the outmoded approach of model- MoveSMART, www.movesmart.com.
58
1014ohs_058_pater_v2.indd 58
www.ohsonline.com
9/9/14 10:49 AM
WE WERE THERE IN THE BEGINNING
AMERICAS
LEGACY BRAND
IN SAFETY EYEWEAR
INNOVATIVE
LENS TECHNOLOGIES:
EASY CHOICES WITHOUT
OVERCOMPLICATING
INTRODUCING Q-VISION AND SUPERSONIC
250-36-1226 Q-VISION
Indoor/Outdoor Blue, Anti-Reective/Anti-Scratch Lens
Following the development of innovative safety goggles worn by

U.S. Army tank drivers in WWII, H.L. Bouton went on as a
pioneer in eye protection with specialty goggles for jockeys,
race car drivers and even the U.S. Olympic ski team.
Today, under Protective Industrial Products, Inc., H.L. Bouton
is reborn as Bouton Optical and continues this innovative spirit
by introducing Q-Vision and Supersonic - the most advanced
safety eyewear in the industry.
LEARN MORE OR REQUEST A SAMPLE, GO TO WWW.PIPUSA.COM
250-34-0031 SUPERSONIC
CIRCLE 24 ON CARD
Gradient, Anti-Scratch / Anti-Fog
PROTECTIVE INDUSTRIAL PRODUCTS, INC.

B R I NG I NG TH E B EST OF TH E WOR LD TO YOU
Untitled-7 1
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equip them for safety
Build your Culture of Safety with PPE they want to wear

When your workers have comfortable, stylish, high-performance
personal protection, they are more likely to wear it day in and day
out building a culture of safety. Thats why the world class brands of
Honeywell Safety Products offer head-to-toe solutions you can trust,
with the t, comfort and style you tell us you need. Find out more about
our latest innovations. Visit our website today.
www.honeywellsafety.com/culture
2014 Honeywell International Inc.

CIRCLE 5 ON CARD
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8/21/14 3:01 PM

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BREAKTHROUGH STRATEGIES: EXEMPTING OR EXEMPLIFYING LEADERSHIP?

VOL. 83 NO. 10 | www.ohsonline.com

U.S. Safety glasses are designed to provide

it's all about the treats

Whether its creepy or cute, frightening or

FROM THE EDITOR

IAFCs Near Miss Reporting

SECURITY, SAFETY, AND HEALTH GROUP

PRESIDENT & Neal Vitale

Occupational Health & Safety (ISSN 0362-4064)

Occupational Health & Safety | OCTOBER 2014

Direct your Media Kit requests to:

CHAIRMAN OF THE BOARD Jeffrey S. Klein

REACHING THE STAFF

Dallas Office: (weekdays, 8:30 a.m. 5:30 p.m. CT)

Touch Alone Reveals Comfort of

Available in a wide variety of

SEE TENCATE PROTECTIVE FABRICS

Learn more by visiting BuyTSP.com

OCTOBER 2014 | Volume 83, Number 10 | www.ohsonline.com

staff knows how to do the preventative maintenance

Taming the Arc

FR Compliance vs. Protection:

FIRE SAFETY TRAINING

Lets See How We Can Grow Our Safety

SPECIAL SECTION: INDUSTRIAL HYGIENE

Taking the Lead on Chemical Substitution

Transitioning From Old Traditions

EMERGENCY EYEWASH & SHOWERS

A State of Constant Readiness

Winter Hazards in Manufacturing

Raising Awareness in Your Organization

Strategic Benefits of Personal Emergency ID

From the Editor

Find OHS on:

Workrite is an affiliate of Williamson-Dickie Manufacturing Company

OCTOBER 2014 | Volume 83, Number 10 | www.ohsonline.com

2015 Conference Preview

National Prescription Drug Take-Back Days

MX Series Premium Earmuffs

Occupational Health & Safety | OCTOBER 2014

role as national industry leader of Deloittes

the Maryland Department of the Environment to perform asbestos inspections

Finance; Isabelle Faivre, vice president of

3M is a trademark and The Power to Protect Your World is a service mark of

3M is harnessing a chain reaction of new ideas that deliver innovatively

Get FREE Push-to-Fit Samples

Design and Service Excellence

Fits like a glove.

For More Information:

road and starts at employee level, said Dan

Occupational Health & Safety | OCTOBER 2014

Lets See How We Can Grow Our Safety

Anti-fog and anti-scratch technologies are perfect examples of

ur industry has made significant advances

Employees at a local company involved

Occupational Health & Safety | OCTOBER 2014

Progressions in anti-fog (AF) coatings provide

cation during winter/cold months.

Recent Eye Injury Statistics

Retail trade 2,470

Education and health services 2,390

Transportation and warehousing 1,830

Confined Spaces - QN&BTUFSOtOPPO$FOUSBMtBN1BDJD

General Fall Protection - QN&BTUFSOtQN$FOUSBMtOPPO1BDJD