2021 Spring Leader - Profiles in Safety: Lessons Learned by VPPPA

VOL8/NO2/SPRING 2 021

PROFILES IN SAFETY: LESSONS LEARNED

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CONTENTS FEATURES

Behavioral Improvements & Technology Boost UCOR Vehicle Safety By Clint Wolfley, CSP, STSC

UCOR, Vice President, Safety Systems and Services and

Expanding the Notion of Safety in the Construction Industry through a Behavioral Health Incident Protocol

By Lisa K. Desai, Psy.D., Director

Christopher Y. Thursby, SGE,

of Behavioral Health Consulting,

SMS, UCOR, Senior Safety &

MindWise Innovations

Health Operations Manager

The Safety Geek

By Brye Sargent, CSP, The Safety Geek

Safety Profile of the Remote Worker

By Brenda Kay Wiederkehr, CSC, Access Compliance

Maintaining a Robust Safety Culture During a Pandemic By Stacy A. Thursby, CSP,

VOL 8 | NO 2 | SPRING 2 0 21

Mary Kay, Inc.: Investing in Doing the Right Thing

By Ryan Finch, Vice President of Corporate Services for Mary Kay, Inc.

Approaching Safety

By Michael Hancock, BCSP SMS, SGE

COLUMNS

The Beginner's Guide to Safe + Sound

By OSHA Safe + Sound Campaign

STS, SGE, Safety PACE LLC President/Owner and

6 8

Message from the Chairperson Women in Safety

Christopher Y. Thursby, SGE, SMS, UCOR, Senior Safety &

SECTIONS

Health Operations Manager

32 vpppa.org

40 41 42

Membership Corner Infographic Corner Ad Index

Leader—Spring 2021

A Message From the VPPPA Chairperson Hello my fellow VPPPA members,

ith the arrival of spring and summer fast approaching, there is no better opportunity to think about how we can continue to help each other during these ever-changing times. The VPPPA has been full of activity and

enthusiasm, embodying the caring and sharing spirit that our members know to expect from us. We are grateful that so many of you have already joined us for new events this year, and we look forward to seeing you all again in the coming months at the exciting events we have planned. Next Level Safety, our first virtual conference that occurred on April 20–21, was a huge success! All of the talented presenters were outstanding—and we are truly appreciative of the insight shared within each workshop. We want to thank the OSHA presenters and, most especially, James Fredrick, Assistant Secretary of Labor, and Jimmy Hart, President Metal Trades Department (MTD), AFL-CIO, for their contributions

As we continue to work together to support each other in achieving or maintaining safety excellence throughout the year, please know how grateful and honored we are to have you as a member of the VPPPA.

and collaborative partnership during this event. We look forward to the continued partnership and growth of the VPP program. Based on the overwhelmingly positive feedback from members, we will be offering plenty more of these virtual events, both nationally and regionally. Starting in May, you can expect to see a full calendar of new virtual events listed. I invite you to check out what’s happening in your region by visiting your local VPPPA webpage or the National VPPPA regional webpage. As always, we will continue to offer monthly webinars, free for all VPPPA members to enjoy, share, and learn. However, if you’re as eager as I am to see everyone again, mark your calendars and join us August 31–September 2 (either remotely or in-person) at the Safety+ Symposium in Nashville, Tennessee. As we continue to work together to support each other in achieving or maintaining safety excellence throughout the year, please know how grateful and honored we are to have you as a member of the VPPPA. If you are not yet a member, I highly encourage you to become one. Join us today to take advantage of all that VPPPA has to offer and network with a community that cares so deeply for one another. From all of us here at VPPPA, thank you and please stay safe. We are looking forward to an exciting summer with everyone!

— Terry Schulte, Chairman—National VPPPA Board of Directors We are better together!

Leader—Spring 2021

vpppa.org

Presents

THE SAFETY+ SYMPOSIUM IS BACK!

BUT IT WILL LOOK A LITTLE DIFFERENT. Not ready to leave the comfort of your home? NO WORRIES! Missing in-person networking? WE’VE GOT YOU COVERED TOO!

Welcome to the new Safety+ Symposium—a hybrid event! Attend virtually or in-person. TUESDAY, AUGUST 31– THURSDAY, SEPTEMBER 2, 2021

Gaylord Opryland Convention Center Nashville, Tennessee

Guest Author: Abby Ferri, CSP Senior Risk Control Consultant, Gallagher

Women in Safety

Cultivating Diversity, Equity, & Inclusion at Work: Women in Safety are Leading the Way

VPPPA Presents… Women in Safety

VPPPA is excited to introduce a new column for the Leader magazine: Women in Safety. While the safety industry is still a male-dominated industry, the number of women is increasing each year. It’s important to identify and communicate the issues that women face. Each issue of the Leader, we will be including an article from a prominent woman working in the safety and health industry. If you, or someone you know, would like to write for this column, please contact VPPPA at communications@ vpppa.org.

omen working

our profession to understand,

and respectfully hearing

in the safety

celebrate, and build off of what

differing perspectives (DEI

industry are

we already do.

Extension, 2021).

A Quick Primer on Diversity, Equity, and Inclusion (DEI) Concepts

and inclusion together and

how people look, but where

impact on an organization’s

perfectly

positioned to lead how organizations implement diversity, equity, and inclusion activities. Most women in safety are serving a male-populated industry and are no stranger to being the “only” in the training room and/or the boardroom. Being the sole representative of your gender and/or your race can be isolating, exhausting, and cause a person to not speak up (Lean In podcast, 2018). With this lived experience, women safety professionals approach communication and training in the workplace differently than their male peers. As the safety profession continues to attract more women, diversity is a constant in our workplaces, and a safety professional is key to ensuring diverse voices are heard by decision makers at an organization. This most often happens when a concern is brought to a safety professional who then elevates the concern

Leader—Spring 2021

Pulling diversity, equity,

Diversity isn’t just about they are coming from, and their perspectives.

Diversity is the presence of differences like race, gender, language, and political perspective, to name a few (DEI Extension, 2021). These unique and ever-changing perspectives are shaped daily

relating the concepts to safety can help a safety professional understand how they can make the case for safety’s DEI efforts. You may find that safety already contemplates DEI extensively, and this should be communicated to others in your organization and used as a model of best practices.

DEI for Better Training Safety professionals know

by the environment at the

that a picture is worth a

workplace, as well as larger

thousand words, and often,

societal forces. This means

words aren’t necessary when

a safety professional has a

communicating about safety.

lot to contend with when

Look for opportunities at your

communicating important

organization to leave words out

safety messages, including

of a message as this can often

language barriers, which is

have greater impact. Choose

why many are turning to

images that represent your

image-based communication

workforce. When workers can

and leveraging different forms

see themselves in the safety

of technology.

messaging, it is easier to relate,

Equity and inclusion

and therefore follow. Once you’ve chosen

to an appropriate party if the

enter the equation as those

worker was not able to, or

communication methods are

appropriate, representative,

did not feel empowered to,

further examined. Equity is

and impactful images, add

do it themselves. There are

about being fair and impartial

statistical information or short-

many other activities a safety

when designing processes

form messages. This added

professional does by nature

and systems or distributing

layer of information forms an

of their job that promote

resources; while inclusion

infographic, which can be very

diversity, and it’s important for

relates to being welcoming

effective. With less written vpppa.org

communication, it is easier

In recent years, there has

lost, along with opportunities

resources, operations, and

to translate an infographic

been a push from within the

to protect the workforce at

other departments for multiple

to multiple languages if

safety community to include

large.”—Jennifer McNelly,

reasons from ensuring

needed. Look to Linda Tapp of

more women and minorities

CEO, ASSP (ASSP Women’s

training reaches trades-level

Safety Fundamentals (https://

in images used in safety

Report, 2019).

workers to elevating concerns

safetyfundamentals.com/) for

training. All too often, the only

resources and examples of how

images one can find when

have a solid DEI policy or focus,

resources professionals,

to use images and infographics,

looking at stock image sites

a safety professional should

executives, and managers are

as well as games, and

are white men in construction

feel empowered to take the

tasked with communicating

alternative learning techniques.

and manufacturing settings

lead or, at the very least, lead

an organization’s DEI efforts,

with women depicted

by example. As stated, safety

they should look to their

unfavorably or inaccurately.

professionals design learning

counterparts in safety for

This is not a reflection of our

settings with diversity, equity,

assistance. If these people

modern workplaces. While

and inclusion in mind, even

aren’t already including you

representation through more

if not deliberately. Recognize

or your safety peers in DEI

inclusive images is important

where your training and

conversations, seek them out.

and should be pursued, it is

communication efforts have

While safety professionals

only a beginning.

resulted in greater input and

may inherently and naturally

engagement from frontline

leverage DEI concepts, our field

workers. This is DEI in action.

and the workers we strive to

All too often, the

only images one can find when

looking at stock image sites are white men in

construction and manufacturing settings with

women depicted unfavorably or inaccurately.

Gamification and alternative delivery of safety training like teamwork and extremely hands-on methods are inclusive by nature. As an instructor, a safety professional will need

Often women safety professionals spend more time than their male counterparts in preparation for training

male-populated workplaces like construction or oil and gas. Compared to a male colleague, a woman tasked with safety training may feel she needs to prepare more question her credibility. This over preparation may lead to the woman focusing on learner activities, games, and other skill retention methods so

outcome is that the training

toward safety, and other factors to ensure a well-balanced

High protection

is learner-centric and very

Reusable

effective.

Cost-effective

No belts or hoses

Comfortable

Lightweight 1.1lb

NIOSH approved

learning environment. Look

nimble and inclusive.

The Systemic Problem

Women and Men in Safety Should Lead DEI “Diversifying the safety profession is not about meeting quotas. It’s really about safety. We want to create work environments that ensure that all employees are safe. If

The choice to highlight

women—or any other group—

women training professionals

don’t have a voice at the table,

as a resource is deliberate.

then their perspectives are

vpppa.org

A REVOLUTION IN RESPIRATORY PROTECTION

to ensure the workers don’t

of herself. The unintentional

and keep your training skills

continued emphasis on DEI.

commonly in traditionally

in years of experience, attitude

to be a “safety training ninja,”

protect can still benefit from a

2013). This is observed most

she can take the spotlight off

thelearningfactory.me/) for ways

collaborate with human

other self-doubt (gradPSYCH,

groups of people are equitable

Learning Factory (https://www.

Safety professionals often

reported in the field. As human

due to imposter syndrome or

to design a training to ensure

to Regina McMichael of The

If an organization does not

Request a Demonstration, Contact us at: sales@cleanspacetechnology.com

CLEANSPACETECHNOLOGY.COM

Leader—Spring 2021

BEHAVIORAL IMPROVEMENTS & TECHNOLOGY BOOST

VEHICLE SAFETY By Clint Wolfley, CSP, STSC, UCOR, Vice President, Safety Systems and Services and Christopher Y. Thursby, SGE, SMS, UCOR, Senior Safety & Health Operations Manager

UCOR management and employees received a harsh reminder about the importance of being mission ready on a cold February morning in 2020. Despite the efforts of an experienced driver, flaggers, and rigorous requirements established by UCOR’s safety programs, an employee suffered a leg fracture and sprained ankle after being struck and run over by a tractor-trailer cab. Having worked more than 4.7 million hours without a lost time incident prior to this event, this day marked the turning point for UCOR, an Amentum-led partnership with Jacobs, that performs U.S. Department of Energy (DOE) environmental cleanup activities in Oak Ridge, Tennessee.

Leader—Spring 2021

vpppa.org

UCOR Struck-By Task Force

that alerts pedestrians

The concern associated with

to moving equipment,

this impactful February 2020

the Struck-by Task Force

event was immediately met

recommended that PRECO

with a resolve to understand

Electronics radar detection

how and why this incident

devices be investigated. Field

happened. A UCOR Struck-

organizations tested this

By Task Force was promptly

technology, which reduces the

commissioned by management

risk of struck-by accidents

to perform an apparent

that result from blind spots

cause analysis. The task

obstructing an operator’s

force is composed of a cross

view of people and fixed

functional team represented by

objects. Based on favorable

management, transportation

feedback received from

professionals, the construction

these tests, approximately

and heavy equipment subject

80 UCOR commercial motor

matter expert, operations

vehicles and/or trailers have

personnel, union leadership,

been outfitted with PRECO

employee safety team members,

Sentry and Side Defenders

and safety professionals.

devices. “This initiative was

Armed with the knowledge

teamwork,” said Bobby Alred,

implemented corrective

UCOR Nuclear Operations

measures had failed to yield

Safety and Health Operations

sustainable positive results,

Manager. “From field testing

the task force analyzed the

to behind-the-scenes

February 2020 event, as well

procurement and installation

as historical vehicle and

efforts, it is obvious how

heavy equipment-related

important worker safety is to

operations to develop and

the UCOR Team.”

recommendations. The team benchmarked other organizations’ spotter/

Management Control Plan

While it was recognized that

flagger programs to identify

substantial construction/

potential improvements and

heavy equipment operational

also examined ways to enhance

improvements had been

employee-led local safety

realized, it was determined

improvement teams and

that a gap to address

union engagement.

behavioral and human

During this evaluation, meaningful feedback was obtained from more than 300 operators, supervisors, and laborers. “Obtaining this outstanding feedback was well worth the effort, as it identified the need to take a broader look at struck-by events beyond construction and heavy equipment,” said Jay Hocutt, UCOR’s Construction/Heavy Equipment Program Manager.

Technologies

“From field testing to behindthe-scenes procurement and installation efforts, it is obvious how important worker safety is to the UCOR Team.”

characterized by extraordinary

that a series of previously

implement improvement

vpppa.org

who are in close proximity

performance factors was a leading cause and condition related to a negative trend in UCOR vehicle incidents. As a result, a management control plan was created to develop actions focused on pursuing excellence in vehicle operations through risk and exposure reduction. A Vehicle Safety Committee was initiated and a management control plan that focused on human performance and employee

In addition to previously

behaviors related to vehicle

employed MyZone technology,

safety was created. Corrective Leader—Spring 2021

The goal of the [UCOR Vehicle Safety Communication Plan] is to provide the UCOR workforce with the knowledge and tools to consistently implement safe driving habits, both at work and at home, to achieve zero injuries/ illness and prevent property damage.

actions described in the plan are categorized as Human Performance/Accountability, Administrative Controls, and Field Implementation. Human Performance/ Accountability: Examples of Human Performance/ Accountability actions included a fleet vehicle use stand-down and workforce briefings by management on accountability and expectations for using UCOR fleet vehicles; the addition of vehicle safety as

Administrative Controls:

workforce with the knowledge

be physically, mentally, or

Administrative controls to

and tools to consistently

emotionally ready to perform

improve company policy,

implement safe driving habits,

a task.

vision and expectations

both at work and at home,

included the revision of

to achieve zero injuries/

procedures, policies, and pre-

supervisor and management

illness and prevent property

evolution briefing checklists.

engagement through the

damage. The strategy includes

In addition, approximately

informing and engaging the

provision of tools that improve

90% of the UCOR workforce

workforce to promote vehicle

completed two National Safety

safety behavioral change

Council training modules—

through a combination of

Backing and Parking Lot Strategies and Avoiding Fixed Objects. UCOR also participated in a National Institute for Occupational Safety and Health (NIOSH)-inspired Stand Down for Vehicle Safety and Struck-by Prevention. Field Implementation: Field and functional organizations have developed traffic control plans, identified and integrated personnel exclusion zones for heavy equipment and commercial motor vehicle areas, implemented the use of traffic cone placement for

written, face-to-face, and a motivational engagement campaign called Driving Good Habits. The campaign, which focuses on being a responsible driver, passenger, and pedestrian, encourages individual ownership of vehicle safety and provides another feedback mechanism

how to better support worker needs while building trust and respect. It also inspires the pursuit of healthy lifestyles and elevated mindfulness about how personal choices can impact safety performance.

Conclusion

As a DOE Voluntary Protection Program Star Site with a

Mission Ready Program

employees and subcontractor

The UCOR Mission Ready Program plays an integral role in improving vehicle

of approximately 1,900 personnel, UCOR is guided by a shared governance leadership model that strives to attain safety and performance excellence through beneficial

fleet vehicles, deployed PRECO

and heavy construction

Electronics radar-based blind

equipment performance.

detection systems, increased

This unique program brings

management observations

together safety, health, and

associated with vehicle use,

wellness by recognizing

and performed analysis to

that personal readiness to

System and the DOE VPP

identify options to reduce the

work should be considered

strive to continuously improve

number of trips made by using

in addition to compliance-

through the integration

vans and buses to transport

driven requirements. As such,

of safety into every aspect

employees on specific routes.

Mission Ready supports the

of operations, monitoring

Increased data analytics

individual worker’s ability to

performance through a

and metrics are being used to

be physically, mentally, and

suite of leading and lagging

track performance and identify

emotionally ready to work.

indicators, and maintaining a

potential negative trends. This

Built on the premise that

relationships with DOE, stakeholders, employees, and subcontractors. UCOR’s Integrated Safety Management

robust safety culture through

data, which is routinely shared

accidents are caused by

with the workforce, is used to

a combination of factors,

set realistic yet challenging goals

Mission Ready supports

and track progress in a timely

organization, UCOR is

the reduction of injuries

manner. To date, UCOR has

and illnesses by providing

committed to sharing best

achieved over a 200% reduction

employees with tools to

in vehicle-related incidents.

recognize how factors such as

Communications Strategy

fatigue, illness, and mental distractions have the potential to negatively impact the safe

pre-job briefings; and the

Communication Plan provides

and home. It also promotes

identification of mechanisms

an overarching strategy for

a culture of caring that

to share information and

communicating with the

encourages and empowers

improvements with the DOE

workforce. The goal of the

workers to let their supervisor

Complex and general industry.

plan is to provide the UCOR

know when they may not

Leader—Spring 2021

of mission readiness and

highly skilled workforce

performance of tasks at work

understanding of the facets

for employees.

The UCOR Vehicle Safety

mandatory requirement of

The program enhances

employee engagement. As a collaborative learning

practices. Email VPP@orcc. doe.gov if you are interested in obtaining additional information about UCOR vehicle safety initiatives or the UCOR Mission Ready Program. Clint Wolfley is UCOR’s Vice President and Chief Safety Officer. Chris Thursby is the UCOR Senior Safety Health Operations Manager. vpppa.org

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The

Safety Geek By Brye Sargent, CSP, The Safety Geek

“You need a whole department to tell you to work safe?”

hat was my response the

and handle all new incidents.

with “Safety” written

don’t really know what they do.

This was exactly what I had

on the door. It was also

It’s new and has something to

done when managing two hotels.

do with the drivers.”

It seemed strange to me that

profession I would be passionate

That was in June of 2001. By

tactics I used in the hospitality

about for the next 20 years.

September 11, I was helping the

industry would apply at this

I was a new employee in

new Safety Director prepare for

very different organization. As a hotel manager, you’re

one of the country’s largest

a hearing with the EPA. Within

co-ops, and they were taking

weeks, I would be a member of

responsible for everything;

me on a tour of the corporate

the safety staff. In 2003, I was

sales, marketing, human

office when I saw that door

promoted to Safety Director,

resources, and even the

sign. Having spent the last six

overseeing five divisions, 22

restaurant and services on

years as a general manager of a

locations, a multi-million-

property. One of my most

major hotel chain, I was looking

dollar budget, and answering to

significant responsibilities

forward to being responsible for

a Board of Directors monthly.

was to control costs, including

My first day in the Safety

insurance costs. The best way

only my cubicle. No more late-

Leader—Spring 2021

insurance company on claims

responded my tour guide. “I

the start of my journey into a

“Yeah, I guess so,”

first time I saw the office

night calls. No more weekend

Department was surreal. The

to keep insurance costs as

work. And I was excited to have

primary responsibility given

low as possible was to stop

holidays off.

to me was to work with the

having claims. vpppa.org

It gives such an incredible feeling of satisfaction to take a company with high injury rates and no understanding of safety to a program that could stand up against a VPPlevel program.

vpppa.org

Leader—Spring 2021

matter expert and stop being the person in charge of safety. There’s a trick to getting management support beyond meeting the minimum requirements of the regulations. Part of that is building those relationships. You need to show the value safety is bringing to the table in more ways than reduced claim numbers. You need to speak their language and use their own data to support your program. And you must have processes in place allowed me to apply what I

developing relationships with

career, I reached out to my

read in real-world company

each management level at all

insurance carrier for help and

settings. Plus, the variety of

of my facilities, engaging them

developed programs to reduce

industries within the co-

in the safety process.

injuries. We implemented

op required me to become

training, reporting, accident

familiar with safety for general

investigations, inspections,

industry, transportation,

and trend analysis. Little did

agriculture, environmental,

I know that I was creating

crisis management, and even

a safety program. It wasn’t

homeland security. This gave

until my first day in the Safety

me a strong foundation for my

Department at that co-op that

career moving forward.

Very early in my hospitality

I made the connection between the two.

Safety from an Early Age

Safety comes very naturally

After several years of measurable successes, I was lucky enough to land my dream job. As a Regional Safety Manager with Sysco Corporation, I supported

to me. I have been doing risk-

39 locations in the U.S. and

frequency-severity analysis

Ireland. Being able to travel

for as long as I can remember.

33 weeks a year and examine

As a child, my parents never

different operations was

had to tell me, “Stop, you’ll

terrific. No longer in the

get hurt!” Because I already

bubble of my own program,

stopped on my own. I was the

I could essentially learn 39

one who insisted on reading

different ways to implement

the rules of the game. When

a policy or change a behavior.

I was 15, and my friends

Embracing collaboration and

invited me to go skiing, I said

building avenues for teamwork

no because the severity of

became my default as I strived

breaking my leg was not worth

for my team to learn from

the risk, even though the

each other.

Finding the Right Balance

Over the past 20 years, I have had the opportunity to build many safety programs from the ground up. It’s one of my favorite things to do. It gives such an incredible feeling of satisfaction to take a company with high injury rates and no understanding of safety to a program that could stand up against a VPP-level program. But learning how to do that took me time and countless restarts. There was a time where I used to come in like a bulldog—looking for what everyone was doing wrong and writing people up to get them

that include them in safety from the very beginning. This is what creates results, whether you’re creating a program from scratch or supporting a region.

Keep Evolving

Even though my career was full of measurable successes, being self-taught without a degree only took me so far. After 15 years, the profession was changing. There was a clear need to have those credentials after my name. That’s when I went back to school. Never wanting to take the easy road, I decided to get my degree in Industrial/ Organizational Psychology. I believe that so much of what we do as Safety Professionals has more to do with psychology than the actual regulations. Safety is two-sided. On

to follow policies. That ended

one side are the regulations,

up with everyone despising

what could happen, and how

safety and not wanting to work

to stop it from happening.

with me.

The other side is the actual

When I took the opposite

behavior, human nature,

approach and asked

motivation, attention, and

nicely while explaining

following the steps to prevent

explained her expectations

the regulations required,

it from happening. If you only

Geek before my first job in the

and said, “I’m sorry. With

employees would nod their

understand one side, you will

safety profession.

this many locations, I’m not

heads, but not do the work.

never be successful.

setting you up for success. It’s

This left me picking up the

my very first safety position,

nearly impossible to support

slack and becoming a dumping

working as a Regional Safety

I took right to it. My love of

all of them.” But within the

ground for all things safety.

Manager around so many

rule-following had me reading

first year, my region exceeded

regulations like they were

their goals. Not through

balanced approach to safety

evaluated at my region, it was

the next great fiction novel.

policy or telling them what

management. I had to step into

clear that there was a gap in

Research and networking

to do. Instead, I focused on

the role of a coach and subject

understanding on my team. But

chance was only moderate. You could say I was a Safety

As I was getting started in

Leader—Spring 2021

When hired, my new boss

What I had to learn was a

And this is what I saw when

professionals in Safety. When I

vpppa.org

when I was put in charge of

entire management team

on entwining management

onboarding and training all new

would sit in on networking and

support and employee

Safety Managers for the entire

learning sessions to improve

engagement into every step of

Sysco organization, that gap

their safety programs.

safety management, closing

became a common thread. Many of the Safety Managers

That’s when I started The Safety Geek (https://

that gap. If you would like a sample

I worked with knew the

thesafetygeek.com/), an online

of what is taught in Safety

regulations and best practices.

coaching and training for

Management Academy, go

But they didn’t understand

workplace Safety Managers.

to www.TheSafetyGeek.com/ vpppa. The free videos there will

how to get management support and employee engagement—leaving them frustrated that their policies weren’t followed. I also saw a lack of process in their work that had them wasting time on whatever priority landed in their lap. Most didn’t have a system in place to proactively manage their programs. This was the beginning of Safety Management Academy (https://safetymanage mentacademy.com).

The Safety Management Academy

The Safety Geek

I’ve always been tech-savvy, dabbling in web design and keeping up-to-date with the latest apps and software. Creating an online business was a perfect fit. When you add in the opportunity to connect with thousands of safety professionals, all the better. On top of my CSP credentials, I added in a

in-person training brought

Camp into an online format.

managers from all areas of the

It has since turned into a

organization together to learn

podcast, YouTube channel,

safety processes. This 4-day

and weekly newsletters where

session was NOT a regulation

I share tips, resources, and

or policy class. The focus was

information on effectively

teaching the processes of safety

managing a safety program.

and Quality. When you impact the bottom line as we do, we deserve a seat at the table.

All of this outreach and gauge what was needed in the profession. Nearly every week,

attendees were not Safety

I am talking with different

Managers. They were in

safety professionals, and

operations, human resources,

once again, I see the same

finance, and even sales. Because

gap—the need to learn how to

Safety is the only department

get management support and

that positively affects all the

employee engagement. In July 2020, Safety Management Academy opened for enrollment.

took the concepts further. I

This comprehensive online

organized a support group for

course focuses on safety

locations that wanted to take

management processes and

their programs to the next level;

using a continuous cycle to

to achieve VPP Star status. This

improve outcomes. What’s

group grew from five locations

unique about this course is

to over 20. Every month their

that it provides strategies

vpppa.org

the work of Sales, Operations,

networking allowed me to

camps was that 30% of the

After the boot camp, we

work is equally important to

The Safety Geek started as a blog to put my Safety Boot

to understand it better.

Manager. I believe that our

to the training piece of The

Boot Camp” every quarter. This

other departments, they wanted

It is my mission to elevate the position of the Safety

This is another compliment

psychology knowledge.

The best part of these boot

to increase engagement.

Achievement, and Productivity.

Safety Geek as well as to my

of changing behaviors.

approved, and some practices

specializing in Leadership,

and training the new safety

management and the psychology

tips for getting your initiatives

certification as a Life Coach

While working for Sysco

managers, I facilitated a “Safety

show you the processes I use,

What I had to learn was a balanced approach to safety management. I had to step into the role of a coach and subject matter expert and stop being the person in charge of safety.

Leader—Spring 2021

The pandemic challenged conventional ways of thinking about work.

Although remote work

may be considered the ‘new norm’, new risks to employee's health

and safety should not go unnoticed.

Safety Profile of the

REM W 18

Leader—Spring 2021

vpppa.org

When asked about an incident or accident at work that resulted in a change with the way things are done, I can think of no greater example than the COVID-19 pandemic. Its profound impact has been felt by virtually every workplace in the world, and many of the changes we’ve encountered are permanent. The list of responses to the virus appear endless: from closures to social distancing, installing plexiglass dividers to making decisions on whether to handle currency. With that being said, what I would like to bring to the discussion is the promotion of the remote worker—or in other words, ‘working from home’.

and the costs of those daily commutes, from trains and buses, car parking and tolls was eliminated. Business travel and per diem allowances quickly became a thing of the past. What happened in New York happened less noticeably around the country. Many businesses used this as a time to cut costs. Have you noticed how telephonic and email customer

he idea of having

accommodated by a

Take a look at Manhattan,

service for open businesses

remote workstation.

which is a prime example of

has deteriorated? It was an

a place where teleworking

excuse for fewer people and

like a burst of steroids to

the competition for the best

discussed for many years and

saved businesses. Much of

this concept. With the initial

the workforce in Manhattan

customer service declined.

become increasingly more

closures of non-essential

commutes to the city on a daily

common as improvements to

businesses mandated by

basis, as the real estate in the

telecommunication systems are

government agencies,

area proves too expensive. In

made. These augmentations

a myriad of companies suddenly faced an ultimatum

the months after COVID-19

are especially evident with the internet, cell phone, video

of allowing their employees

someone telework is far from a new concept. It has been

communication capabilities, and certainly by the legislation of the American Disability Act (ADA), which allows workers

However, COVID-19 was

to work remotely or cease operations. Oftentimes, ceasing operations can financially hamper or

TE RKER with certain disabilities to be

ultimately ruin a business. At

the same time, over the years,

most employees have acquired relatively adequate home

computer systems and highspeed internet, an element

that just a few decades ago was nonexistent.

By Brenda Kay Wiederkehr, CSC, Access Compliance

hit New York, places like Times Square were deserted. Restaurants were empty, even after resuming operations with reduced occupancy and social distancing. Consequently, the workforce that catered to this crowd were out of work. The number of homeless people on the streets ballooned. Yet, despite the circumstances, many businesses and financial

and will not be retained after COVID-19 disappears, has yet to become cognizant of the unanimous acceptance welcomed by both management and the employee—who now, subsequently, gets to work in pajamas and help the children with their remote schooling activities.

Safety & Health of the Remote Worker

This brings me to the final topic

companies were able to adapt

of this discussion: the safety and

to these pandemic-related

health of the remote worker. This

challenges and continued on

is inclusive of the workstation

with operations.

design to the changes in

The employers who adapted to these challenges, and allowed their employees to work from home, soon found that this resulted in major savings. They no longer needed to support the brick and mortars, and, as a direct result, began considering eliminating rents. This meant no housekeeping, security, electricity, or heat and garbage removal bills. In addition, employees staffed at home could have phones forwarded to them. They were at work, day and night, with text messages and cell phones. There was no such thing as a nine-to-five workday, and overtime was almost impossible. There was no time wasted commuting,

vpppa.org

Any person convinced that these changes are temporary

workers’ compensation. Below are issues to consider when formulating adjustments to a remote workplace:

• Understand the potential

issues. Consider a series of scenarios of work injuries and illnesses that can happen in a home or offsite environment and are different, or potentially problematic, when compared to a fixed workplace.

• Define the root causes of

home-based risk. Discuss risk assessment for a variety of causes (e.g., distractions, disorganized workspaces, multi-function workspaces, home furniture, computer and

Continued on page 21 Leader—Spring 2021

Preparing the home workspace/office for

TELEWORK. What documentation is recommended for a home-based work site analysis?

• Define the workspace—Design a written protocol defining the requirements for a home workspace and the minimum characteristics.

• What should it include? • What are the job-based variables versus universal requirements? • What is the responsibility of the employee versus the employer? • Address the specific risks (e.g., time management, distractions, vehicle use). These include defining when the work time starts and stops, incorporating remote sign-in and sign-out procedures, and defining what is not allowed during work hours.

What should a workplace site visit achieve?

• Identify the conditions and safety of both employee-provided equipment/furniture/electronics as well as documenting the status of employer-provided resources. • Look for physical hazards (e.g., clutter, loose rugs, poorly maintained stairs, physical plants, and potential dangers). • Look for electrical hazards (e.g., computer cords, excessive extension cords, overloaded circuits). • Check the status of heating/cooling systems. • Identify presence of any unprotected heights. • Identify storage cabinet safety. • Look for chemical hazards. • Identify unsafe tables and chairs. • Examine potential noise exposure. • Identify high traffic areas.

Assure that the employee has sufficient quality tools to perform the work task.

• Is the Wi-Fi efficient

and reliable? Is the bandwidth compromised by family activities? • Is a cell phone or separate work line needed? Forwarding a work phone number to a home phone may be problematic if the family shares this line. • Is a computer provided by the employer or the employee? Is the employer going to use personal employee equipment on secure work activities? Is there adequate protection? Is the employer utilizing a VPN? What is a VPN, its uses, and liabilities?

Other issues: Use of personal vehicle.

• Is there a policy about

passengers (e.g., bringing children to school while on work time)? • If the employee is using a company vehicle, will the employer check the driving record? Will this apply to the home-based employee if allowed to use a vehicle during work hours? • Verify adequate insurance. • Identify the condition of the vehicle.

• Define the company use of the vehicle.

Defining the personal liability risk and extent of the home office. If clients are expected to come to the home office, define any potential risks (e.g., are there pets in the house and is the entry safe). If a space is a designated workspace in a home, is the company liable for repairs to the area? Define the job duties specifically. Does it require any hazards (e.g., lifting, temperature extremes, chemical or physical hazards)?

An ergonomics specialist may be useful in performing many of these tasks plus providing an ergonomically-safe worksite.

Leader—Spring 2021

vpppa.org

Continued from page 19 electronics self-maintenance,

at the table/desk which

transportation-related issues,

multitasks as an office

personal vehicle use, and time

desk and an eating table.

management issues).

The chair unexpectedly

• Legal risks other than

workers’ compensation. Determine additional legal risk (e.g., personal liability, injury, automobile risk,

rolls when she reaches to push away the dinner food, causing a low back strain.

• It is 3:00 p.m. and an

employee has to answer

and off-site customer

the home phone (he has a

contact meetings).

cell phone from work). He

Here are some possible scenarios to consider:

• It is 8:15 p.m. and a homebased employee is out

running an errand. They

gets up from the desk and slips on some spaghetti sauce on the floor.

• A neighbor comes to visit

and sits at the employee’s

receive a work-related

work desk to chat. The

email and, while answering

table leg collapses and

it, get into an accident.

injures the neighbor,

• It is 9:20 a.m. and an

employee is walking down to her basement worksite when she trips on a dog

Any person convinced that these changes are temporary and will not be retained after COVID-19 disappears, has yet to become cognizant of the unanimous acceptance welcomed by both management and the employee— who now, subsequently, gets to work in pajamas and help the children with their remote schooling activities. comp? What about in a home-based work site?

sending her to the hospital. Is there a liability issue?

• Mealtime is a work activity

The definitions of ‘workplace’ and ‘worker’ have been profoundly changed since

during working hours. If

COVID-19 and its ensuing

an employee experiences

pandemic. But remember, there

an allergic reaction in the

are ways to keep your workers

employee is sitting on an

workplace during mealtime,

safe. The first step to dealing

old chair that they use

it is covered by workman’s

with it is to recognize it.

toy on the stairs.

• It is 6:35 p.m. and an

• Keeps extension ladders from slipping on slick surfaces such as composite decking • Unique design of foam creates tiny suction cups that grip the surface, even when wet • Light weight for easy use, weighs less than 6 pounds • Works on smooth surfaces, plastic, wood, concrete, etc., even when wet • Prevents marring and scratches to deck caused by ladder feet • Attaches to the bottom ladder rung, with adjustable strap, for easy movement of ladder along wall • Fits most extension ladders, up to 21” wide • Replaceable self-adhesive foam pad

Ladder falls – 2nd leading cause of work-related injuries!* * https://www.cdc.gov/niosh/ nioshtic-2/20034690.html

Working Concepts, Inc.

888-456-3372 • www.softknees.com • info@softknees.com Patent Pending

vpppa.org

Leader—Spring 2021

MAINTAINING A

SAFETY CULTURE DURING A PANDEMIC By Stacy A. Thursby, CSP, STS, SGE , Safety PACE LLC President/Owner and Christopher Y. Thursby, SGE, SMS, UCOR, Senior Safety & Health Operations Manager

The COVID-19 pandemic is a situation that the Department of Energy (DOE) sites are well-equipped to control. Protecting workers from all hazards is part of the established Integrated Safety Management System (ISMS). DOE sites, as part of robust safety culture, have a process to continuously improve safety and health through hazard identification, recognition, and controls through employee feedback and incorporating lessons learned.

Leader—Spring 2021

vpppa.org

The pandemic created a unique set of safety concerns that are not unlike the isolation controls in dealing with nuclear

materials, which is a known hazard at DOE sites. With isolation controls associated with nuclear materials, the control set is generally limited to the workers directly involved with these activities. With COVID-19 hazards, the controls had to be expanded to the entire workforce.

he deployment of

protected from the COVID-19

work areas communicated

isolation controls

virus. A phased approach

the requirements for masks,

for entire work sites

for site remobilization was

distances, and individual

and office locations

developed that accounted for

monitoring of personal

caused the sites to review

the federal, state, and unique

health symptoms.

overall work control and

site requirements.

operations processes.

Step 3: Step three was

Management and workers

Step 1: The first step was

to communicate these

needed to work together in

isolation—employees who

requirements and expectations

the development of controls

could work remotely were

to all employees. With

that ensured a greater level

directed to do so. Essential

thousands of employees to

of infectious disease control

employees were notified and

reach, employee messages

at all locations. Activities not

implemented the CDC guidance

and alerts were set up through

normally associated with strict

for masks and social distancing.

a site application that could

operational controls were

While this worked as an initial

be downloaded on a phone

reviewed to determine the

protective measure, the plan

or computer. Alerts provided

extent of potential hazards

needed to include how to

buildings that were restricted

and how to navigate to safely

eventually return to the site.

due to a suspected positive case for COVID-19 and/or

continue work and operations. Step 2: The second step was

the cleaning process being

Process Improvements

to develop controls—ALARA

used to minimize the hazard.

principles were used to

Website messages and email

start with the development

systematically review work

communications were provided

locations, proximity of workers,

on a regular basis to inform

and protective measures to

employees. Management and

minimize exposure. Buildings

employees worked together

and work locations were

to communicate symptoms,

evaluated for social distancing

testing, and results that were

of offices and work activities.

evaluated in real time. When

COVID-19 hazard, the method

Entrance to these locations

masks were in short supply,

used for radiological hazards

were restricted with entrance

information was sent to

to keep the hazards As Low

through an approval process

employees on how to make

As Reasonably Achievable

to ensure that the social

their own masks and other

(ALARA) is a good model to

distances established were

methods of protection such as

follow. The site needed to

maintained. Conference rooms

handwashing and cleaning tips

determine how to maintain

and comment areas established

for both site and home offices.

the minimum safe operations

seating separated to allow

that had to be maintained to

for six feet of distance with

phased approach, employees

support current operations

capacities of rooms minimized.

started the process of returning

while keeping the workers

Signage in buildings and

to site locations. For those

Quality process improvements of a plan. The model to plan first then act allows for a comprehensive review of the

hazard, who it effects, where it is located, and when the action can be implemented. With the

vpppa.org

“As the controls and information evolved surrounding the COVID-19 pandemic, so did the lessons learned at the DOE sites.”

As the plan continued its

Leader—Spring 2021

instructions were posted on the doors to communicate controls and behaviors needed prior to entering. Employees traveling to and from the site limited carpooling and conducted site observations while staying in vehicles. Masks were worn by employees at worksite locations minimizing large gatherings

Employees traveling to and from the site limited carpooling and conducted site observations while staying in vehicles. Masks were worn by employees at worksite locations minimizing large gatherings and segregating work.

and segregating work. As requirements were updated, the

Work Control

a specific location. Additional

to COVID-19 ALARA and protect

included unique spacing

• Social distance spacing

the health of the workforce.

of physical work activities.

was outlined in common

Some of these implemented

areas, break rooms and

improvements included:

elevators to maintain the

plan was updated and adjusted to continue to maintain the risk

Case Management and Support

Individual DOE sites conducted a hazard review across the DOE complex and shared lessons learned as the evolving pandemic took ahold of the nation. Controls included a robust case management process following the CDC guidance regarding employee symptom reviews, testing,

Leader—Spring 2021

• Staggering work through shift work.

• Installation of temporary structures and trailers.

• Establishing social distance zones.

• Eliminating in-person

meetings and gatherings, opting for conference calls and virtual meetings instead. For staff that could conduct

contact tracing and quarantines

work at remote locations, DOE

to minimize additional

implemented a maximum

employee exposure. Employees

telework posture with daily

were afforded support

outreach by management and

through site coordinators

staff to remain connected and

who provided guidance

support the overall mission of

on COVID-19 symptoms,

the Department.

testing requirements, and

Work control improvements

For workers that were

policies enacted included:

recommended six feet distance requirements.

• Additional cleaning

and disinfecting was established for occupied site locations with information communicated to employees prior to returning to a work location.

• Early on temperature check stations were installed for staff to perform personal health and symptom checks upon entering the work location and throughout the day.

• Masks were instituted as part of the new normal for staff physically located at a

site protocols. Site tracking

required to be on site, home

and follow up were part of

self-health checks were

site location to significantly

the support to reinforce case

institutionalized, and postings

reduce exhalation emissions.

management and manage a safe

provided the expectations

Mask Science, CDC, November

return to the site.

and controls for entrance to

20, 2020. vpppa.org

Lessons Learned

utilization of improved virtual meetings incorporated

effective ways of maintaining

evolved surrounding the

several new aspects such

the remote workplace culture.

COVID-19 pandemic, so did the

as presentation displays,

These improvements included:

lessons learned at the DOE sites.

posing questions in the chat

Management and employees

feature, and allowing for

worked together to navigate

an exponential addition of

the changing phases of the

attendees to attend meetings

pandemic progression for each

at the same time.

As the controls and information

state and across the nation. Particular attention was spent:

• Evolving the work controls

for work conducted in heat stress conditions while wearing face coverings. Management and employees instituted controls that allowed for additional spacing of employees and conducting work during cooler periods of the day.

• Employees on maximum

The DOE utilized small but

• Setting aside time for

stretch breaks for those working on computers.

• Reviewing the home

office working conditions of employees.

Safety Culture Changes and Improvements

workers continued to be

Management encouraged

reinforced by the innovations

and embraced employee

of those locations. Employee

feedback in the continuous

ideas and methods were

improvement of the workplace

incorporated to maintain

safety culture. While the

safety while navigating the

definition of “workplace” may

COVID-19 protocols.

have changed, maintaining

For the site locations where present, the safety culture was

While the vigilance on

the support and strength of

controls must be maintained,

telework found new and

the safety culture allowed for

it can be accomplished in the

creative ways to conduct

improvements to be made at

spirit of cooperation and a

routine meetings. The

remote and home offices.

robust safety culture.

vpppa.org

“While the definition of workplace may have changed [as a result of COVID-19], maintaining the support and strength of the safety culture allowed for improvements to be made at remote sites and home offices.”

Leader—Spring 2021

EXPANDING THE NOTION OF

SAFETY IN THE CONSTRUCTION INDUSTRY THROUGH A BEHAVIORAL HEALTH INCIDENT PROTOCOL By Lisa K. Desai, Psy.D., Director of Behavioral Health Consulting, MindWise Innovations

Leader—Spring 2021

vpppa.org

Historically, the construction industry has viewed safety from a physical perspective and adhered to regulatory protocols to ensure a hazard-free jobsite. This makes sense. When we think of incidents that occur on sites, we think of falls, burns, and equipment-related accidents. However, less attention has been paid to behavioral factors that contribute to accidents or lost productivity. In fact, behavioral health (BH)—which includes mental health and substance use—can impact focus, motivation, and attention-to-detail, all of which can interfere with adherence to physical safety policies.

hile construction

onsite accidents. Motivation in

way we talk about it has a

offers prospects

this sense does not mean the

significant impact on whether

potentially

lack of desire to do good work,

individuals who are struggling

rewarding, long-term

but rather the inability to do

will engage in help-seeking.

professional careers, it has also

so due to distraction, lack of

Accurate information and an

been identified by the Centers

focus, feeling depressed, etc.

environment that approaches

for Disease Control (CDC) as

This recognition is important

a high-risk industry for death

mental health with empathy

as behavioral health-related

by suicide and substance

allows for early identification

incidents are preventable when

misuse. To this end, MindWise

crisis signs are recognized by

and intervention for mental

Innovations has developed a

foremen, site leaders, and/or

Behavioral Health Incident

team members.

Protocol and companion Safety Training to expand the notion of what it means to create a workplace that promotes physical and psychological safety. This is currently being launched with Turner Construction New England, who has taken a progressive stance on addressing behavioral health in the workplace. Many organizations that believe in the importance of total human health—for the mind and body—are also recognizing the need to address mental health in the same way we do physical health. While the BH Protocol is meant to promote behavioral health and safety during working hours, we hope it will also optimize employee well-being off the jobsite.

Addressing Behavioral Health as Part of Safety

Why the Need to Address Behavioral Health in the Workplace The rates at which anxiety and depression are experienced in the adult population highlight the fact that mental health impacts each of us—whether it is a family member, friend, co-worker, or oneself. According to the Anxiety and Depression Association of America, anxiety disorders are the most common mental illness in the U.S., affecting 40 million adults. And a recent Kaiser Family Foundation survey indicated that 53% of U.S. adults say that worry and stress related to COVID-19 has had a negative impact on their mental health. Rather than being surprised

health issues. As with physical injuries or problems, the earlier we seek professional assistance for mental health problems, the better the outcome.

Rethinking Mental Health and Understanding Substance Misuse

Mental health is an integral part of our overall well-being. It is important to consider our mental health in the

Adults in a full-time job spend more time at work than anywhere else during their waking hours. Mental health struggles show up in the workplace, often indirectly through distractibility, lack of focus, low motivation, and other indicators that a person is not engaged in the work— this is referred to as presenteeism. Definition of Presenteeism: The practice of coming to work despite illness, injury, anxiety, etc., often resulting in reduced productivity. Unlike absenteeism, presenteeism is not visible and so difficult to identify. Presenteeism is often identified when work is not being completed efficiently and/or mistakes are made.

The Importance of Psychological Safety in the Workplace Psychological Safety, a term

context of our lives and the

made popular by Harvard

stressors involved—both past

scholar Amy Edmondson, is

and present. In the attempt

the shared belief among team

to manage life’s challenges, individuals can turn to adaptive coping strategies or damaging, unhealthy ones such as misuse of substances. It’s key to remember that at any given moment, we are all trying the best we can to manage in difficult and

that anxiety, depression, and

uncertain situations. The

members that it’s safe to voice thoughts and ideas and to take emotional risks. The protocol addresses key components needed to bring about a trusting, supportive workplace.

• Safe Language: The

importance of safe language to promote respect and combat stigma.

• Trauma-informed

trauma can affect employees

optimal outcome is to replace

There is industry-wide

on the job, we need to expect

harmful coping strategies with

recognition that behavior-

that they will, just as a

positive ones in order to more

related accidents, which have

physical injury can happen

effectively manage what is

been called motivational in

on or off the job. The way we

going on in our relationships, at

specific behavioral

nature, contribute to continued

view mental health and the

work, and at home.

health resources.

vpppa.org

Approach: The value of a trauma-informed approach.

• Resources: The central

benefit of organization-

Leader—Spring 2021

Creating a psychologically safe environment is an organization-wide endeavor

of a psychologically-safe

respond in a situation where

and keeping your blood

workplace.

behavioral health incidents

pressure in check. Psychological

surface. If the Protocol is the

well-being impacts our sleep, appetite, relationships,

3. To provide best practices to

exemplified by a top-down,

respond to team members

WHAT, the Safety Training is

bottom-up approach so that

experiencing a behavioral

the HOW in terms of putting the

every voice can be heard.

health crisis.

protocol in action. Ideally, a BH

Finally, the adoption of

4. To provide guidance

Incident Protocol would become

any new protocol requires

about resources available

familiar to leadership across an

leadership to not only

for employees who may

organization including HR and

implement it, but also to adopt

experience a BH crisis.

business units.

and champion the process.

5. To provide guidance

Responding to mental health

motivation, and performance. Instead of thinking of selfcare as a luxury, think of it as a necessity. One of the best ways to practice self-care is to start small and keep it consistent. It can be five to 15 minutes a

New protocol implementations

regarding best practices and

and substance use-related

are most effective when

behavioral health resources

crisis situations can be difficult

information is cascaded

to employees, partners,

for a variety of reasons—lack

through appropriate trainings

unions, clients, and other

of comfort in talking about

better and comes more easily

across the organization. Ideally,

key stakeholders.

BH, stigma and stereotypes

with practice.

integration of BH safety should take place systemically, with

lack of clear best practices

This protocol will help

Training is designed to increase

designated safety professionals

understanding of the purpose,

recognize and respond to

value, and intended impact

onsite behavioral health-

of the BH Incident Protocol.

related incidents. To respond

Most importantly, it will

effectively, leaders must

provide a sense of confidence in

behavioral health struggles

first know the signs of panic,

addressing BH.

and how they may show up

intensified depression/

on the worksite.

suicide risk, and substance

feedback from your workforce.

The Primary Goals of the MindWise BH Incident Protocol Are: 1. To recognize signs of

2. To respond within a trauma-informed approach and appreciate the value

intoxication, and must be able to manage rage reactions. Again, much like physical safety training, everyone on a job should know how to

for response. The Safety

Knowing what to say to someone who might be

struggling with depression or anxiety isn’t easy. While you may feel awkward and unsure at first, know that whatever you say doesn’t have to be perfect

and safety leaders, your job can

thing is to express your care

As foremen, superintendents, be filled with daily stress. As one safety director said, “When you get a call, there’s a 50%

or profound. The important and concern in a genuine and nonjudgmental way. The protocol provides specific

chance it’s bad news.” Given

tips and guiding principles

that self-care is one of the most

to help empathically engage

important things you can do for

individuals when they are

yourself and your team, here

experiencing a crisis. The need

are some best practices.

for effective, caring responses

You won’t be able to support someone else if you are feeling overwhelmed and depleted yourself. Periodically take some time to step back from a situation and recharge your batteries.

Practice Self-Care

Self-care may seem like a luxury or an optional thing to do when you want to pamper yourself. In fact, emotional and mental selfcare ought to be in the same

Leader—Spring 2021

How Are You Doing? How to Talk Supportively about Behavioral Health

Self-Care for Leaders

Take Care of Yourself

anything else, self-care gets

which contribute to bias, and

Who Will this Protocol Help?

clear processes to obtain

day if that is all you have. Like

and communicating about any risk situations must be balanced with protecting employee privacy. To that end, sample communications for email, text, and verbal exchanges are included in the protocol. While most people still think of safety in terms of the physical, it is equally, if not more, important to consider behavioral health in the safety equation. A person’s physical, mental, and emotional profiles all contribute to their overall

category as physical self-care.

well-being. Acknowledging that

Some examples of emotional

fact can help protect workers

and mental self-care include

and get them home to their

eating nutritiously, exercising,

families safer. vpppa.org

Mary Kay, Inc.: Investing in Doing the Right Thing By Ryan Finch, Vice President of Corporate Services for Mary Kay, Inc.

“The very foundation of this company is based on the premise of helping others.” — Mary Kay Ash, Founder Mary Kay Inc.

30 Leader—Spring 2021

vpppa.org

OVID-19 shook the world. It crippled economies, devasted communities, and tore apart families. Mary Kay Inc., a beauty brand with millions of independent sales consultants around the world, immediately felt

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

vpppa.org

Leader—Spring 2021

SAFET APPROACHING

By Michael Hancock, BCSP SMS, SGE, Director of Safety, MCAF Quantico; VPP Site Coordinator; Owner—Creative Safety LLC

s a young Marine

the hanger, hustle to get the

principal’s office. I arrived at

One crew-chief for

aircraft ready, pilots arrive,

the hangar where my supervisor

mind replayed all pre-arrival

President Ronald

we’ll brief in the air, prepare

is impatiently waiting to escort

requirements, so I responded,

Reagan, a routine

the cabin, test the radios,

me to his boss, who escorts

“Yes, Sir, I’m sure of it.”

weekend consisted of flying

complete the checklists, land

to Camp David on Friday,

on the lawn, look sharp, salute

returning the President to

President Reagan, and head to

the White House on Sunday

Camp David. We land and off

afternoon, then flying to

he goes.

our home base at Quantico,

Sunday afternoon, exact

Virginia, to clean the aircraft

same thing in reverse. Busy

and put it to bed. This was no

weekend, mission completed.

routine weekend though. No

All went well.

Camp David trip in the plans,

Or so we thought.

the chance to spend a weekend

It’s not possible to provide

me to his boss, eventually arriving at the Headquarters Building. At a brisk walk we enter the Command Suite and I find myself squared up in the position of attention in front of the Commanding Officer’s desk clueless as to why. “Explain yourself,” he barks. His tone was enough to confirm I wasn’t getting a letter of

I was confident I had as my

His furrowing brow deepened as he rose from behind his desk. The simultaneous sinking feeling in my heart was not because I was in trouble, there was a much deeper response because I had clearly disappointed a man I had tremendous respect for. In a stern, firm, authoritative, fatherly,

at home with my wife and

every detail of what happened

son was quite appealing, until

next but getting called into

appreciation; I was in trouble.

mid-morning when the pager

work on a planned day off

“Did you complete all of the

“Explain how you missed

went off calling us in. Camp

triggered some nervous energy

checklists before you went to

putting jellybeans in the

David was back on. Hustle to

as if I was being called into the

Camp David?”

jellybean jar?”

Leader—Spring 2021

disappointed voice, my Commanding Officer asked,

vpppa.org

challenges you’ve faced, the

then go home to those who love

struggles you’ve persevered

us with our head, shoulders,

through, the huge victories,

knees, toes, and everything in

the little wins, and yes, even

between, intact.

those times you were held accountable for something

Have you ever been in trouble?

TY The biggest professional

impact the employee and leaves

disappointment I ever

an indelible mark. The desire

committed was over…candy.

in the safety industry is to

The companies we represent

modify behavior, lower risk,

and work for provide both

and protect employees. The fear

legal and ethical boundaries

of being held accountable is far

to increase professionalism,

less effective than the fear of

fairness, and opportunity.

causing disappointment. Going

However, when our actions

back to that bad decision that

extend beyond the acceptable, it

has your gut turned inside out,

is the institution’s responsibility

there is a direct correlation

to hold us accountable and apply

between the level of anxiety you

the appropriate level of discipline

feel to the depth of respect you

to modify our behavior and

have for the authority figure

prevent similar occurrences.

about to hold you accountable.

In the world of safety, making sure a jar of jellybeans is filled might not cause any red flags or OSHA violations,

Profiling Our Approach

as simple as missing the jellybeans, have made you uniquely you. Over time, those experiences and the approach used by those who had authority over you played a major role in molding and shaping how you approach others now; including how you approach the implementation of your safety program and interact with those throughout your organization. You’ve probably noticed the word approach has been underlined several times, so let’s take a moment to profile your approach. The word itself is quite simple, yet the complexities of its meaning are vast. As managers of occupational

Since everyone desires similar things, safety should be simple; establish a regulatory standard then demand compliance to that standard. But even though most employees share similar desires, there exists a consistent and annoying increase in agitation when the safety professional wants to change, modify, or alter a procedure, such as:

• Interject a modification to a process.

• Interview someone after an accident.

• Ask for increased safety

involvement that’s above and beyond what is normally expected. We can agree that process

improvement, mishap

safety and health programs,

investigations, and employee

we have no choice but to be

involvement are all critical to

flexible in our approach as we

an effective safety program that

strive to maintain regulatory

most can get behind, so maybe

compliance in a widely diverse

the problem isn’t the what—

workforce. Some won’t have a

but the how. The approach.

problem with your approach. Others will. Why? Because their individual experiences, struggles and challenges shaped them, just as yours did you. This makes it both exciting and challenging interacting with a variety of different people, if for no other reason than they have simply been on different journeys than you. Maybe your journey intersects with a long tenured employee, a senior executive, a mid-level supervisor, or a newly hired frontline worker. It is important to recognize that even though we may come from vastly differing backgrounds

Just as I will never look

we share similar desires, such

at a jellybean in the same

as employment, earning an

Developing a Safety Strategy

There was little regulatory approach to workplace safety until 1971 when working Americans finally had regulatory protection in the workplace. Since then, safety managers have navigated an ever-evolving approach to mishap prevention while simultaneously balancing the demands of mission, production output, and workforce personalities. To do this effectively, we must ask ourselves when developing a safety strategy, who is it for. Consider some of these questions:

but my anecdote is intended to

way again, our individual

honest and fair wage, using and

demonstrate that not following

experiences are monumental

being recognized for our talents

the rules—all the rules—put

in shaping who we’ve become.

and skills, or trusting our

the sub-elements of

in place by employers does

Your unique experiences, the

coworkers. To work our shift

Management Leadership and

vpppa.org

• When working through

Leader—Spring 2021

Employee Involvement, who has input?

• Are hazards or task-based risks supported by data?

• Is the hazard an actual

For those of us that have

safety program for them, but

heard firsthand, spoken by the

any type of safety program

haven’t involved them in the

front-line worker.

strategy, development,

development process in any

implementation, or

way, shape, or fashion?

enforcement position in our

hazard based on the working

organization, to ensure a

knowledge of the employee

greater level of employee

who faces that hazard

involvement, we must avoid

each day, or the opinion of

the temptation to design

someone in a second floor

the program around ease of

office with little actual

management and construct it

field experience?

in a manner that serves those

• As the hierarchy of controls

at risk. The program shouldn’t

is applied, does your

be about us, it should be about

target audience have an

them. The VPP Star Worksite

opportunity to provide input

Flag or state equivalent

or comment on the realities

shouldn’t be about the

of the controls?

program manager, it should be

• As you design training, is

about the worker.

curriculum developed that

Here are a couple more

educates, elevates, and

important questions to ask when

motivates those required

developing a safety strategy:

to take the training, or is

• Have we gotten stuck in a

To raise the effectiveness of our Voluntary Protection Program, and to experience honest and legitimate employee involvement, it is critical to establish trust with those we work with. But if you have made the

Changing your approach. What if, because of

effective dialog and flow of communication, you evolve into more of a facilitator? You’ve empowered the frontline to make decisions for themselves, to identify and

program about you, those you

mitigate hazards, be engaged

are trying to protect will realize

in the process they helped

they are not your priority, and

develop. What if we step back

trust will be virtually impossible

allowing them to step up? This

to earn. Will they adhere to

is when trust is established.

regulatory compliance? Maybe.

This is when the team comes

But fear of getting caught is an

together. This is when the fear

extremely limited motivator

of disappointment is stronger

with a short life span.

than simple accountability.

However, what if you began

This is when employees look

to effectively communicate

out for each other and not just

programmatic routine when

with those you are working to

themselves. This is when they

of delivery, efficiency, or

we should be spending

protect? What if, by engaging

will say, yes, the company

convenience as long as you

more time as the advocate

in meaningful dialogue and

cares about me…. all because we

can show completion and

for workers?

thoughtful conversation you

allowed for healthy workplace

Are we kidding ourselves

move beyond perceived needs

relationships to be our most

by saying we are creating a

into the realm of actual needs,

effective approach.

material designed for ease

compliance to a regulatory standard?

34 Leader—Spring 2021

•

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THE BEGINNER’S GUIDE TO

By OSHA Safe + Sound Campaign

Collaborate with VPPPA

VPPPA plays an important role in promoting Safe + Sound throughout the year by distributing resources on safety and health program topics and promoting Safe + Sound Week on different communication platforms. VPPPA members are encouraged to participate in Safe + Sound Week.

Stay In Touch

Join Safe + Sound! Sign up for our mailing list at https://

Get To Know Safe + Sound

to provide actionable steps

be announced through our

businesses can take to improve

participant newsletter, “Safe

workplace safety and health.

and Sound at Work.”

Safety and Health Act of 1970,

Safe + Sound is supported by

Under the Occupational employers are responsible for providing safe and healthful workplaces for their employees. OSHA’s role is to help ensure these conditions for America’s workers are met. In 2018, VPPPA joined the Safe + Sound Campaign as an organizer to encourage businesses throughout the United States to provide a safe

There are many innovative

over 228 partners, including

ways to demonstrate your

safety and health professional

commitment to safety and

organizations, trade and

health during this weeklong

industry associations,

event. Businesses can host their

academic institutions, and

own events (e.g. recognize a

state and federal government

workers contribution to safety or

agencies. Over 78,000

hold a Lunch and Learn), attend

participants regularly receive

another organization’s public

safety and health messages

event (e.g. webinar or training),

from Safe + Sound.

share educational resources on safety and health topics, post

Participate in Safe + Sound Week

their commitment to safety

management leadership, worker

the nation participate in Safe

to adapt Safe + Sound Week

participation, and a systematic

+ Sound Week, an event where

approach to finding and fixing

businesses recognize their

hazards. Serious job-related

commitment to keep workers

injuries or illnesses don't just

safe year-round. Safe + Sound

hurt workers and their families,

Week is also a time when

they can hurt businesses in

information and ideas are

a variety of ways. Because

shared to help get your safety

safety and health programs

and health program started or

proactively prevent injuries and

improve an existing program.

illnesses, their implementation

Last year, 3,478 businesses held

can save businesses money,

Safe + Sound Week events.

workplace by implementing a safety and health program that incorporates elements of

and improve their safety

Each August, businesses across

Safe + Sound Week will be

and health performance and

held this year from August

competitiveness.

9-15, 2021. Organizations of

Safe + Sound includes

any size or in any industry

periodic activities and events,

looking for an opportunity to

ranging from regular email

show their commitment to

updates to educational

safety to workers, customers,

resources to challenges

the public, or supply chain

designed to raise awareness of

partners can participate in Safe

the value of workplace safety

+ Sound Week. Registration

and health programs and

opens in early July and will

Leader—Spring 2021

and health on social media, and

www.osha.gov/safeandsound to receive a monthly newsletter and all Safe + Sound related announcements. Follow Safe + Sound activities and share content on social media using #SafeAndSoundAtWork. Questions? Email us at safeandsoundcampaign@dol.gov.

Get Your Safety and Health Program Started Check out the simple steps provided on the next page. Following these steps can help you get your safety and health program started today.

much more. Please feel free events to how your workplace is currently operating.

SAVE THE DATE AUG 9–15

10 Ways to get your program started

If you are not quite ready to implement a complete safety and health program, here are some simple steps you can take to get started. Completing these steps will give you a solid base from which to take on some of the more structured actions you may want to include in your program.

Establish safety & health as a core value Lead by example

Implement a reporting system Provide training

Conduct inspections

Collect hazard control ideas

Implement hazard controls Address emergencies

2 3

4 5 6 7 8

9 10

Seek input on workplace changes

Make improvements to the program

1 0 Ways to G e t you r Pro g ram St ar ted

www.osha.gov/safeandsound

Tell your workers that making sure they finish the day and go home safely is the way you do business. Assure them that you will work with them to find and fix any hazards that could injure them or make them sick. Practice safe behaviors yourself and make safety part of your daily conversations with workers. Develop and communicate a simple procedure for workers to report any injuries, illnesses, incidents (e.g., near misses/close calls), hazards, or safety and health concerns without fear of retaliation. Include an option for reporting hazards or concerns anonymously. Train workers on how to identify and control hazards in the workplace, as well as report injuries, illnesses, and near misses. Inspect the workplace with workers and ask them to identify any activity, piece of equipment, or materials that concern them. Use checklists to help identify problems. Ask workers for ideas on improvements and follow up on their suggestions. Provide them time during work hours, if necessary, to research solutions. Assign workers the task of choosing, implementing, and evaluating the solutions they come up with. Identify foreseeable emergency scenarios and develop instructions on what to do in each case. Meet to discuss these procedures and post them in a visible location in the workplace. Before making significant changes to the workplace, work organization, equipment, or materials, consult with workers to identify potential safety or health issues. Set aside a regular time to discuss safety and health issues, with the goal of identifying ways to improve the program.

www.osha.gov/safeandsound

Leader—Spring 2021

FEATURED P R O D U C T S

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ULC 100 Water Fountain Lockout Lori Smith lsmith@us.abus.com / 800-352-ABUS https://www.youtube.com/watch?v=QyAXkXfuYl4 Eliminate access to water fountain spouts while the bottle filling station remains operational with the ULC 100 Lockout

ALWAYS IN MIND, INC. (AIM) VPP Star Site Flag

Booth 231

Andre Badeaux sales@aimforsafety.com / 1-800-220-1818 aimforsafety.com Item #VA8000C, 4’x6’ double-sided.

Device. Made of high-quality material, the tamper resistant, drawstring bag works on virtually every fountain type. Installation requires no tools!

CLEANSPACE TECHNOLOGY CleanSpace Respirators

Jon Imms sales@cleanspacetechnology.com https://cleanspacetechnology.com/ CleanSpace Respirators are the world's lightest powered respirators, providing high protection and cost-effective respiratory protection solutions. The NIOSH approved PAPR offers protection from airborne particles, and with no belts or hoses mean superior comfort and compliance.

38 Leader—Spring 2021

CONCEPT SEATING 24/7 Chairs

Booth 306

Jeff Greger jgreger@conceptseating.com / (262) 777-2292 https://www.conceptseating.com/ Concept Seating provides ergonomic and durable seating for 24/7 environments. Vital employees must remain alert, focused, and productive. Concept Seating chairs and stools help minimize fatigue and discomfort for people of all body types. Concept Seating is the best choice for 24/7 workplaces.

vpppa.org

Be sure to check out all of these featured products and companies online!

BLACKLINE SAFETY

G7 EXO Area Gas Monitor Blackline Safety Sales Team Sales@BlacklineSafety.com / 403-451-0327 BlacklineSafety.com

BULLI RAY—OCCUPATIONAL DOG BITE SAFETY

Booth 134

Dog Bite Prevention Online Training Course

Introducing the industry’s first direct-to-cloud connected

Cynthia Ballenger cballenger@bulliray.com / 888-777-DOGS (3647) www.bulliray.com

area gas monitor with cellular and satellite connectivity. Built

Affordable online training and PPE’s for employees exposed

to last with a strong rugged design, 100+ day battery life and

to dog attacks. A trusted company with over 26 years

cloud-connected technology for streamlined data collection

of industry experience. Reduce employee incidences of

and reporting, your worksite has never been so protected.

dangerous dog encounters by giving your employees the knowledge and tools needed to be safe.

INDUSTRIAL TURNAROUND Booth 743 CORPORATION (ITAC) Modular Collapsible Hatch Guard

Modular Collapsible Hatch Guard Adam Wolovick Adam.wolovick@itac.us.com / 804-414-1149 www.itac.us.com

ROCO RESCUE ASAP Lock

Booth 405

Teresa Wilson twilson@rocorescue.com / (225) 215-2157 https://blog.rocorescue.com/roco-rescue-blog/rescuetoolbox-petzl-asap-lock ASAP Lock follows the user without intervention. In a shock

ITAC introduces a collapsible hatch guard system that can

load or sudden acceleration (fall), it locks on the rope and

be attached to any roof access hatch. This system can be

stops the user. The integrated locking function allows you to

designed to attach to existing hatches or to new-build

immobilize the device to reduce the potential fall distance.

hatches and is designed to collapse down to an unobtrusive level. Perfect for architecturally significant buildings while also providing for safe protection of access hatches. vpppa.org

Leader—Spring 2021

Membership Corner

Twitter: @VPPPA

Instagram: @VPPPA_Inc LinkedIn: VPPPA, Inc.

Spring Members of the Month

Congratulations to our spring Members of the Month!

March:

April:

Michael Wilts

Steve Ballinger

Industrial Hygienist

Manufacturing Engineer—

Bayer CropScience, Region VII

GE Healthcare,

EHS Site Leader Region VI

May:

Neil Critchlow Morton Salt, Painter

Region VIII

Want to submit someone to be considered as a VPPPA Member of the Month? Email membership@vpppa.org. Visit vpppa.org to read more about the current Member of the Month.

The Safety+ Symposium is back… And it will look a little different!

Join the VPPPA N.O.W. (Network of Women) Facebook Group

Welcome!

Are you a woman in safety

Please join us in welcoming our

looking to network with

two new employees!

The VPPPA National Office staff has two new faces.

industry peers? Consider joining the VPPPA N.O.W. Facebook group! This is a private space to come together

Welcome to the New Safety+ A Hybrid Event

as women to encourage, pose questions, and empower.

Three ways to attend!

Because women are what is

In-Person

search for “VPPPA N.O.W.” on

Missing in-person networking? Come get reacquainted with your safety peers in Nashville.

happening in safety NOW. To find the group, simply Facebook and request to join.

Son Nguyen Membership &

Outreach Manager

Virtually

Not ready to leave the comfort of your home? Get access to all sessions, livestreamed daily, and a virtual exhibit hall.

Hybrid Access

Want access to the in-person experience and access to all the sessions after the show? Choose Hybrid.

Ariana Hanaity

Communications Coordinator

Gaylord Opryland Convention Center Nashville, Tennessee

August 31–September 2

40 Leader—Spring 2021

vpppa.org

Infographic Corner

40 million adults are affected by anxiety disorders.

53%

of U.S. adults say that worry and stress related to COVID-19 has had a negative impact on their mental health.

Women make up 9% of U.S. construction workers. –OSHA Women only make up

22 percent of professionals

who have earned the certified safety professional designation, according to BCSP. A study published in the International Journal of Environmental Research and Public Health noted that

41.2% of at-home workers reported low back pain, while 23.5% reported neck pain. vpppa.org

According to research published by the Journal of Occupational and Environmental Medicine,

approximately twothirds (64.8%) of respondents reported

new physical health issues and approximately three-fourths (73.6%) reported new mental health issues arising since WFH.

75% of workers

have struggled at work due to anxiety caused by the COVID-19 pandemic and other recent world events. —Forbes

10,000 employees

surveyed by the Becker Friedman Institute for Economics at the University of Chicago said they thought they were just as productive working from home compared to working in the office. Additionally, 30% of those respondents told researchers they were more productive working from home. Leader—Winter 2021

www.vpppa.org

VPPPA National Board of Directors Chairperson Terry Schulte, NuStar Energy, LP

Vice Chairperson Dan Lazorcak, CSP, Honeywell International Treasurer Sean D. Horne, Valero Energy Secretary Kristyn Grow, CSP, CHMM, SGE Cintas Corporation

Ad Index

Be sure to check out the Featured Product Listing on pages 38–39.

Advertiser Website

Page

Access Compliance www.accesscompliance.net

AIM

www.aimforsafety.com 29

Blackline Safety

www.blacklinesafety.com 2

Bollé

www.bollesafety-usa.com 44

Cleanspace Technology

www.cleanspacetechnology.com 9

Director from a VPP Contractor/ Construction Site Brad Gibson, S&B Engineers & Constructors

Creative Safety

www.creativesafetyllc.com 17

Director-at-Large Shelly Ettel, PCAPP

Ericson

www.biokinetix.com 34

Director-at-Large Bill Linneweh, CSP, Hendrickson International

Gas Clip

www.gascliptech.com/index.php 43

Glove Guard

www.gloveguard.com 25

Magid

www.magidglove.com/work/safety 13

Roco Rescue

www.rocorescue.com 3

Director from a Site With a Collective Bargaining Unit Jack Griffith, CH2M Hill Plateau Remediation Company Director from a Site Without a Collective Bargaining Agent Johnathan “JD” Dyer, Shermco Industries Director from a DOE-VPP Site Vacant

Director-at-Large Andy Youpel, SGE, Brandenburg Industrial Service Company Director-at-Large Christina Ross, Morton Salt Director-at-Large Vacant Director-at-Large Rocky Simmons, Mission Support Alliance Editor Kerri Usher, VPPPA, Inc. Associate Editor Ariana Hanaity, VPPPA, Inc.

Safety+ Symposium www.vpppa.org 7 Working Concepts

www.softknees.com 21

EDITORIAL MISSION

The Leader (ISSN 1081-261X) is published quarterly for VPPPA members. The Leader delivers articles from members for members, safety and health best practices, developments in the field of occupational safety and health, association activities, educational and networking opportunities and the latest VPP approvals. Subscriptions are available for members as part of their membership benefits and at a 50 percent discount beyond the complimentary allotment. The nonmember subscription rate is $25 a year. Ideas and opinions expressed within The Leader represent the independent views of the authors. Postmaster >> Please send address changes to: VPPPA, Inc. • 7600 Leesburg Pike, East Building, Suite 100 • Falls Church, VA 22043-2004 VPPPA, Inc., the premier global safety and health organization, is a nonprofit 501(c)(3) charitable organization that promotes advances in worker safety and health excellence through best practices and cooperative efforts among workers, employers, the government and communities.

Leader—Spring 2021

VPPPA contacts

o reach the VPPPA National Office, call (703) 761-1146 or visit T www.vpppa.org. To reach a particular staff member, please refer to the contact information below.

Sara A. Taylor, CMP Director of Operations staylor@vpppa.org

Sierra Johnson Special Projects Coordinator sjohnson@vpppa.org

Natasha Cole Events Coordinator ncole@vpppa.org

Son Nguyen Membership & Outreach Manager snguyen@vpppa.org

Heidi Hill Senior Event Sales & Advertising Coordinator hhill@vpppa.org

Kerri Usher Communications & Outreach Manager kusher@vpppa.org Ariana Hanaity Communications Coordinator ahanaity@vpppa.org

vpppa.org

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7600 Leesburg Pike, East Building, Suite 100 Falls Church, VA 22043-2004 Tel: (703) 761-1146 Fax: (703) 761-1148 www.vpppa.org VPPPA, a nonprofit 501(c) (3) charitable organization, promotes advances in worker safety and health excellence through best practices and cooperative efforts among workers, employers, the government and communities.

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2021 Spring Leader - Profiles in Safety: Lessons Learned

Articles inside

Message from the Chairperson