2021 Winter Leader - Best Practices

VOL8/NO1/ WINTER 2 021

COVID-19 Exposure Control at Work Performing a Combustible Dust Hazard Analysis Safety Training Emergency Eyewash & Shower Strategic Safety Communications New Employee Short Service Worker Program Manual Material Handling Bootcamp

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CONTENTS

VOL 8 | NO 1 | WINTER 2 0 21

FEATURES

8

Latest Recommendations on COVID-19 Exposure Control at Work

By Douglas Kalinowski, CIH,

Directorate of Cooperative and State Programs, OSHA

12

Best Practices for Performing a Combustible Dust Hazard Analysis

By Timothy J. Myers, Ph.D.,

P.E., CFEI; Sean O’Hern, Ph.D., P.E., CFEI, LEED® AP; Michael Stern, Ph.D., P.E., CFEI; Alfonso Ibarreta, Ph.D., P.E., CFEI

16

Emergency Eyewash & Shower Best Practices During COVID-19

By Wesley Day, Guardian Equipment and James Fountaine, Cintas

20

Strategic Safety Communications— Aligning your Team for Success

By Lynn Tegeler, CH2M HILL Plateau Remediation Company

24

Protecting the New Employee—The Brock Group’s Short Service Worker Program

By The Brock Group HSE Team

28

Best Practices in COVID-19 Management

By Colin Brown, PhD, CSP, CIH and Jessica Richardson, CSP, CHST, STSC, CIT

32

Three Keys to Turn Safety Training Into a Best Practice

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

20

Owner—Creative Safety LLC

36

Ergonomics Training Program Not Working?

Put Workers Through a Manual Material Handling Bootcamp

COLUMNS 4 6

Global Safety and Health Watch

By Shelly Carmichael, Staff

Editor, Coca-Cola; Contributed by: Brock Anderson, Ergo-ology

SECTIONS 40 41 42

vpppa.org

Message from the Chairperson

Membership Corner Infographic Corner Ad Index

Leader—Winter 2021

3

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

A

s we put 2020 behind us and look forward to what 2021 will bring, I could not be prouder of our amazing VPPPA membership. The countless stories I have heard of member helping member are nothing short of amazing! By sharing

your knowledge, written protocols and safe work practices, you have supported one another, and together, we’ve made it through 2020 as safely as possible. The continuous caring and sharing that occurs each and every day by the VPP community is inspiring.

Keeping with that spirit, I could not be more excited for our first virtual conference, Next Level Safety, coming safely to your computers April 20-21. We have many talented and experienced speakers lined up, including an entire track from our partners at OSHA, to continue our sharing and caring philosophy during this virtual event. I can’t wait to see all of you that I have come to know through the years, and I look forward to the new friends I’ll meet as well. Although we will be seeing each other through a screen instead of

By sharing your knowledge, written protocols and safe work practices, you have supported one another, and together, we’ve made it through 2020 as safely as possible.

in person, I cannot wait.

I am also excited about our Safety+ Symposium in Nashville this year, taking place from August 31-September 2. I hope to see many of you there, face-to-face. Don’t worry, the safety and health of our attendees remains our top priority, and we will be following all COVID protocols to keep everyone as safe and healthy as possible.

For those who can’t make it in person, we will still have plenty for you to see and do virtually. We have received an overwhelming number of requests from our membership to have this conference. As versatile as virtual events have become, we know our membership finds the most benefit from networking, sharing and learning from each other. We want to give our members the option to attend the Safety+ Symposium in whatever format best fits their needs. I am very eager to share this hybrid event with our members, and I hope to see you then—either virtually or in person.

I am sure there will be more opportunities for our membership to shine and come together to help each other face challenges in the coming year. I don’t know what 2021 will bring, but I do know with our amazing VPPPA members all working together, nothing can stop us. We are better together.

Sincerely,

Terry Schulte, VPPPA Chairperson

4

Leader—Winter 2021

vpppa.org

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By Jamie Mitchell Communications Coordinator, VPPPA, Inc.

Global Safety and Health Watch

COVID-19 Long-Term Effects on Health & Safety

A

s of January 2021,

like a common cold or flu,

Patients in this study had a

COVID-19 has

or possibly no symptoms at

mean age of 44 years, so were

killed over 2 million

all. However, some people

very much part of the young,

people globally.

endure severe symptoms and

working-age population.”

Additionally, 14.6 million

need hospital care. Yet there

doses of the vaccine have been

is another phenomenon that

wonder if their lives will ever

administered around the world

is not yet fully understood.

return to normal—or is fatigue,

so far. Cases continue to spike,

After surviving the virus, some

shortness of breath, and an

yet with vaccines on their

people suffer from what has

altered sense of smell and taste

way for the public, there is

been named “long COVID.”

their new daily life. As more

finally a potential end in sight.

According to Gavi-The

When the pandemic is behind

Vaccine Alliance, “Long

us, what aspects will carry

COVID is characterized by a

on into the future? What are

constellation of symptoms,

the true long-term effects of

including—variably—

COVID-19?

shortness of breath, marked fatigue, headache, and loss

Long-Term COVID Effects on the Body

of ability to taste and smell

infected with COVID-19

ill enough to be admitted

Fortunately, most people

experience mild symptoms

normally. A relatively large study of 384 individuals to hospital with COVID-19 showed that 53 percent remained breathless at a follow-up assessment one to two months later, with 34 percent having a cough and 69 percent reporting fatigue.”

Data shows that people with more severe initial symptoms, in addition to being older, having a higher body mass index and being female, can also contribute to suffering from long COVID. Another study looked at a

6

Leader—Winter 2021

Many COVID survivors

research is done on COVID survivors, we will learn more about the long-term effects of the virus on the lungs, heart and other organs.

Long-Term COVID Impact on Workplace Safety

Safety is essential for every worker, especially anyone who must physically report to a workplace. While a lot of people continue to work from home, essential workers (including many VPPPA members) do not have that luxury. This pandemic provides a unique opportunity to build workplace safety protocols that go above and beyond the norm and continues a pattern of inclusion in safety policymaking.

Sharon Block, executive

200-person sample of those

director of the Labor and

who had recovered from

Worklife Program at Harvard

COVID-19. It found “mild

Law School, pointed out that,

organ impairment in 32

“Employers and federal and

percent of people’s hearts, 33

state leaders should develop

percent of people’s lungs and

more collaborative decision-

12 percent of people’s kidneys.

making processes and find more

Multiple organ damage was

ways for workers to have a

found in 25 percent of patients.

voice.” She also said she would vpppa.org

like to see “more joint problem-

norm… Yes, that includes

solving with employers,

organizations taking steps

labor unions, advocates and

to protect their workers

government leaders.”

from being infected by the

Workplace safety is more

coronavirus. But it also means

important now than ever

the employees themselves

before. A COVID outbreak at

stepping up to avoid spreading

a site can be a detriment to

it to their colleagues.

workers’ lives and to the future

Workplace safety encompasses

of the business.

all factors that impact the

In Chuck Pettinger’s article for Industry Week, “5 Signs You’re Building A Culture of

safety, health, and well-being of employees…”

This issue of the Leader

Safety—For A Pandemic and

magazine details a wide

Beyond,” he stated:

variety of safety and health

“Workplace safety has

best practices. On page 8 you

become a buzz-phrase in

can even read six examples of

2020, as the pandemic has

how worksites quickly adapted

made safety concerns related

to continue their operations

to the spread of COVID-19 a

in a pandemic. Workplaces

top priority for most business

that show their commitment

leaders. Safety is all about

to keeping workers safe at

people, and building a culture

all times, especially during

of safety is about instilling

a global pandemic, will have

behaviors that become the

continued success.

vpppa.org

Note from the author: Thank you to the authors, Blue House Design Company, Master Print and the amazing VPPPA members that make every issue of the Leader magazine possible. This will be my final time putting together the magazine and I have loved collaborating with everyone each quarter.

SOURCES https://www.shrm.org/resourcesandtools/legal-and-compliance/ employment-law/pages/covid-19-pandemic-shaped-the-future-ofwork.aspx https://www.who.int/docs/default-source/coronaviruse/risk-commsupdates/update-36-long-term-symptoms.pdf?sfvrsn=5d3789a6_2 https://www.industryweek.com/operations/safety/article/ 21138971/5-signs-youre-building-a-culture-of-safety-for-apandemic-and-beyond https://www.economist.com/graphic-detail/2020/12/15/whicheconomies-are-most-vulnerable-to-covid-19s-long-term-effects https://wellcome.org/news/more-health-crisis-covid-19-impactsare-far-reaching-and-long-term https://www.gavi.org/vaccineswork/long-term-health-effectscovid-19

Leader—Winter 2021

7

Latest

Recommendations on

Exposure Control at Work

By Douglas Kalinowski, CIH, Directorate of Cooperative and State Programs, OSHA

8

Leader—Winter 2021

vpppa.org

OSHA often hears from employers, “It is so difficult to control employee exposures to COVID-19!” While the last several months have been a challenge for everyone–hospitals, long-term care facilities, manufacturers, retailers, construction contractors, office workers, restaurants and the hotel industry, just to name a few, we have continued to learn more on controlling worker exposures to this potentially deadly virus.

SHA has been working

combined strategies will help

wherever feasible and used

diligently with the

protect health care, essential

barriers and face shields where

Centers for Disease

businesses and schools;

adequate distancing was

Control (CDC), the

effectively bridging a future

not possible.

National Institute for

with high community coverage

Occupational Health and

of effective vaccines and a safe

various stakeholder groups to

return to more activities in a

create and refine recommended

range of settings.

work practices for controlling workplace exposures to

employers, including VPP

COVID-19. A host of general

participants, about some of their

and industry-specific

effective approaches to address

recommendations can be found

COVID–19 in their workplaces.

on OSHA’s website at

A few examples of employers

www.osha.gov/coronavirus.

taking proactive steps to protect

On December 4, 2020, the CDC released a Summary of Guidance for Public Health Strategies to Address

vpppa.org

OSHA has heard from many

their workers include:

A major poultry processor in Florida, and

A home siding company in South Carolina,

developed and is implementing an effective COVID-19 written program. The company has a

regular practice of temperature checking, social distancing, sanitizing practices and restriction of visitors and nonessential personnel in the plant.

Employees have been very good about reporting symptoms and quarantining until they meet the protocol to return to work.

High Levels of Community

VPP participant, created a

The company also requires

Transmission of SARS-CoV-2

playbook very early in the

documentation of negative

and Related Deaths. This report

pandemic with a crisis team to

test results (if tested) before

highlights that COVID-19

address every initial notice of

employees return to the plant.

pandemic control requires a

a positive case, emphasizing

Employees are not penalized for

multipronged application of

the importance of privacy,

absences related to COVID-19.

evidence-based strategies

discussing and notifying labor

while improving health equity,

representatives and local

had a few employees out on

including: universal face mask

health department officials,

quarantine, but only two

use, physical distancing,

ramping up cleaning and

employees have received a

avoiding nonessential indoor

providing information and

positive COVID test as of this

spaces, increasing testing,

training to supervisors and

article. Neither case could be

prompt quarantine of exposed

employees. The employer

linked to exposure at the plant

persons, safeguarding those

created a FAQ factsheet for

and both recovered 100 percent

at increased risk for severe

supervisors to engage with

without any hospitalization.

illness or death, protecting

employees, implemented

Through contact tracing, the

essential workers, postponing

site-wide mask mandates and

company determined that no

travel, enhancing ventilation

employee screenings including

other employees had been

and hand hygiene and

temperature checks, limited

exposed (less than six feet/

achieving widespread COVID-19

site visitors and vendors,

no mask) to the employees

vaccination coverage. These

implemented social distancing

exhibiting symptoms.

The company has routinely

Leader—Winter 2021

9

A wood pellet manufacturing company in West

proactive on preventing

technology; and conducting

employee exposures to viruses

health screenings for anyone

dating back to the SARS virus,

entering the facility.

COVID-19 Safety Protocol

employees from COVID-19

Virginia developed a detailed and Best Practices document that covers protocols for employees who are sick at work, physical distancing and contact reduction measures, appropriate PPE, enhanced workplace sanitization, employee post-infection return to work policies, visitor protocols, rapid incident reviews and enhanced and

took additional steps to protect exposure, such as developing a poster to help provide information to its employees.

The company also requires that if someone in an employee’s household tests positive for COVID-19, all family members must test negative after quarantine before the employee returns to work. Additionally, if that employee carpools with

effective communications.

other employees, the company

A cooler manufacturer

in the carpool get tested.

guidelines with a daily

No employees

in Iowa adheres to CDC

review of the latest guidance for updates and changes.

Employees are kept abreast on updates with periodic reminders to keep the information fresh in their minds. All hand tools, tables

asks that the other employees

have tested positive for

COVID–19 as of this article.

and other equipment are sanitized before and after

The company also aids any

each shift. Breakroom and

employee needing help with

bathrooms are sanitized

obtaining a medical provider,

regularly. The employer

through several nearby urgent

conducts temperature checks

care facilities and occupational

on employees when entering

medicine units. They provide

prior to shifts, and ensures all

employees, including temporary

doors are locked, no guests

employees, with access to free

or truck drivers can enter the

influenza vaccines. The company

building, and employees are

has generally had a much lower

effectively practicing social

rate of employee exposures due

distancing. Weekly startup

to its continuous training and

meetings include new policies,

preventive measures.

guidelines and updates, with materials placed on breakroom

A large meat processor

disinfection efforts, including whole facility deep cleaning every day; hiring dedicated staff whose only job is to continuously clean facilities, including common areas beyond the production floor; and using ultraviolet (UV) germicidal air sanitation and plasma air technology to neutralize potential viruses in plant ventilation and air purification systems.

Team Member Support

Removing vulnerable populations from their facilities; offering full pay and benefits; covering 100 percent of COVID-19 health expenses for team members and their dependents enrolled in the company’s health plan; requiring sick team members to stay home from work; waiving shortterm disability waiting periods; educating and encouraging team members to practice social distancing at home and in the community outside of work; and implementing flexible work-from-home practices for corporate team members.

Safety Measures

Increasing spacing in cafeterias, break and locker rooms, including placing dividers in

employees have tested positive

to improve various corporate-

common areas and on the

for COVID–19 as of this article.

wide COVID–19 employee

production floor; providing extra

The employer has found that

protection strategies, including:

personal protective equipment

its efforts, including social distancing, daily temp checks, and instructions to stay home if sick without repercussions have proven to be practical preventative measures.

An auto parts manufacturer in Georgia

with a history of being very Leader—Winter 2021

Increasing sanitation and

has implemented and continues

tables for review. No

10

Increased Cleaning & Sanitizing

(PPE), including face shields

Health & Wellness Checks

and protective masks, which are

Conducting random, routine

required to be worn at all times;

surveillance testing of

promoting physical distancing

asymptomatic team members;

by staggering shifts, start times,

temperature testing all team

and breaks; hiring staff to

members prior to entering

assist with education, training

facilities, including the use

and enforcement of COVID-19

of hands-free thermometers

preventive measures; and

and thermal imaging testing

restricting access to facilities. vpppa.org

Enhanced Safeguards The employer recognizes its responsibility as a food company during this unprecedented crisis and has continuously modified operations, based on the latest available guidance from experts, to improve coronavirus preventive measures. To date, the company has invested more than $200 million in health and safety measures to protect its workforce and more than $160 million in increased wages and bonuses. The company’s free surveillance testing program allows them

Many employers have

the preventive measures and

and be willing to share new

entrance screening protocols

demonstrated the effectiveness

ways to improve on the

as the virus spreads across the

of proactive measures and

recommendations that are

country. The employer has also

follow up processes to

in place. Together, we must

the community into the plants

enhanced health benefits to

protect their employees from

commit to keeping workers,

and mitigate spread through

retroactively cover 100 percent

COVID–19 exposures. With a

their families and communities

immediate quarantine and

of all COVID-19 related health

vaccine on the horizon, now

safe and healthy. OSHA is doing

contact tracing procedures. This

expenses for its team members

is not the time to relax and

everything we can to help

also gives them the opportunity

and their family members

let our guard down. We must

achieve this goal. We encourage

to continually assess and

enrolled in the company’s

continue to protect workers

every employer and worker to

validate the effectiveness of

health insurance plan.

from exposures to COVID-19

continue their efforts as well.

to quickly identify potential introduction of COVID-19 from

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Leader—Winter 2021

11

BEST PRACTICES FOR PERFORMING A

HAZARD ANALYSIS By

Timothy J. Myers, Ph.D., P.E., CFEI

Sean O’Hern, Ph.D., P.E., CFEI, LEED® AP Michael Stern, Ph.D., P.E., CFEI

Alfonso Ibarreta, Ph.D., P.E., CFEI

12

Leader—Winter 2021

vpppa.org

INTRODUCTION

Owners and operators of facilities across

strong team led by a qualified individual [NFPA 652 sec.

multiple industries, including manufacturing, food production and chemical

7.2.2]. The qualified individual,

processing, are tasked with identifying and mitigating combustion hazards

retained consultant, should be

associated with the production and handling of combustible particulate solids.

While the premise of such an assessment, referred to in practice as a Dust Hazards Analysis, or DHA, is relatively straightforward, the actual execution is not. The NFPA standards that govern DHAs permit the owner/operator to

who may be an employee or a familiar with conducting a DHA and with potential combustible dust hazards. The team should be diverse in their roles within the company to ensure that a variety of viewpoints

follow multiple methodologies and strategies that impact the quality and

and technical specialties are

cost associated with both the initial DHA as well as any mitigation strategies

may consist of staff from

undertaken by the facility. NFPA 652 contains a September 2020 deadline for retroactively performing DHAs on existing facilities that has recently passed.

included in the analysis. Teams EH&S, engineering, operations, maintenance and production.

After assembling a team, the

The purpose of this article is to provide guidance to owners and operators on

owner/operator must gather

how to prepare for and perform a DHA based on the authors’ experiences.

Information to ensure that

the appropriate Process Safety the team has a complete and

Goal of a DHA

In order to meet these

652 sec. 8.7.4]. The owner/

The NFPA standard that

objectives, the owner/operator

operator is also responsible for

governs the fundamentals of

is responsible for the following

preparing written procedures

combustible dust, NFPA 652

activities [NFPA 652 sec. 4.1]:

for operations at the facility

Standard on the Fundamentals

1. Determining the

(including maintenance and

of Combustible Dust, outlines

combustibility and

servicing operations), as well

the intended outcomes of

explosibility hazards

as retaining all appropriate

a compliant facility. These

of materials;

documentation [NFPA 652 sec.

objectives are as follows:[NFPA 652 sec. 4.2] 1. Reasonably prevent serious injury from flash fires and injury from explosions; 2. Provide occupants not in the immediate vicinity of a combustion event the time to evacuate, relocate or take refuge; 3. Prevent or mitigate fire and explosions that can cause the failure of adjacent buildings or building compartments; 4. Reasonably protect adjacent

2. Identifying and assessing

8.3.1, 8.3.2, 8.4.7.2, 8.7.3, 8.13.1].

any fire, flash fire, and explosion hazards; 3. Managing the identified

Preparing for a DHA Performing a DHA that

fire, flash fire and explosion

appropriately identifies hazard

hazards; and

scenarios requires significant

4. Communicating the hazards to affected personnel.

The first two items should be performed as part of the facility’s DHA. The DHA conclusions and recommendations should provide guidance on how items

properties and the public

(3) and (4) can be achieved.

from the effects of a

After the completion of the

combustion event; and

DHA, the owner/operator is

5. Limit damage to a facility

responsible for establishing

accurate understanding of the process as well as the existing safety features. The Process Safety Information may include:

• Combustible dust testing data • Process Information (P&IDs, Energy and Mass Balance Tables, Process Flow Diagrams, etc.)

• Equipment Information

(Operation and Maintenance Manuals, Control Systems, Alarms, Safety Interlocks, etc.)

• Safety information (existing

area electrical classifications,

preparation on the part of the

documentation on fire

owner/operator. Three steps

and explosion protection

of preparation that should be carried out by the facility owner/operator prior to starting the DHA include the following: 1. Assembling a team 2. Gathering appropriate Process Safety Information 3. Selecting the hazard assessment methodology(ies)

systems, etc.)

• Information on past incidents and near-misses

After assembling the team, the owner/operator should select one or more methodologies to evaluate the fire, deflagration, and explosion hazards. Typical methodologies utilized include

to ensure the ongoing

and implementing “a

production capability of

corrective action plan with

aspects to performing a high-

List” Analyses, Hazard and

the facility.

an explicit deadline” [NFPA

quality DHA is to assemble a

Operability Analyses (HAZOP),

vpppa.org

One of the most important

What-if Analyses, “Check-

Leader—Winter 2021

13

Self-heating is known to lead to smoldering of a material and can serve as its own ignition source at the point of self-heating or downstream in process equipment [UN Test N.4].

and Failure Modes and Effects

in the material being lofted

descriptions of these types of

determine where a combustible

into a cloud. Often overlooked

analyses is outside of the scope

dust may come into contact

equipment that can lead to dust

of this article, the reader may

with a competent ignition

clouds includes fans used for

find detailed descriptions in the

source in the presence of an

comfort and compressed air

Center for Chemical Process

oxidizer, typically oxygen in

wands used for cleaning.

Safety (CCPS) books published

air. Potential ignition sources

by the American Institute of

include hot surfaces, high

Chemical Engineers (AIChE),

temperatures, arcs and sparks,

Combustible Dust Hazard

and open flames. To determine

Analysis, 1st edition, 2017 and

if these potential ignition

Guidelines for Hazard Evaluation

sources are competent, testing

Procedures, 3rd edition, 2008.

of the combustible dust in the area of the potential ignition

Performing the DHA

source is required. Properties

After preparing for the DHA,

of the combustible dust the

the first step in performing

owner/operator may want

a DHA is to determine if a

to characterize include

combustible or explosible

the following:

dust is present, and if so, to

1. The minimum ignition

characterize its properties as

energy required to

required to support the DHA

cause ignition of a dust

[NFPA 652 sec. 5.1]. Areas in

cloud, which is useful in

which to locate and collect the

identifying the types of

material for testing should

electrical arcs that may lead

include the following:

to ignition; [ASTM E2019]

(silos, bins, mixers, etc.)

2. Inside dust collection equipment (ducts, baghouses, cyclones, etc.)

2. The minimum temperature required for a dust cloud to auto-ignite; [ASTM E1491] and 3. The minimum temperature

3. On conveyers belts and

of a surface required to ignite

inside bucket elevators

a layer of dust. [ASTM E2021]

4. Locations containing fugitive dust, including

The owner/operator

Mitigation Strategies After identifying the hazards, mitigation and prevention strategies (i.e., safeguards) need to be considered based on either the prescriptive NFPA requirements, or in order to sufficiently reduce the risk to life safety, based on the Performance-Based approach. Safeguards may also be warranted if the risk of operability disruptions or environmental releases exceeds the desired level. For example, an outdoor and remotely located dry material dust collector for non-metal combustible dust may not require explosion protection based on life safety considerations. Adding explosion protection, however, might significantly reduce downtime in the event of an internal deflagration within the collector.

Mitigation and prevention

should not fail to overlook

strategies generally work by

the potential for self-heating

eliminating one of the sides of

events. Self-heating is known

the Explosion Pentagon (Figure

to lead to smoldering of a

1): presence of combustible

material and can serve as its

dust, presence of an oxidizer

use of historical facility data

own ignition source at the point

(e.g., oxygen), presence of an

or published data to determine

of self-heating or downstream

ignition source, dust dispersion,

whether a dust is combustible

in process equipment [UN Test

and confinement. The presence

or explosible, the owner/

N.4]. Material is more likely

of combustible dust can

operator should be cognizant

to self-heat when exposed to

sometimes be eliminated or

of the fact that variations in

elevated temperature (such as

reduced by choosing different

particle size and morphology,

when passing through a dryer),

feedstocks that are not

moisture content, composition,

but may also occur at ambient

combustible due to a change

or other properties could

conditions, depending on the

in the chemical or physical

affect the combustibility and

material properties.

(i.e., particle size) nature of the

elevated surfaces (such as tables, structural beams, floors, under grates, etc.)

While NFPA 652 permits the

explosibility of a material. Thus,

Leader—Winter 2021

and processes that could result

performing a DHA is to

1. Inside process equipment

14

The second step in

Analyses (FMEA). While the

When identifying the

material. Alternatively, dilution

testing of a representative

locations where combustible

of the feedstock with an inert

sample using the Combustibility

dust are proximate to a

material can render the mixture

Screening Test (Trough Test)

potential ignition source in the

non-combustible. The presence

and the Explosibility Screening

presence of an oxidant (such as

of an oxidizer can sometimes

Test (Go/No Test) is typically

the oxygen in air), the owner/

be eliminated or reduced

the preferred methodology

operator should consider fans,

through addition of an inert

[NFPA 652 sec. 5.4.1 and 5.4.3].

blowers, and other equipment

gas to partially displace the vpppa.org

oxygen-containing air within equipment. Confinement can

dust collection systems and

Ig

As discussed previously, NFPA standards offer a series of prescriptive requirements for mitigation and prevention strategies. Following the prescriptive requirements is of a combustible dust hazard to an acceptable level. In some prescriptive requirements are infeasible or undesirable for a

er

DUST EXPLOSION

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cases, however, some or all the

g Oxy

one method to reduce the risk

iti

n

housekeeping procedures.

sp

on

given system. Alternatives to the prescriptive requirements

Fuel

may be permitted by the NFPA standards if they are an

sio

n nt

reduced through addition of

me

Di

vents; while dispersion can be

Con fine

be reduced by adding explosion

Equivalent Design (alternative safeguards or design that

Explosion Pentagon (public domain)

provide a level of safety equivalent to or greater than the prescriptive requirements), a Performance-Based Design, or based on a Risk Evaluation (as allowed in the prescriptive text of the NFPA standard).

Performance-Based Designs must be evaluated by qualified person based on design objectives, including life safety objectives set forth in the NFPA standards and other criteria for operability acceptable to the owner/operator. The design objectives are then used to define performance criteria that ultimately determine the conditions that must be met in order to achieve the performance criteria.

The development of these

There is no one correct

alleviating identified hazards

format for a DHA. The chosen

to be tailored based on the

format should be one that best

most practical options for the

communicates the findings to

facility. For example, for a

the personnel at the facility.

facility that possesses a dry

This could be in the form of a

media dust collector that lacks

table that contains information

explosion protection, it may

broken down by location or

make more sense to focus the

equipment, as a slide deck

recommendations on adding

including pictures of the

vents or chemical suppression

equipment, locations, and

to the existing collector, rather

findings, or as a written prose

than focusing on how a new wet

report. For example, a DHA

dust collector could also satisfy

report that focuses heavily

the requirements.

on housekeeping may be best suited for a slide deck that can show examples of appropriate

Conclusions

By design, the standards that

and inappropriate levels of

outline the requirements for a

accumulations. A report focused

DHA permit the owner/operator

on equipment compliance

to pursue multiple options for

issues, for example on whether

compliance. While this flexibility

explosion vents are properly

permits an owner/operator

Reporting findings is the final

sized, may be better suited to a

to tailor a DHA to meet their

step in completing a DHA. After

written report.

specific requirements, it may

conditions and their evaluation must be documented.

Report Findings

the DHA is complete, however,

Preparation of the report is

also leave some owners/operator

addressing the findings becomes

preferably an iterative process

with questions about how best

the responsibility of the owner/

with involvement of the facility.

to proceed. Our hope is that the

operator. This final process may

Involvement of the facility

guidance in this article answers

continue for some time.

allows for recommendations for

a few of those questions.

vpppa.org

Leader—Winter 2021

15

EMERGENCY EYEWASH &

SH W

By Wesley Day, Guardian Equipment and James Fontaine, Cintas

16

Leader—Winter 2021

vpppa.org

Did You Know?

• More than one half of work-related eye injuries occur in the manufacturing, service, and construction industries.1

• Most chemical and thermal eye injuries occur

ER BEST PRACTICES DURING COVID-19 vpppa.org

when persons are at work.1

• Each year nearly 800,000 eye injuries occur

on the job, including 36,500 that require the injured employee to take time off from work.2

• Only 40 percent of Environmental Health and

Safety professionals are “extremely confident” that their eyewash station is regularly maintained. Only 30 percent are “extremely confident” that the station would function properly in an emergency.3

• Eye injuries alone cost more than $300 million per year in lost production time, medical expenses and worker compensation.4

History

Worker safety and minimizing workplace accidents has been a priority for the United States government, private and publicsector employers since the passing of the Occupational Safety and Health Act of 1970. The Occupational Safety and Health Administration (OSHA), a part of the U.S. Department of Labor, was formed to set and enforce standards that are aimed at ensuring workplace safety.4 One of those standards, 29 CFR 1910.151(c), created the framework of the emergency eyewash & shower industry by stating, “where the eyes or body of any person may be exposed to injurious corrosive materials, suitable facilities for quick drenching or flushing of the eyes and body shall be provided within the work area for immediate emergency use.”4 ANSI, in conjunction with the Industrial Safety Equipment Association (ISEA), adopted the Z358.1 standard in 1982 that “… establishes minimum performance and use requirements for eyewash and shower equipment.” ANSI/ISEA Z358.1 provides guidance on how to manufacture, design, select and install emergency equipment for immediate flushing of the eyes and body.

Leader—Winter 2021

17

the hazard and the path of travel

allow for the movement of the

shall be free of obstructions.”5

unit to different placements in a facility.

The latest revision to the Z358.1 standard also includes the

regular inspections to ensure

as defined by ANSI, is a flushing

water level, cleanliness,

fluid temperature between

functionality, and ensure the

60–100F. The temperature

unit has not been used or

of the flushing fluid (usually

tampered with.

water) must be in this range

Application

for the full flushing duration, which is defined as 15 minutes.

The required temperature range was introduced as a revision to the standard in order to ensure the user is comfortable and can easily withstand a full 15 minutes using the shower or eyewash.

5

Equipment Styles & Applications

Upwards of 45 percent of emergency eyewash and shower units installed are not properly tested on a weekly basis.

Equipment Styles

There are varieties of product offerings within emergency eyewash and shower, both plumbed and non-plumbed types. They can range from: eyewash units, eye/face wash units, emergency shower units and combination safety stations (a unit that has both an eyewash

Key Takeaways

Leader—Winter 2021

or an eye/face wash and an emergency shower). Within each

Not all emergency equipment is made equal. An outdoor application at a wastewater treatment facility is much different than that of a research laboratory. Likewise, a push flag handle activated unit is much different than a swing down auto flow activated unit.

Assessing the environment, space constraints and, believe it or not, the aesthetics of your facility is critical when selecting an emergency fixture.

Have a Plan

Upwards of 45 percent of emergency eyewash and shower units installed are not properly tested on a weekly basis.

Emergency eyewash and shower equipment are safety devices designed to protect

Location, location, location.

product offering are different

Now more than ever, during

mounting styles, activation

times when companies may

methods, construction material

be bringing in additional

and hazard classifications. With

cleaning products, disinfectants

no clear guidance from ANSI or

and even hand sanitizers in

OSHA on which unit to choose,

larger quantities than any

it is important to keep certain

other time in history; where a

factors in mind when deciding

facility places, or installs, its

which “suitable facilities for

Testing. It is an industry

emergency equipment is often

quick drenching or flushing” are

requirement that plumbed

the most important factor to

right for your facility.

eyewashes and showers be

consider. ANSI/ISEA tells us that

18

Self-contained units require

concept of tepid water. Tepid,

Self-contained eyewash units

workers from serious injuries in the event of chemical exposure. More importantly, these pieces of equipment must be maintained and inspected to assure proper functionality and protection to workers.

activated weekly and self-

emergency equipment “shall

are becoming more popular

contained units be visually

be in locations that require no

within the industry. They are

inspected on a weekly basis. It

more than 10 seconds to reach”

oftentimes referred to as “15

is not required to run plumbed

in relation to the hazard, or

minute” stations and are gravity

units for the full 15-minute

injurious corrosive material. The

fed. These are usually placed next

flush; rather, just long enough

standard does go on to define

to hazards with high potential

to confirm they operate, to

10 seconds more narrowly as 55

for eye injury (e.g. forklift

confirm the flushing fluid is

feet, providing a more tangible

charging stations, machinery,

available and, very importantly,

number to work with. Take

tooling equipment, chemical

to clear out any stagnant water

this a step further, and the

storage, etc.). These units can be

that might be in the plumbing

emergency equipment must be

wall mounted, freestanding or

lines. Adhering to proper

“installed on the same level as

attached to a stand that would

testing procedures will in turn

vpppa.org

promote proper maintenance

facilities (both voluntarily and

of the equipment and reduce

involuntarily) have been forced

issues down the line.

to shut down for extended

Training. The key component behind any successful safety program is education. The Z358.1 standard requires that “any employees who may be exposed to hazardous materials shall be instructed in the location and proper use of emergency units.” Showers and eyewashes can be intimidating (understandable given the fact an emergency shower produces approximately 10 times more water than a residential shower) to employees who do not understand them.

Educating and training on their use, location and purpose can go a long way in securing the safety of any workplace.

The New Normal

Several of the CDC recommended disinfecting products that are effective against COVID-19 require a nearby eyewash station during use per the safety data sheet (SDS).

The arrival of COVID-19 has made us rethink workplace safety. What was never a simple process to begin with, COVID-19 has introduced complex threats and challenges for safety professionals and businesses across all industries.

New hazards. Facilities are purchasing large quantities of cleaners and disinfectants to help eliminate bacteria/viruses and keep their employees safe.

Done with good intentions, this represents a large influx of hazardous material into the workplace, that was not otherwise present, and must be properly supported with emergency eyewash and shower equipment. Hazards come and

amounts of time. These shutdowns have created unique hazards that may not be on a normal safety checklist. The CDC states, “the temporary shutdown or reduced operation of a building and reductions in normal water use can create hazards for returning occupants.” They go on to say, “Ensure safety equipment including…eyewash stations and safety showers are cleaned and well-maintained.” This emphasizes the importance of testing and maintaining emergency equipment, but it might not always be that intuitive. For example, before a facility shuts downs, they may turn off certain water supplies to remote or infrequently used sections of the building. Understanding the facility’s plumbing design and what plumbing fixtures are potentially affected by shutdowns is important.

Same space, different layout.

Eight months ago, the term “social distancing” did not exist. Today, you cannot go out to eat, fly on a plane or go to work without hearing or seeing those words. The concept has crept into every aspect of our lives and that includes at our workplace. Everything from lab spaces to office cubicles are being spread out to meet

Cintas Corporation can be a resource to provide eyewash products and services to your organization.

Wesley Day has been with Guardian Equipment for six years.

Before becoming the National Sales Manager, he held the titles of Regional Sales Manager and Sales Manager for the plumbing and new construction channel.

He holds an MBA degree from the University of New Hampshire and is always looking for ways to improve and better himself.

Wesley recently became ASSE 12080 certified as a Legionella Water Safety and Management Specialist. He is extremely passionate about Guardian Equipment and the value they bring to all layers of the emergency eyewash and shower industry. His passions outside of work are his wonderful wife and three young children and chasing a little white ball around on the golf course.

James Fontaine started with Cintas in 2008 as an Industrial Sales Rep in Rental. In FY09 he was named the Uniform Rep of the Year in the Central Plains Group and was promoted to Market Sales Manager for Salt Lake City, UT and Boise, ID locations. In 2016, James was asked to be the General Manger of location 180 in Salt Lake City, UT and helped turn around a struggling location. James and his wife live in Lehi, UT with their four children.

social distancing guidelines and

SOURCES

promote worker safety. Thus,

1

American Academy of Family Physicians

2

National Institute for Occupational Safety & Health

This could mean the addition

3

Harris Poll 2018

of new emergency eyewash

4

U.S. Department of Labor, Occupational Safety and Health Administration (OSHA)

5

ANSI/ISEA Z358.1 Emergency eyewash and shower equipment

facilities are forced to reassess where their hazards are located in relation to their workers.

and shower equipment, or the relocation of such equipment

go, but safety stays constant.

to ensure an ANSI compliant

Shutdowns and Re-Openings.

met. Staying compliant means

Throughout the year, many

staying diligent.

vpppa.org

Guardian Equipment is a leader in the emergency eyewash and shower industry with contributions from Cintas Corporation’s First Aid & Safety division.

55-foot maximum distance is

Leader—Winter 2021

19

STRATEGIC SAFETY COMMUNICATIONS BEST PRACTICES

20

Leader—Winter 2021

vpppa.org

Best practices are activities

As a prime contractor for the

that are recognized or

(DOE) Richland Operations

U.S. Department of Energy’s

believed to be correct or most

Office, CH2M HILL Plateau

effective for an organization.

(CHPRC) has built a strong

The foundation for successful

Remediation Company safety culture as demonstrated by being a DOE Voluntary

communication is built on

Protection Programs

management leadership,

(VPPPA) Star of Excellence and

Participant’s Association

employee involvement,

Legacy of Stars Site, as well

training and strategic

VPPPA awards at regional and

planning. While every

safety excellence requires

as through recognition with national conferences. Achieving

organization has its own way

effective communication, and

to accomplish its goals, there

have found that helped increase

are some steps that can help a team be successful.

these are some of the things we employee engagement in safety.

Three concepts we use to help drive success are:

• Be in alignment • Have a strategic plan • Know our audience

These key concepts are

ALIGNING YOUR TEAM FOR SUCCESS

By Lynn Tegeler, CH2M HILL Plateau Remediation Company

discussed below with techniques for delivering overarching company level or project level communications and implementation for field work.

Be in Alignment

We all need to know the direction we are headed before we start, and it is essential to align our communications with the workforce so that everyone understands the goals.

We begin with a strong foundation for successful communication within our organizational structure. Each communications team member is paired with a project or organization as a consultant.

The communications “consultant” develops a one-on-one relationship and encourages management leadership and engagement, conveys the value and role of effective communications, gains buy-in, and equips senior leadership with the tools to communicate to the project or organization for success.

vpppa.org

Leader—Winter 2021

21

It is also critical to look inward and perform a SWOT analysis to identify strengths, weaknesses, opportunities and threats.

Developing a strategic communications plan

Messages

First, it is important to determine

should include information

and organizations to maximize

your desired headline, the

about how to reach the

impact. Through relationship

effect you want your audience

important groups identified

building and consistency

to experience, your vision for

above and the messages that

with communications, we get

success, and ultimately, your big

will appeal to them. Key

to know our segment of the

picture result.

messages are the backbone

We constructed our communications team to be integrated with the projects

workforce and how they best

communications plan

this, we can benchmark and

incorporate a purpose, an

measure our success.

overview, a goal to define

Having this structure

success, specific objectives and

has proven to be extremely

a big picture schedule. Success

effective, and our management

must be measurable as well

team values the consultant role

as visualized. You must ask

of the communications team.

questions such as:

Have a Strategic Plan Essential to achieving our goals and communicating strategically is having thoughtfully developed communications plans. In developing communication plans, it is important to understand the “why” of strategic plans, define strategic communications objectives, develop key messages and know our audience.

Each communication plan defines which channels are most effective to reach each audience, when they should be leveraged and key messaging. The plan includes methods for interaction and creates consistency, helping to reduce confusion or missed information.

Leader—Winter 2021

of the communications plan.

Keeping messages concise, consistent and memorable guides all communication that follows. When developing overarching key messages ask, what is our elevator speech—that is, if you were on an elevator and only had

• What does success look like

the time until you reached

• What current challenges/

organization, what would you

in each of the next five years?

your floor to tell about your

barriers could keep us from

say? Your elevator speech

being successful?

• What are potential risks/barriers?

You need to identify the influencers and stakeholders:

• Who is our audience?

• Who has an impact on the outcome?

• Who are the stakeholders?

• Who are the decision makers?

• Who specifically supports each element?

• Who can affect the success?

• Who do we need to carry our story?

• What are the influencer’s current perceptions?

• Why does this audience care?

• What do they find relevant?

• And what are they

Sharing consistent and timely

receptive to?

information demonstrates

It is also critical to look inward

transparency and a sense of

and perform a SWOT analysis to

knowing what is happening

identify strengths, weaknesses,

with the company.

opportunities and threats.

The consequences of not

22

Key elements of the

receive information. With

The communication strategy

The framework provides

following a plan can be a

a clear view of the people

lack of communication or

who need to be influenced

inconsistent information,

and the scale of the work

leaving the workforce feeling

involved in meeting the stated

frustrated. When there is a

communication goals. Involving

lack of communication, the

employees in plan development

workforce will fill in the blanks

provides different perspectives

with their own ideas, which

and often firsthand knowledge

can create rumors and distrust.

about the intended audience.

should answer:

• Who are we and what do we value?

• How do we explain our brand?

• What good stories can we

share to help tell our story?

• Who can help us tell those stories?

Communications Tools and Strategies There are multiple ways

to communicate the same message. Using several methods can increase the opportunity for audiences to be aware. “Push” communications, when a message is sent or posted, and “pull” communications, when the audience takes the initiative to look for information such as on a web site or publication, are both effective means of communication, each with pros and cons. Some push communications include publications that may be at any interval - daily, weekly, monthly, quarterly or yearly.

Communication campaigns for specific safety issues, programs and events are effective tools, as well.

vpppa.org

Know our Audience

Strategic Communication in the Field

Communication Obstacles

A simple communication

Much of the time, we can deliver

barrier can make a task

the same message to a broad

difficult and potentially unsafe.

audience. But other times,

Through safety and health

messages should be tailored to

training, workers learn the

the audience. This helps with

correct way to wear Personal

getting buy-in from workers.

Protective Equipment (PPE)

We have seen success when we

and the processes to get the

have project specific or company

work done. Even with that

level safety challenges that

training and knowledge, PPE is

are work-related, productive

something we often overlook

and beneficial while engaging

as a communication barrier in

the workers and adding an

the planning stage. Respirators,

element of fun at work. These

hoods, face shields, hearing

safety challenges are tools to

protection etc., can hamper

communicate expectations for

the ability to communicate by

everyday tasks.

limiting visual and auditory

Teams try to take work out of

cues. For example, hearing

the challenge and turn it into a

protection might be applied

creative way of performing tasks

to lessen the damaging effects

by creating a theme around

of a high-pitched piece of

things workers enjoy. When the

operating machinery, however

activity is fun—preparing for an

this protection also lessens the

inspection, for example—crews

ability to hear one-another

look forward to the opportunity

creating a communication

to show off their projects.

barrier that needs to be

In every case, leaders must

mitigated. Identifying the

communicate the results, both

barriers, obstacles and hazards

positive and negative. Leaders

before beginning work, and

share any positives or best

finding a solution, is paramount

practices found. Too often

to keeping workers safe.

only the negative gets shared,

Organizations respond

overshadowing the good work.

and achieve success in many

Highlight good work first and

ways. CHPRC has a solid

foremost and acknowledge key

safety and health culture,

workers. Then communicate

and worker involvement is

deficiencies found so that

key to our safety success and

workers know what to look for

project performance. Being

before the next inspection.

recognized as a DOE-VPP

Finally, winners of the most

Star Site confirms CHPRC’s

recent safety challenges are

commitment to safety and

publicly acknowledged and

represents sustained excellent

praised at quarterly all-hands

performance resulting in

meetings. Hearing from each

consistent injury and illness

other helps to strengthen the

rates significantly below others

overall safety culture.

in the same industry.

vpppa.org

A simple communication barrier can make a task difficult and potentially unsafe. Through safety and health training, workers learn the correct way to wear Personal Protective Equipment (PPE) and the processes to get the work done.

These are a few examples of best practices for aligning communication within our team. Having a shared vision, a strategic plan with key messages and choosing the most appropriate communication tools are essential.

As a team, we must be in alignment, to know which direction we are headed and establish a plan to follow.

This strategic plan is key to guiding the organization, event or milestone each step of the way. As we develop the plan, we must know our audience and choose how to best communicate based on the audience we are addressing.

Lynn Tegeler has more than 30 years of experience developing strategies and coordinating communications and community activities for both large and small organizations. As part of the CH2M HILL Plateau Remediation Company (CHPRC) communications team, she currently supports the Safety, Health, Security and Quality organization as a communications consultant within CHPRC at the Hanford Site in Richland, Washington. Lynn earned a B.S. in Business Administration with a major in marketing from Oklahoma State University and has a Certificate in Corporate Community Relations from the Carroll School of Management Development Program from Boston College. Originally from Oklahoma, Lynn lived in southern California for eight years before moving to the Tri-Cities to work at Hanford in 1997.

Leader—Winter 2021

23

24

Leader—Winter 2021

vpppa.org

Some call it the “Short Service Worker Program” and some call it the “Mentoring Program,” but regardless what it is called, this Best Practice is a key part of this organization’s safety success. Keeping employees free from harm is imperative to any organization's success, and it is the driving force behind Brock’s Bsafe Culture of Respect and Caring.

N

according to data from the

North America. Contracts can

Bureau of Labor Statistics, and

be for short-term projects

nearly one-quarter of these

or multi-year maintenance

cases resulted in 31 or more

operations. Regardless of

days away from work.

duration, the industry must

Comparing these statistics to

be ready for increases and

Brock’s statistics, we identified

decreases in employees needed.

that short service workers

Thus, Brock must have a robust

were a majority of the injuries

process in place to on-board

occurring on our job sites.

personnel efficiently and with a

Having identified the risks

thorough understanding of the

with short service workers, we

hazards presented.

started brainstorming how to

The objective of the Short

help ensure these employees

Service Worker Program is to

understood the dangers of

complement the new employee

their work environment and

safety and health orientation

how to prevent accidents. The

and compliance programs,

finished product became the

introduce new employees to the

Short Service Worker Program,

company and facility/worksite,

which was designed to provide

provide them an ongoing

employees with less than 90

learning opportunity in the site

days experience on the work

standards, and instill in them

site or within the company

a firm understanding of our

early one-third of the

with safe work guidance

safety expectations.

nonfatal occupational

through the use of a qualified

injuries or illnesses that

Mentor and training.

involved time away from work

Brock is a service contractor,

For Brock, a short service worker (SSW) is defined as an employee, temporary worker,

are suffered by workers with

providing services in a variety

or subcontractor with less than

less than one year of service,

of client owned facilities across

90 days experience within the

PROTECTING THE NEW EMPLOYEE

The Brock Group’s Short Service Worker Program Submitted by The Brock Group HSE Team

vpppa.org

Leader—Winter 2021

25

implementing the program was to identify and train mentors to ensure the short service workers would receive the training and mentorship from qualified individuals.

Mentors are the key to reenforcing the SSW's training, skills and work habits. Mentors are selected by identifying leaders in their specific craft with a willingness to participate in the program. It is important that the Mentor is a coworker with responsibilities working alongside the SSW where they can develop a close working relationship allowing the SSW to feel comfortable asking questions and seeking guidance.

Mentor relaying safe work practices to a Short Service Worker.

The Mentor leads the SSW through the process and has

The Brock Short Service Worker program is an excellent component for VPP

success. The program embodies all of the

elements of VPP: Management Commitment—

management dedicates the time and resources

required for the program; Employee Involvment— this is an employee to employee process. More

experienced employees are teaching safe work

habits to less experience employees; Training— the Short Service Worker program enhances general safety training the employee has received before arriving at the site.”

— Jamie Robey, CSP, SGE—HSE Director, The Brock Group

graduates, standardized training for new hires, pairing new employees with experienced employees as mentors, and the opportunity for graduates to become mentors.

The Short Service Worker program consists of a six week program that is divided into three sections. The first four weeks are dedicated to reinforcing the employee's understanding of regulatory and best practice requirements.

The 5th week focuses on strengthening the employees

educate the SSW on the site safety standards while visually supervising the SSW on the job site and notifying management if there are any problems with a new employee such as a poor attitude or lack of interest.

To reinforce the SSW's understanding of regulatory and best practice requirements, a discussion guide was developed that assists the Mentor with conducting daily discussions with the SSW on prescribed topics pertaining to training the SSW has received.

The Mentor discusses the training's critical elements in a real-world atmosphere,

expectations and requirements.

re-enforcing the training

facility/worksite; an employee

The 6th week is reserved for

and allowing the SSW to ask

with less than 90 days with the

makeup in the event of an

questions after experiencing a

company; an employee that

absence during the training or

real work scenario.

has left the facility/worksite

if a SSW requires additional

or the company for more than

coaching in an area that has

program, the SSW must pass

six months; or an employee

previously been reviewed.

a comprehensive practical

The Brock Short Service

After completing the

examination and verbal review

exhibiting a lack of knowledge

Worker Program includes

by the site SSW Program

in the subjects covered in the

delivery of training material

Administrator. This part of the

Short Service Worker Program.

through handbooks that

program helps us identify if

increase efficiency, establish

we knew at a minimum we

the employee understands our

mitigation plans for sudden

wanted our program to provide

programs and expectations, or

increases in personnel

if additional steps need to be

and provide for better

taken to provide the employee

accountability. The first step to

with the nessasary knowledge

To accomplish our goals,

structured and progressive learning that was validated,

Leader—Winter 2021

new employees and program

the responsibility to coach and

understanding of craft specific

who has been identified as

26

provide a method to identify

vpppa.org

and skills to perform their

a changing workforce and

work safely.

work environments with a

When the SSW successfully

focus for opportunities to

completes the program, they

increase the efficiency of

become classified as an At

program implementation and

Risk Employee. An At Risk

management in addition to

Employee has completed the

driving consistancy of the

SSW Program but has been

material being presented.

with the company for less than

The program was piloted in

six months. These employees

select areas where we saw a

continue to be monitored and

26 percent decrease involving

evaluated by both Mentors

short service workers. Once the

and supervision to help the

program was fully adopted, and

employee successfully reach the

we saw a 60 percent decrease

company and site health, safety

involving short service workers

and environmental expectations.

from the pilot date.

Having recognized that

experienced, the Short Service Worker

Program is one of the most valuable safety

programs we have. Whether you are new to the

industry or new to Brock, this integral part of our training management system has proven over

the years to better allow newly hired employees

to return home to their families safely at the end of each day.”

—Drew Ashcraft, CSP-VP HSE, The Brock Group

Any short service worker

not all SSW's or job sites fit

program's success is dependent

the same mold, we developed

upon management and

different ways of implementing

employee dedication to making

the program to accommodate

sure they are committed to

the specific needs of employees

a safety culture that ensures

who had many years of

everyone performs their work

experience in their crafts

safely. With short service

and the work environment,

workers being the leaders in

an accelerated program for

workplace injuries, it only

immediate staffing needs and

makes sense to focus on

a program that addresses our

their needs and address them

mobile workforce.

appropriately. By instilling

The Brock Short Service

As the workforce becomes younger, less

safe work habits from the

application of that training.

Working alongside a mentor with adequate knowledge of the hazards within the industry and the craft competencies we perform, a short service worker gains the knowledge needed to safely perform their job functions.

Before development and implementation of the Short Service Worker Program, we saw a trend of newly

Worker Program is very

beginning of a worker’s time

comprehensive and requires

with the company, it builds

hired employees being more

engagement with SSW's

a culture that makes safety

susceptible to getting injured

at many different levels

second nature, improving the

on the job than anyone else.

and documentation of the

workforce and the lives of

Since implementation of this

SSW's progress. The Short

everyone involved.

program, we have significantly

Service Worker Program was

The Short Service Worker

improved that trend across

developed and piloted before

Program ties the general

the organization and have

companywide implementation.

safety training an employee

almost eliminated injuries to

It has been periodically

receives with the host site

employees with less than six

revised to meet the needs of

orientations to real, field level

months with the company.

vpppa.org

The Brock Group provides specialty craft and maintenance services to key industries across North America. Brock is dedicated to offering the safest and highest quality service and solutions. We view ourselves as partners with our customers, our employees and the communities in which we operate. Our performance-driven culture is led by having and developing the best people, the most efficient processes and the right tools for the job.

Leader—Winter 2021

27

BEST PRACTICES

IN COVID-19 MANAGEMENT

ELIMINAT

PPE

Colin Brown, PhD, CSP, CIH Jessica Richardson, CSP, CHST, STSC, CIT

28

Leader—Winter 2021

vpppa.org

ENGINEERING

TION/SUBSTITUTION

WORKERS’ COMPENSATION/ RECORDABILITY

ADMINISTRATIVE vpppa.org

Leader—Winter 2021

29

Introduction

several large construction

to eliminate all exposure or

companies who conduct

to SARS-CoV-2, the virus that

interaction, organizations can

preventative measures such

causes COVID-19, is a new

work to reduce exposure. For

as after-hours fogging in

challenge to the world and

example, increasing virtual

preparation for the following day.

the construction industry.

meetings or video conferencing

The Occupational Safety and

can reduce the need to meet

high-touch areas, employers

Health Act of 1970 requires

in-person. Where possible,

can use hands-free equipment

each employer in the U.S. to

organizations can also examine

such as soap dispensers, trash

provide a workplace free from

their processes to identify

receptacles and door openers.

recognized hazards that cause,

opportunities to minimize

Employers can also use

or are likely to cause, death or

shared spaces or interaction

antimicrobial tape on buttons,

serious physical harm. Because

with other people.

handles, and other areas with a

COVID-19 is a known hazard, many organizations have developed innovative best

To address surfaces and

high likelihood of hand contact.

Engineering

Many organizations have

Administrative

practices to mitigate workers’

implemented engineering

risks and perform essential

controls to separate workers

including comprehensive

work safely. Hazard and risk

from exposure. Joaquin Diaz,

procedures and protocols, are

control measures vary in

MM, CIH, CSP, CHST, OHST,

critical to an overall response

their degree of risk reduction,

current President of BCSP

to COVID-19.

effectiveness and reliability.

and Environmental, Health,

The hierarchy of controls is structured with the most effective and reliable options at the top and descend to the lowest level of protection, prevention or mitigation. In this article, we asked board members from the Board of Certified Safety Professionals (BCSP) to describe best practices in managing COVID-19.

Administrative controls,

Health monitoring is an

and Safety (EHS) Director

essential tool and best practice.

at Skanska, described how

Professor Stockel notes that

Skanska uses physical barriers

many large construction

throughout all projects in an

companies began monitoring and

office environment and limited

checking temperatures several

construction activities. It is

times a day. Other best practices

important to note that we

that have emerged include facial

should not consider physical

scanning with temperature

barriers as a primary control

screening and tracking

since it is challenging to verify

employees with color-coded

disinfection and sanitation

wristbands. These types of team-

protocols’ effectiveness.

based approaches allow for self-

Mario Varela, CSP, ASP,

Elimination/ Substitution

Past President of BCSP and the

monitoring and collaboration.

Some organizations require

Vice President of Corporate

temperature screening as

Many organizations have

EHS at Fresenius Kabi USA,

an entry requirement and

implemented several strategies

LLC, highlights ventilation

must consider additional

to eliminate or reduce exposure.

as a critical control measure,

factors such as maintaining

For example, BCSP transitioned

specifically, “increased filter

physical distance, training and

to working remotely full-time

efficiency via HEPA filtration

temperature reader accuracy.

during the COVID-19 pandemic

at higher performance.” This is

Self-administered systems

to minimize potential exposure.

achieved through more frequent

such as face scanners are

To further reduce exposure

filter replacements, more filters

another option. When using

to COVID-19, employers should

in series for added filtration,

self-administered scanners,

work to identify and isolate

and ultraviolet (UV) lighting.

Diaz notes that it is important

potential cases quickly. Early

Diaz adds that ionization can be

to consider placement, how

reporting of symptoms by

used as another step of filtration

to record results, scanner

using procedures or screening

in ventilation systems.

accuracy and ensuring that

measures is a critical step in

30 Leader—Winter 2021

When it is not possible

The risk of worker exposure

Leslie Stockel, MS, CSP, SMS

the scanners are operating

this process. When workers

is the current Vice President of

effectively as employees enter

begin to present symptoms

BCSP and Assistant Professor

and re-enter the building.

in the workplace, employers

of Professional Practice,

should have policies to isolate

Fire Protection and Safety

critical, particularly in areas

individuals safely at work or

Engineering Technology at

where an employee has tested

send them home, coupled with

Oklahoma State University.

positive. This cleaning process

medical evaluation.

Professor Stockel spoke with

should include deep cleaning,

As noted earlier, cleaning is

vpppa.org

disinfecting high contact areas

chemical storage. Organizations

(such as desktop phones) every

can also install signage and floor

eight hours and reducing the

markers to channelize traffic.

overall use of high-contact

Given the need to increase

equipment or areas.

storage of flammable liquids

Contact tracing is a process

such as sanitizers, it is critical

of identifying, informing and

to perform flammable liquids

tracking people who come

training and develop procedures

in close contact with those

with distributors for just-in-

who have tested positive for

time deliveries to reduce the

COVID-19 while they were

amount of disinfecting and

infectious. By informing

sanitizing liquids on site.

and notifying people who had contact with infected individuals, organizations

PPE

Personal protective equipment

can implement quarantine

(PPE) is a vital element in

protocols that will limit the

a comprehensive response

spread of disease.

to COVID-19. Respiratory

There are many ways to

protection and face masks

“. . . one of the best practices for all companies is excellent communication, which is vital given the complexity of COVID-19 mitigation measures.”

conduct contact tracing. Diaz

are critical to protecting

notes one method of contact

employees and preventing the

tracing by using electronic

spread of COVID-19. Professor

of workers’ compensation

trackers that are worn by

Stockel notes that many

claims, as well as the

employees. The trackers can

construction companies have

recordability of work-related

identify whether other workers

added face masks to standard

contagions. The applicability of

are within physical distancing

PPE protocols, supplemented

workers’ compensation claims

requirements, as well as the

with social distancing. Since

depends on each state, so it

length of time that people are

multiple people are necessary

is essential to research your

near each other. This type of

for many projects, the

state’s requirements. It can

tracing can evaluate positive

employees must consistently

be challenging to determine

cases and identify employees

wear their face masks.

recordability in some cases,

within physical distances.

It is also critical to consider

and therefore a comprehensive

Manual contact tracing

the procurement of PPE. At the

contact tracing program is

relies on the investigation

beginning of the pandemic,

critical to pinpoint the origin

of infection timelines and

many organizations were

of exposure.

identification procedures for

not well stocked with PPE.

infected individuals.

Diaz notes that Skanska set

Organizations can use

up a National Distribution

a standard form to help

Network for PPE, which

investigators ask the

included working with certain

appropriate questions, such

distributors and identifying

as which crews were assigned,

quantities for onsite

which tools were shared, and what level of contact employees had with each other. Other best practices at construction sites include posting QR codes to identify employees and crews for the day, which provides valuable data that can be used for contact tracing.

Training and procedures

availability. One of the benefits of this approach is that it helped distributors prepare and maintain inventory to ensure they had enough PPE available for workers.

Workers’ Compensation/ Recordability

Conclusion

The past year has challenged organizations to quickly adapt and develop best practices to prevent and control the spread of COVID-19. Employers can use the hierarchy of controls to implement these best practices and develop a roadmap to working safely and effectively.

Professor Stockel notes that one of the best practices for all companies is excellent communication, which is vital given the complexity of COVID-19 mitigation measures.

Varela remarks that it

The spotlight is on SH&E

are necessary to familiarize

is essential to conduct

professionals, and this is a

employees with protocols

comprehensive COVID-19

critical moment to elevate the

related to social distancing,

investigations for positive cases.

profession and transition these

contact tracing, personal

These investigations are critical

hierarchy discussions into other

protective equipment and

to determining the applicability

safety challenges.

vpppa.org

Leader—Winter 2021

31

3 to Turn Safety Training Into A “Best Practice”

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

32

Leader—Winter 2021

vpppa.org

I would love to know how many safety colleagues have been challenged with one or more of these nagging thoughts: “ Is my safety training changing behavior?” “ Are people actually learning anything?” “ Why is there so much push-back to attend required training sessions?” “ What’s wrong with these people, don’t they realize this training is key to their wellbeing?”

T

hese thoughts were the source

when purchased in batches of 25, 50, or 100,

of torment as I worked through

everyone is receiving the same message; a

our annual self-assessment.

little more personal than a store-bought

Although completion percentages

card, but is it personalized enough to make a

looked great, we had solid documentation

What if you took a card, regardless of

standards and regulations, I was confronted

what was on the front, and you took time

with the realization that a majority of those

to create a message unique to the receiver.

attending required safety training had very

A thoughtful statement penned on the

little desire to be there, even if it was for their

card that comes from your knowledge

own good. So, the journey began to determine

and understanding of that individual. By

“why,” then work to restructure safety

making this message unique to them it

training strategies going forward.

creates a greater opportunity for connection.

Three Keys to turn Safety Training into a Best Practice: Key #1—Make a Connection

connection the receiver can have with the

We love to receive Christmas cards. Card companies have made fortunes designing cards in different shapes and sizes, some with witty or sentimental sayings, and some even come (and I’m not a fan) with glitter. But no matter how hard the card company works

Regardless of age or background the greater sender, the greater chance the message being communicated is received, retained and repeated. Translating this to our training programs, the greater connection the sender can make with the receiver increases the probability that the training material is being received, retained and reflected in the work habits of the employees.

I am in no way saying your training

to write something meaningful, our eyes are

program is responsible for creating individual

always drawn to what the sender, not the

curriculum for each employee, that is simply

card company, writes to us.

not feasible, nor realistic. However, it doesn’t

Allow me to make one more comparison.

vpppa.org

connection with the receiver?

and curriculum was up to date with current

get us off the hook from taking a hard look at

With the advance of print on demand

our safety training and acknowledging what

technology, we can now design and order our

our desired end-state is. Are we more about

own cards in bulk. On the front we add family

rosters and completion percentages, or are

photos and the back is a more personalized

we about developing curriculum that actually

message. This may be more meaningful, but

makes a difference in the lives of the workers?

Leader—Winter 2021

33

The truth is, if we desire a

and Health Training element

safe and healthy workplace

should always be a high

where leadership supports

priority, as effective training

safety training efforts, and

will influence and strengthen

employees are involved and

all other VPP elements.

engaged, our safety training

Regardless if you develop

According to The Journal of Education, the average adult forgets 25 percent of what

strategies and knowledge

your own training curriculum,

transfer methods need to

purchase an off the shelf

connect in ways that modify

product or can afford a third-

prior poor practices, bad

week. Additionally, adults will

party contractor to develop

habits, even workplace peer

enter the training environment

custom material for you, the

with a “what’s-in-it-for-me”

key to connection is to do your

attitude. We simply cannot

homework on your audience,

use the same approach in

and work into the curriculum

training the adult workforce as

relatable material designed to

children are taught in schools.

make a connection. Don’t get

In fact, there is a name for the

bogged down by regurgitating

different approach to teaching

policy and regulations where

adults: Andragogy: the method

the entire hour is spent on

and practice of teaching adult

countless dos and don’ts. Are

learners. In 1980, Malcolm

they important? Absolutely. But

Shepherd Knowles was an

they only provide a foundation,

American adult educator,

not a connection.

famous for the adoption of the

pressure. Let’s be honest, safety training is typically not high on the excitement list for management, supervisors or workers. Why is that? Maybe a connection is missing.

No connection = No value added.

No value added = No buy-in.

Are you compliant? Probably.

But as VPP sites we should strive for more than simple compliance. We desire excellence, so striving for best practices throughout the Safety

Here’s an example of a simple connection: Good: PowerPoint presentation of 29 CFR 1910.147—The Control of Hazardous Energy.

Better: A small group discussion of 29 CFR 1910.147 and how it applies locally.

Best: A small group discussion (machine side if possible) with all Mixer-Grinder operators covering 29 CFR 1910.147. The discussion is led by Charlie, a well-known and respected coworker. Charlie discusses local policy and recounts the time his right middle finger was amputated when he reached into a Hobart model MG1532 Mixer-Grinder to remove a frozen block of meat while the machine was still running. Following Charlie’s discussion, organize a handson activity where teams of

34 Leader—Winter 2021

Key #2—Realize that Adults Learn Differently

they learned within one hour, and 85 percent within one

theory of andragogy. Knowles theory of andragogy identified five assumptions that we would be wise to consider as we develop safety training strategies.

Self-Concept—“Because adults are at a mature developmental stage, they have a more secure self-concept than children.

This allows them to take part in directing their own learning.”

When developing your safety training it is important to realize that adults are capable (and often respond better) to self-paced learning, discussion and individual or group research. Don’t get in a rut where students get stuck in a classroom staring at a screen where the facilitator reads PowerPoint slides. Slides are okay to be used but should not be the sole medium for material delivery.

two conduct supervised power

Past Learning Experience—

down procedures. To close,

“Adults have a vast array of

review OSHA amputation

experiences to draw on as they

investigation findings and

learn, as opposed to children

the corrective actions taken,

who are in the process of gaining

followed by a comprehensive

new experiences.” This can be

quiz in the training room to

good and bad. As material is

evaluate comprehension.

being delivered, adult learners vpppa.org

immediately evaluate the content and determine if it is relevant to their lives.

Depending on which side of the line they fall on, their experience has a great deal of influence on their acceptance or rejection of the content you provide.

Readiness to Learn—“Many adults have reached a point in which they see the value of education and are ready to be serious about and focused on learning.” This requires safety trainers to evaluate the delivery method and the material being presented and ask the hard question, will the learner identify with the value of the training? If done well, and the learner can identify the content of the session as an investment of their time, because they are ready to learn, they will engage in the session with eagerness and will communicate to others the importance of attending the training.

Practical Reasons to Learn— “Adults are looking for practical, problem-centered approaches to learning. Many adults return to continuing education for specific practical reasons, such

by nothing more than an

Although more recent studies

to-study.com/learning-style-

as entering a new field.” Adult

opportunity to take part in

show varying degrees of

assessment/index.asp.)

learners are busy with a wide

training to feel a sense of

accuracy, the principle remains

range of responsibilities.

satisfaction, to learn something

the same. By incorporating

hesitate to listen to pushback.

Adding a training event to an

new, or to tackle a new

multiple delivery techniques

challenge. With no expectation

into the period of instruction,

The foundation of pushback

already busy schedule can be a major reason for pushback.

for an external reward, there

you can strategically deliver

By recognizing this, training

are personal satisfactions that

critical information using

should be designed in a way

drive the adult learner.

higher retention methods.

that helps solve problems

If you want to take your

at work or strengthens

training to an even higher

opportunities for career progression or change.

Key #3—Understand that Everyone Has a Style

level, conduct a learning-style assessment as part of your onboarding strategy. By tracking

One last thought. Don’t

may be grounded in one of the three keys above, or you may discover other areas that need to be addressed. On March 9, 1832, seeking his first seat to the Illinois General Assembly, a young 23-year-old Abraham Lincoln wrote “Upon the subject of education, not presuming

A learning style that is. In

individual learning styles in

“While many children are driven

the early 1960’s the National

your local Safety Information

by external motivators—such

Training Laboratories Institute

Management System, even

as punishment if they get bad

developed what is called “The

greater learning can take place

grades or rewards if they get

Learning Pyramid,” and from

by creating targeted content

good grades—adults are more

the three primary learning

to that unique audience. There

be engaged in.” Mr. Lincoln was

internally motivated.” Also

styles (Kinesthetic, Visual,

are several sites that provide

well ahead of his time, as those

known as intrinsic motivation,

and Auditory) established an

learning style assessments.

words are as fitting today as

adults can often be driven

average “rate of retention.”

(One free site is: www.how-

they were 189 years ago.

Driven by Internal Motivation—

vpppa.org

to dictate any plan or system respecting it, I can only say that I view it as the most important subject which we as a people can

Leader—Winter 2021

35

ERGONOMICS TRAINING PROGRAM NOT WORKING?

36

Leader—Winter 2021

PUT WORKERS THROUGH A MANUAL MATERIAL HANDLING

vpppa.org

Written by Shelly Carmichael, Staff Editor, Coca-Cola Contributed by Brock Anderson, Ergo-ology

According to Liberty Mutual’s 2020 Workplace Safety Index, overexertion from handling heavy objects is the number one cause of disabling workplace injuries, costing businesses nearly $14 billion per year. any employers in the

“For jobs that are so physical, we

warehousing, logistics,

felt it was important to have a very

manufacturing and

physical element to the training. It

construction industries

allows for real-time, individualized

are familiar with the term “industrial

coaching, and it provides an

athlete,” which posits that workers in

opportunity for workers to feel their

very physical jobs need training just

bodies performing motions correctly to

like a pro-athlete, including education

start building some muscle memory.”

on proper lifting techniques and conditioning exercises.

Despite their best efforts to deliver

The obstacle course also creates a positive experience; trainees naturally get competitive over who can finish the

this training, though, most employers

course in the fastest time with proper

do not see sustained reductions in

form. Fun and interactive activities help

OSHA-recordable soft tissue injuries.

participants retain more information

“The three most common flaws in

over the long term.

manual handling training programs are that they are not applicable, engaging or scalable,” said Brock Anderson, owner & principal ergonomist of Ergo-ology, a consulting firm helping employers to assess and improve workplace safety conditions.

The Bootcamp is designed to specifically combat the three common shortfalls of workplace ergonomics training programs. Here are the key features attendees will learn about:

1

Hands-on Physical Training

What would a bootcamp be without an obstacle course?

The centerpiece and key

Customized to Workplace Demands

Importantly, no two obstacle courses are the same. Every course is designed to reflect the specific tasks and workflows performed by workers at their facility.

“It’s 100 percent customized. We use the same equipment that they use and try to match the way they work as much as possible. This way, lessons learned from the course are directly applicable to the workers’ day-to-day experience,” Anderson said.

Custom courses are especially effective to improve form and technique on tasks that take place outside of a

differentiator of the Bootcamp

facility’s four walls. On site, there may

approach is a short two- to three-

be a variety of engineering controls to

minute course that allows trainers

help workers avoid overexertion, such

to assess workers’ form on a variety

as vacuum-assisted lifts. But when

of tasks. Course runs are videotaped,

workers are out making deliveries or

letting workers see for themselves

working on an off-site project, “that’s

where their technique might be flawed.

where training and behavior change

“We often hear workers say, ‘I know to lift with my legs and not my back.

vpppa.org

2

rise to the top,” Anderson said.

“Engineering controls should be the

I know to avoid twisting.’ But then

primary method of risk reduction, but

they see the tape and they realize their

behavior change arising from specific

form was not as spot-on as maybe they

and applicable training will go with the

thought it was,” Anderson said.

worker wherever they are.”

Leader—Winter 2021

37

Ergonomic injuries dropped by 29 percent over 18 months after Bootcamp implementation.

Scalable and Sustainable

demonstrate competency in

Jayne Welliver, safety &

the six core principles, after

loss prevention manager

training programs suffer from

which they become certified

for Coca-Cola Bottling Co.,

trainers themselves, capable of

will offer some of the injury

administering the classroom

reduction results realized after

training, obstacle course

implementing the Bootcamp.

3

Often, employer-implemented lack of sustainability. “They’re too difficult, too complex, and don’t create the capabilities to deliver training repeatedly over the long term,” Anderson said.

The Manual Material Handling Bootcamp creates those capabilities through intensive classroom instruction of on-site supervisors, who will be responsible for delivering the training long after Anderson and his team have gone.

“We spend a few hours with supervisors of the frontline workers covering our six core principles, which overall are about teaching people how to maximize power and increase the body’s ability to withstand stress as much as possible to counterbalance the physical demands of work,” Anderson said.

38 Leader—Winter 2021

Participants must

and coaching that constitute the key pillars of the “Bootcamp” approach.

“This very formalized ‘train

Anderson’s co-presenter

Among the most impressive stats:

• Ergonomic injuries dropped by 29 percent over 18

the trainer’ instruction is what

months after Bootcamp

creates the ability to sustain

implementation.

the program going forward,” Anderson said.

“Once they grasp the six core principles and learn the

• By 30 months, injury rate was down 60 percent.

• Also, at the 30-month mark, workers’ compensation

methodology or infrastructure for

claims costs had decreased

the manual material handling

by 70 percent.

bootcamp, attendees can take

“Jane will provide

what they learn back to their

testimonials and a case study

workplace and implement much

of success for Coca-Cola

of this approach themselves,

that we believe are relevant

even if they don’t use us as a

for employers across several

consultant. The information alone

sectors, including logistics,

is very valuable,” Anderson said.

warehousing, construction, and

Attendees will also hear

healthcare,” Anderson said.

a firsthand account of how successful this approach can be.

vpppa.org

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Winter Members of the Month

Introducing “VPPPA Chats”—A New Series

(December, January, February)

We are excited to introduce a new

Members of the Month:

interactive experience—available

Congratulations to our winter

Maria Pavez, Samantha W. Shoope and Christa Kalcic.

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.

New Year, new member benefit!

Take Your Safety Program to the Next Level

Registration is now open for VPPPA’s new virtual event—Next Level Safety!

Reasons to Attend:

• Access to all 24

to VPPPA members only. VPPPA Chats will provide an opportunity for a small group of members to learn directly from industry leaders about a variety of safety and health topics. Each session is open to only 20 people to allow for attendees to easily ask questions and create a meaningful

workshops, including

conversation with the host. Have

Q&A sessions

you ever wanted the opportunity

and presentations

to chat with industry leaders,

• Workshops presented

VPPPA National Board members,

by top federal and

company CEOs and more? This

state-plan VPP OSHA

FREE opportunity is for you!

representatives

• Direct dialogue with

presenters during the live Q&A sessions

• Maximize your time:

30 minutes of learning, plus 15 minutes for live Q&A

• 3 educational tracks:

VPP, “New to Safety,” OSHA.

Topics include:

• Virtual audits • Walking working surfaces

• Top 10 OSHA Violations • ROI of VPP (roundtable •

See You in Nashville!

2020 was a tough year for

everyone and we are looking forward to a better and brighter 2021 ahead. Safety+ is back! But it will look a little different.

Not ready to leave the comfort of your home? No worries.

Missing in-person networking?

discussion)

We’ve got you covered too.

And many more!

Welcome to the new Safety+—

Tune into the workshops

a hybrid event!

from the safety of your

Date: August 31–September 2, 2021

own home, during your

Location: Gaylord Opryland

lunch break or after work. You can find more information and register at vpppa.org.

Date: April 20-21, 2021 Location: Your computer screen!

Cost: $299 for VPPPA members/$399 for

Convention Center in Nashville, TN AND your computer Be on the lookout for more information as we get closer to the event.

Sponsored by VPPPA & Region IV VPPPA. Registration will open in March!

nonmembers

40 Leader—Winter 2021

vpppa.org

Infographic Corner

VPPPA Year in Review The Leader magazine & VPPPA Blog won a total of

three APEX Awards.

20 VPPPA provided

webinars.

10 “Hero Awards”

were dispersed among VPPPA members for their inspirational work during the pandemic.

40

VPPPA shared over

new blog posts. vpppa.org

The Leader featured

38 safety and health articles.

VPPPA hosted

five days of lunch & learn sessions.

VPPPA awarded 4

scholarships

to students pursuing careers in safety and 6 annual awards to companies & individuals going above and beyond in safety.

In November 2020, VPPPA launched a

new website & database.

VPPPA participated in

#GivingTuesday

on December 1, 2020, and raised money for our Scholarship fund.

Leader—Winter 2021

41

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 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 from a VPP Contractor/ Construction Site Brad Gibson, S&B Engineers & Constructors Director-at-Large Shelly Ettel, PCAPP Director-at-Large Bill Linneweh, CSP, Hendrickson International Director-at-Large Andy Youpel, SGE, Brandenburg Industrial Service Company Director-at-Large Christina Ross, Morton Salt Director-at-Large Rocky Simmons, Mission Support Alliance Editor Kerri Carpenter, VPPPA, Inc. Associate Editor Jamie Mitchell, VPPPA, Inc.

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11

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.

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Leader—Winter 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

Kerri Usher Communications & Outreach Manager kusher@vpppa.org

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

Katlyn Pagliuca Membership Manager kpagliuca@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.

SCAN QR CODE TO LEARN MORE ABOUT VPPPA, INC.

http://bit.ly/jVQcBo

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