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115: Emotional Intelligence and the Safety Pro Dec 09, 2020

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Emotional intelligence is what we use when we empathize with our coworkers, have deep conversations about our relationships with significant others, and attempt to manage an unruly or distraught child. It allows us to connect with others, understand ourselves better, and live a more authentic, healthy, and happy life.

Although there are many kinds of intelligence, and they are often connected to one another, there are some very significant differences between them.

IQ vs. EQ

EQ is emotional intelligence, which, as stated above, is all about identifying emotions in ourselves and others, relating to others, and communicating about our feelings.

IQ, on the other hand, is cognitive intelligence. This is the intelligence that people are generally most familiar with, as it is the type that is most often referred to when the word "intelligence" is used. It is also the type that is most often measured through testing and estimated through things like grade-point average.

This episode goes into detail on this and sheds light on how safety professionals need to develop their EQ to be successful at what we do! Here are some MUST HAVE resources to get started:

Catch Dr. Travis Bradberry and his TEDx here.

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096: 10 Tips for Effective Safety Committees Mar 09, 2020

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Interview with Drew Hinton, CSP, CHMM, SHRM-CP

If you don't currently have a safety committee at your workplace, adding one can seem like a daunting task. Listen to this episode with Drew Hinton, CSP, CHMM, SHRM-CP to get ten tips that are sure to help you create and sustain a successful safety committee!

If you don't currently have a safety committee at your workplace, adding one can seem like a daunting task. While there are no federal regulations that require a safety committee, your state may be one of the 15+ states that require one under certain situations. For example, Alabama state code requires that "any employer subject to worker's compensation rules must establish a safety committee upon the written require of any employee." Connecticut states that "all employers with 25 or more employees, and employers whose rate of injury or illness exceeds the average OSHA recordable injury and illness rates of all industries in the state, must establish safety committees." However, even if it's not required by any legislation, it can potentially save you money on your worker's compensation premiums, but most importantly, it gets your employees engaged in creating a safer, healthier work environment.

Before you can tell everyone that you have a safety committee, below are ten key guidelines that will help ensure you are getting the most out of your safety-leading employees:

How many people should be on your safety committee? As a general rule of thumb, you want between five and ten employees on your committee. Having more than that can produce undesired results, such as meetings lasting longer than expected, creating too much to focus on, and confirmation bias among members. On the contrary, if you don't have enough members, your committee may suffer from a lack of diversity, too much workload for such a small group, and a seemingly "close-minded" group. If you start out with a specific number during your first few meetings and then realize that you need more to add value and different backgrounds to your committee, you can always add more. It's better to add more than having to essentially kick someone off the committee just because you need to reduce numbers.
Who should be on your safety committee? When selecting members to be on the committee, you need to do so very carefully and be intentional. Picking people because they are a close friend and/or valued co-worker may seem beneficial, but it can also lead to the confirmation bias issue mentioned previously. At a minimum, you want to have at least one member on your committee from each department/area. For example, you may have the following departments/areas represented on your committee: EHS, production, maintenance, field service, general shop, engineering, and management.
Some companies will choose not to have upper management attend the meetings (e.g., General Manager, Vice President, etc.) due to people being afraid to speak up and say something with them in the room. However, if you have established psychological safety in the workplace (which is another issue in itself), this shouldn't be an issue. If you do feel that management may cause fear in others, maybe have them attend every other meeting, or simply follow-up with them separately after the meeting to review the meeting minutes with them one-on-one.
By doing this, you can take the ideas of your fellow safety committee members to management and present them in an informal, yet documented session.
How often should your safety committee meet? Most safety committees will meet at least once a month. However, this can vary depending on the size of your company. If your safety committee consists of multiple facilities, it may be best to meet quarterly, but stay in contact at least once a month. If you have a smaller group of members, you can schedule micro-sessions. Instead of meeting for one hour per month, it may be more efficient to meet for 15-20 minutes per week.
I have a safety committee member who never shows up. Now what? Your safety committee policy should outline the minimum expectations of the members. Typically on an active and efficient committee, you need to require that all members attend at least 75% of the meetings during each calendar year.
If a member falls below this quota, you should consider getting an alternative person to come in their place. Keep in mind, however, that the act of being on the safety committee should be completely voluntary, never forced.
Once I've established a safety committee, do the members stay on indefinitely? Depending on the size of your company, this is up to you. However, as a best practice, rotating out the members on an annual basis will bring a fresh set of minds to the table to allow varying perspectives and ideas. You can have members serve from January 1st through December 31st, July 1st through June 30th, or whatever predefined term you want to go with. I will note that not every member needs to be rotated off. For example, you will want to keep the EHS Dept. and department/area supervisors on, but maybe swap out the hourly/front-line workers.
What will your safety committee do? This is where you need to determine the goals and objectives of the safety committee. Some may want safety committees to review recent work-related injuries and illnesses, some may want them to be the go-to person in each department/area for safety-related issues and concerns, whereas others may want to get the committee involved with performing various workplace inspections (e.g., fire extinguishers, housekeeping, etc.).
Safety committees can serve as a great cross-functional team for getting various safety-related tasks completed in the different areas of your workplace. Regardless of what you determine your goals and objectives to be, you need to do more than just meet once a month to review items that could have been sent out in an email. Of course, you want the safety committee to help maintain a safe workplace, but the big question is how will you do that? That is something you will need to determine based on your site-specific needs, but whatever you decide, be sure to document and track your short-term and long-term goals.
How should you track the progress of your safety committee? If you have your goals established and documented, you need to track the progress throughout the year. This can be done independently or it can be included as part of your company's KPIs, but regardless, you need to see a progression. If your goal is to implement a new incident investigation process, be sure and document the completion of each step. If you assigned a specific task to someone, follow up with them and offer assistance if they need it.
Remember, you are steering the committee, but you are also in your position to be a coach and mentor when it comes to safe work practices and ensuring everyone meets minimum requirements.
Should the items discussed during meetings be communicated to the rest of the company? ABSOLUTELY! Topics and discussions covered at each meeting should be documented and put into some form of "Meeting Minutes" document, then published so that the company can see that you're not just sitting around at 7:00 AM every week eating donuts and talking about the news (although, that may happen from time to time!). The meeting minutes should be posted on an employee bulletin board, sent out via email, or communicated in whatever method you see fit.
Employees who are aware that their company has an active safety committee and are "in the loop" of what's going on tend to feel better about how the company takes safety as a whole.
What if my employees work remotely or are "out in the field"? There are numerous web-based platforms that employees can interact from either a computer or a smartphone. You can choose from Microsoft Teams, Skype, GoToMeeting, WebEx, or a number of other different video conference call programs. This allows employees to call in from wherever they are, as well as see the documents and PowerPoint slides that you have to show.
Not being in one place at the same time is not an excuse to not have a safety committee. This may also be a great idea to have a periodic meeting in which you have safety committees from other facilities call in so that you can meet others from across the country (or world) and gain even more diversity and experience. Use it to your benefit!
Will my safety committee guarantee a safer workplace? Nothing will guarantee a safe workplace, but it will certainly help. If utilized properly and efficiently, the committee will help identify unsafe conditions and behaviors, help determine corrective actions, and boost compliance with applicable standards. BUT, that doesn't mean this is the miraculous bag of solutions that will solve all the world's problems. Even though it may help, it won't fix everything. It takes a lot of effort from all employees at all levels to prevent workplace injuries and illnesses.

You, along with the rest of the safety committee, must adapt to the changing times and determine how to approach your site-specific hazards. You are the ones that know your workplace better than anyone, so you need to determine what works best for you. There is no "cookie-cutter" curriculum for establishing a safety committee, but hopefully, these tips will help guide you on the path to progression!

Let me and Drew know what you think on LinkedIn - be sure to @ mention Drew Hinton and Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

Get the full article Drew Hinton wrote on LinkedIn here.

068: Why You Should Care About Total Worker Health (TWH) & Safety Jul 19, 2019

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Fundamentals of Total Worker Health Keeping workers safe is the foundation upon which a TWH approach is built. Total Worker Health integrates health protection efforts with a broad spectrum of interventions to improve worker health and well-being. The Fundamentals of Total Worker Health Approaches is the practical starting point for employers, workers, labor representatives, and other professionals interested in implementing workplace safety and health programs aligned with the Total Worker Health (TWH) approach. There are five Defining Elements of TWH: Element 1: Demonstrate leadership commitment to worker safety and health at all levels of the organization. Element 2: Design work to eliminate or reduce safety and health hazards and promote worker well-being. Element 3: Promote and support worker engagement throughout program design and implementation. Element 4: Ensure the confidentiality and privacy of workers. Element 5: Integrate relevant systems to advance worker well-being. Getting Started Create a team of people who know about different policies, programs, and practices in your workplace that impact worker safety, health, and well-being. Draw team members from all levels of the workforce, and consider including the following: Workers who have requested or participated in changes for safety and health Safety directors Human resources representatives Occupational health nurses or other healthcare practitioners Workers' compensation professionals Employee Assistance Program professionals Those responsible for disability management and return-to-work procedures Health and wellness champions Defining Element 1: Demonstrate leadership commitment to worker safety and health at all levels of the organization Organizational leaders should acknowledge and communicate the value of workforce safety and health as a core function, and they should prioritize worker safety and health on the same level as the quality of services and products. ProTip: Middle management is the direct link between workers and upper management and plays a critical role in program success or failure. For example, supervisors often serve as gatekeepers to employee participation in programs, and when program involvement competes with productivity demands, they may discourage employee participation Effective programs thrive in organizations that promote respect throughout the organization and encourage active worker participation, input, and involvement. Leaders at all levels of the organization can help set this tone, but everyone (from managers down to front-line workers) plays an essential role in contributing to this shared commitment to safety and health. Beyond written policies, stated practices, and implemented programs that endorse safety and health in your workplace, consider the extent to which your organization's spoken and unspoken beliefs and values either support or deter worker well-being [CPWR and NIOSH 2013]. Encourage top leaders to: Establish and communicate the principles of the proposed initiative to all levels of the organization; teach managers to value workers' input on safety and health issues. Maintain the visibility of the effort at the organization's highest levels by presenting data that is linked to the program resource allocations. Promote routine communications between leadership and employees on issues related to safety, health, and well-being. Openly support and participate in workplace safety and health initiatives. Facilitate participation across all levels of the workforce. Add safety and health-related standards into performance evaluations. Build safety and health into the organization's mission and objectives. Establish a mechanism and budget for acting on workforce recommendations. Emphasize that shortcuts must not compromise worker safety and health. Provide adequate resources, including appropriately trained and motivated staff or vendors, space, and time. If necessary, ensure dedicated funding over multiple years, as an investment in your workforce. Encourage mid-level management to: Recognize and discuss the competitive advantage (e.g., recruitment, retention, employee satisfaction, community engagement and reputation, and workforce sustainability) that TWH brings to the long-term sustainability of the organization. Highlight examples of senior leadership's commitment to TWH. Provide training on how managers can implement and support Total Worker Health aligned approaches, such as those related to work-life balance. Defining Element 2: Design work to eliminate or reduce safety and health hazards and promote worker well-being A Total Worker Health approach prioritizes a hazard-free work environment for all workers. It applies a prevention approach that is consistent with traditional occupational safety and health prevention principles of the Hierarchy of Controls. Eliminating or reducing recognized hazards in the workplace first, including those related to the organization of work itself, is the most effective means of prevention and thus is foundational to all Total Worker Health principles. Although some hazards can be eliminated from the work environment, others (such as shift work) are more difficult to change. These must be managed through various engineering, administrative, or (as the very last resort) individual-level changes. Workplace programs that adopt a TWH approach emphasize elimination or control of workplace hazards and other contributors to inadequate safety, health, and well-being. This emphasis on addressing environmental determinants of health is a crucial concept for TWH programs. The Hierarchy of Controls Applied to NIOSH Total Worker Health provides a conceptual model for prioritizing efforts to advance worker safety, health, and well-being. This applied model is based on the traditional Hierarchy of Controls well-known to occupational safety and health professionals. As in the traditional Hierarchy of Controls, controls, and strategies are presented in descending order of anticipated effectiveness and protectiveness, as suggested by the cascading arrows. The Hierarchy of Controls Applied to NIOSH Total Worker Health expands the traditional hierarchy from occupational safety and health to include controls and strategies that more broadly advance worker well-being. The Hierarchy of Controls Applied to NIOSH Total Worker Health is not meant to replace the traditional Hierarchy of Controls, but rather is a companion to this important occupational safety and health model. It serves to illustrate how TWH approaches emphasize organizational-level interventions to protect workers' safety, health, and well-being. To apply this model: Begin by eliminating workplace conditions that cause or contribute to worker illness and injury or otherwise negatively impact well-being. These include factors related to supervision throughout the management chain. Replace unsafe, unhealthy working conditions or practices with safer, health-enhancing policies, programs, and management practices that improve the culture of safety and health in the workplace. Redesign the work environment, where needed, for safety, health, and well-being. Remove impediments to well-being, enhance employer-sponsored benefits, and provide flexible work schedules. Provide safety and health education and resources to enhance personal knowledge for all workers. Lastly, encourage personal change for improvements to health, safety, and well-being. Assist workers with individual risks and challenges; provide support for healthier choice-making. EXAMPLE: Using the Hierarchy of Controls Applied to NIOSH Total Worker Health, a program targeting reductions in musculoskeletal disorders could consist of the following: Reorganizing or redesigning the work to minimize repetitive movement, excessive force, and awkward postures Providing ergonomic consultations to workers to improve job and workstation design and interface, along with training in ergonomic principles and opportunities for workers to participate in design efforts Evaluating the age profile and health needs of the workforce to provide education on self-management strategies (including preventive exercise) for arthritis or other musculoskeletal conditions that impact the physical ability Similarly, a TWH program reducing work-related stress might consider the following: Implementing organizational and management policies that give workers more flexibility and control over their work and schedules, as well as opportunities to identify and eliminate root causes of stress. Providing training for supervisors on approaches to address stressful working conditions. Providing skill-building interventions for stress reduction for all workers and providing access to the Employee Assistance Program. Defining Element 3: Promote and support worker engagement throughout program design and implementation Ensure that workers involved in daily operations, as well as supervisory staff, are engaged in identifying safety and health issues, contributing to program design, and participating in all aspects of program implementation and evaluation. Again, letting workers be involved in workplace safety, health, and well-being, instead of being just recipients of services, nurtures a shared commitment to Total Worker Health. Some ways to do this include: Identify safety and health issues that are most important to front-line employees More effectively identify potential barriers to program use and effectiveness Improve the long-term sustainability of the initiative Increase employee buy-in and participation in policies and other interventions ProTip: Design programs with a long-term outlook to ensure sustainability. Short-term approaches have short-term value. Programs aligned with the core values of the organization will likely last. These should be flexible enough to be responsive to changes in workforce and market conditions, workplace hazards and exposures, and the needs of individual workers. A participatory approach can help in this regard, but keep sustainability in mind for the bigger picture. To help encourage worker engagement, communicate strategically; everyone with a stake in worker safety and health (workers, their families, supervisors, etc.) must know what you are doing and why. Tailor your messages and how they are delivered, and make sure they consistently reflect the values and direction of the initiative. Whether workers are willing to engage in workplace safety and health initiatives, however, may depend on their perceptions of whether the work environment truly supports safety and health. For example, one study found that blue-collar workers who smoke are more likely to quit and stay quit after a worksite tobacco cessation program if workplace dust, fumes, and vapors are controlled and workplace smoking policies are in place Defining Element 4: Ensure the confidentiality and privacy of workers Designing and enforcing appropriate privacy protections goes beyond ensuring that only authorized personnel has access to sensitive safety and health information. Observe all relevant local, state, and national laws regarding the privacy of personally identifiable data and health-related information by taking appropriate steps. So doing things like masking personally identifiable information on reports, and using a digital management system that is encrypted and protected by user passwords are some best practices. Data sources that require confidentiality considerations and/or protections: Health risk assessment Electronic health records Management systems Program evaluation data Self-reported survey data Privacy precautions: Rigorous de-identification of records Destruction of personally identifiable information as appropriate Hiring a third party to handle certain aspects of the program to reduce employee fear of retribution or penalty Using group or population-level data rather than individual data Defining Element 5: Integrate relevant systems to advance worker well-being. Total Worker Health emphasizes the role that organizations have in shaping worker safety and health outcomes, recognizing that a multilevel perspective that includes policy, environmental, organizational, and social concerns may be best for tackling complex challenges to worker safety, health, and well-being. Integrating data systems across programs and among vendors, for instance, can simplify monitoring and evaluation while also enabling both tracking of results and continual program improvement. Conduct an initial assessment of existing workplace policies, programs, and practices pertinent to safety, health, and well-being and determine how they relate to one another. Note: for some larger organizations, this may seem like an overwhelming task. To assist in helping to focus this step, consider, at a minimum, these factors: Human resources or personnel policies on issues such as health insurance, paid sick leave, family leave, vacation benefits, retirement, and disability. Safety and health policies and procedures for identifying hazards, reporting work-related injuries and illnesses, and filing worker compensation claims. Identify apparent areas of overlap with existing efforts, and note opportunities for future coordination. Purposefully and regularly bring together leaders and teams with overlapping or complementary responsibilities for planning and priority setting. For example, hold joint meetings of safety committees and occupational health staff, human resources, and wellness committees. Questions to Consider Asking Yourself or Your Team Do we regularly seek the input of our workers on the selection and design of our offered benefits? How can we change or adjust management policies or programs to more effectively support improved safety and health? How does the everyday physical work environment affect worker safety and health? Beyond our workplace policies or programs that may be targeting safety and health, what influence do our workplace or organizational norms have on worker safety and health outcomes? How do our efforts feed into the community at large? What sorts of resources outside the workplace, such as community support, would be useful in helping to reinforce and support our safety and health programs? Understanding the connections between various systems and levels of an individual worker's experience may help design creative, well-rounded approaches to safety and health challenges. By working together and discovering what each professional in the organization is already working on you will often find related goals and objectives - the benefits administrator struggling to get workers to participate in an exercise class and the safety professional struggling to get a warm-up/stretching program started will be able to work together. So to wrap this topic up, I will say this: If you want to have a successful wellness program, you must first have a strong culture of workplace safety. Then you can build on that credibility and ask folks to move toward participating in safety or health-related activities off-the-job. Make sure you are first building a workplace safety culture. Let me know what you think about this episode. Send emails to info@thesafetypropodcast.com and share with me your thoughts. You can find me on LinkedIn! Post an update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

Full show notes at the publisher

050: Electrical Safety-Related Work Practices Oct 09, 2018

Show notes

OSHA's Safety-Related Work Practices standards for general industry are performance-oriented requirements that complement the existing electrical installation standards.

These work-practice standard include requirements for work performed on or near exposed energized and de-energized parts of electric equipment; use of electrical protective equipment; and the safe use of electric equipment.

These rules are intended to protect employees from the electrical hazards that they may be exposed to even though the equipment may comply with the installation requirements in, 1910 Subpart S (electrical). When employees are working with electric equipment, they must use safe work practices. Such safety-related work practices include keeping a prescribed distance from exposed energized lines, avoiding the use of electric equipment when the employee or the equipment is wet, and locking-out and tagging equipment which is de-energized for maintenance.

The training requirements apply to employees who face a risk of electric shock that is not reduced to a safe level by the electrical installation requirements of §1910.303 - §1910.308. Employees in the following occupations would typically face these risks and are required to be trained:

Blue-collar supervisors
Electrical and electronics engineers
Electrical and electronic equipment engineers
Electricians
Industrial machine operators
Material handling equipment operators
Mechanics and repairers
Painters
Riggers and roustabouts
Stationary engineers
Welders

Except for electricians and welders, workers in these groups do not need to be trained if their work or the work of those they supervise does not bring them close enough to exposed parts of electric circuits operating at 50 volts or more to ground for a hazard to exist.

Other employees who also may reasonably be expected to face the comparable risk of injury due to electric shock or other electrical hazards must also be trained.

These standards cover electrical safety-related work practices for both qualified persons (those who have training in avoiding the electrical hazards of working on or near exposed energized parts) and unqualified persons (those with little or no such training) working on, near, or with the following installation:

Premises Wiring. Installations of electric conductors and equipment within or on buildings or other structures, and on other premises such as yards, carnival, parking, and other lots, and industrial substations;
Wiring for Connections to Supply. Installations of conductors that connect to the supply of electricity; and
Other Wiring. Installations of other outside conductors on the premises.
Optical Fiber Cable. Installations of optical fiber cable where such installations are made along with electric conductors.

Other Covered Work By Unqualified Persons

The provisions of these standards also cover work performed by unqualified persons on, near, or with the following installations:

Generation, transmission, and distribution installations. Installations for the generation, control, transformation, transmission, and distribution of electric energy (including communication and metering) located in buildings used for such purposes or located outdoors.
Communication installations. Installations of communications equipment to the extent that the work is covered under OSHA standard §1910.268
Installations in vehicles. Installations in ships, watercraft, railway rolling stock, aircraft, or automotive vehicles other than mobile homes and recreational vehicles.
Railway installations. Installations of railways for generation, transformation, transmission, or distribution of power used exclusively for the operation of rolling stock or installations of the railway solely used for signaling and communication purposes.

IMPORTANT: Excluded Work by Qualified Persons

If a qualified person is performing work near one of the four types of installations listed above, and the work is not being done on or directly associated with the installation, then that work is covered under the Safety-Related Work Practices.

Definitions you should know

Barrier: A physical obstruction that is intended to prevent contact with equipment or live parts or to prevent unauthorized access to a work area.

Deenergized: Free from any electrical connection to a source of potential difference and free from electrical charge; not having a potential different from that of the earth.

Disconnecting means: A device, or group of devices, or other means by which the conductors of a circuit can be disconnected from their source of supply.

Energized: Electrically connected to a source of potential difference.

Exposed: (As applied to live parts.) Capable of being inadvertently touched or approached nearer than a safe distance by a person. It is applied to parts not suitably guarded, isolated, or insulated.

Live parts: Energized conductive components.

Qualified person: One who has received training in and has demonstrated skills and knowledge in the construction and operation of electric equipment and installations and the hazards involved.

Note 1 to the definition of "qualified person": Whether an employee is considered to be a "qualified person" will depend upon various circumstances in the workplace. For example, it is possible and, in fact, likely for an individual to be considered "qualified" concerning specific equipment in the workplace, but "unqualified" as to other equipment. (See 1910.332(b)(3) for training requirements that specifically apply to qualified persons.)
Note 2 "qualified person": An employee who is undergoing on-the-job training and who, in the course of such training, has demonstrated an ability to perform duties safely, and who is under the direct supervision of a qualified person, is considered to be a qualified person for the performance of those duties.

In general, the standard requires covered employers to:

Provide appropriate training to both qualified and unqualified employees.
Provide effective safety-related work practices to prevent electric shock.
Deenergize live (energized) parts (operating at 50 volts or more) before employees work on them.
Provide suitable safety-related work practices for employees working on energized parts.
Treat de-energized parts that have not been locked out or tagged out as energized parts.
Place a lock or a tag (or both, if at all possible) on parts of fixed electric equipment circuits which have been de-energized.
Maintain a written copy of the lockout/tagout procedures.
Determine safe procedures for de-energizing circuits and equipment.
Disconnect circuits and equipment from all electric energy sources.
Release stored electrical energy which may endanger personnel.
Block or relieve stored non-electrical energy in devices that could reenergize electric circuit parts.
Place a lock and tag on each disconnecting means used to de-energize circuits and equipment.
Attach a lock to prevent persons from operating the disconnecting means.
If a lock cannot be applied, a tag may be used without a lock.
Make sure a tag used without a lock is supplemented by at least one additional security measure that provides a level of protection equal to that of the use of a lock.
A lock may be used without a tag if only:
- One piece of equipment is de-energized, and
- The lockout period does not extend beyond the work shift, and
- Employees exposed to the hazards of reenergizing the equipment understand this procedure.
Verify the de-energized condition of the equipment.
Have the lock and tag be removed by the employee who applied it, or if that employee is not at the worksite, by another person designated to do so.
Only allow qualified persons to work on electric circuit parts or equipment that has not been de-energized.
Deenergize and ground overhead lines or provide other protective measures before work is started.
Maintain the distances in 1910.333(c)(3)(i) when an unqualified person is working in a position near overhead lines.
Maintain the distances in 1910.333(c)(3)(ii) when a qualified person is working in a position near overhead lines.
Maintain the distances in 1910.333(c)(3)(iii) when operating any vehicle or mechanical equipment capable of having parts of its structure near energized overhead lines.
Provide necessary illumination for employees in confined spaces.
Provide necessary shields, barriers, or insulating materials so employees can avoid contact with exposed energized parts in confined or enclosed spaces.
Require portable ladders that could come into contact with exposed energized parts to have non-conductive side rails.
Prohibit the wearing of conductive jewelry and other items if the person might contact exposed energized parts.
Prohibit the performing of housekeeping duties around energized parts.
Allow only qualified persons to defeat an interlock temporarily.
Visually inspect portable cord- and plug-connected equipment and flexible cord sets (extension cords) before each use.
Take the defective portable cord and plug connected equipment and extension cords out of use.
Make sure flexible cords used with grounding-type equipment must have an equipment grounding conductor.
Prohibit employees from manually reenergizing a circuit de-energized by a circuit protective device until it has been determined the equipment and circuit can be safely energized.
Visually inspect test instruments and equipment before it is used; do not use defective equipment.
Use only test instruments and equipment that is rated for the circuits, equipment, and environment.
Provide employees the necessary PPE (and require its use) in areas where there are potential electrical hazards, including arc flash and blast.
Maintain PPE in a safe, reliable condition and inspect or test it periodically.
Require guarding be put in place when normally enclosed live parts are exposed for maintenance or repair.
Use safety signs, safety symbols, or accident tags as needed to warn employees about electrical hazards.
Use barricades in conjunction with safety signs when necessary.
Station attendants to warn of danger if signs and barricades are not enough.

Let me know what you think; send emails to info@thesafetypropodcast.com

You can find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

049: 8 Tips for Selecting Key Safety Performance Indicators Sep 30, 2018

Show notes

Mentioned in this episode: www.whosonlocation.com www.mightylinetape.com/podcast http://bit.ly/KPIWhitePaper How do you measure safety in your workplace to enhance performance and reduce employee downtime? There are several tested methods that Environmental, Health, and Safety (EHS) leaders use to reduce employee incidents and illnesses. Among the leading methods, which the Gensuite white paper discusses, are Key Performance Indicators (KPIs)–or leading and lagging indicators. Leading indicators are pre-incident measurements, as opposed to lagging indicators, which are measurements collected after an incident occurs. For example, a slip and fall incident from stray construction materials is a lagging indicator because the incident has already occurred, but an inspection that notes the poor quality of the surrounding area and prevents a future slip and fall from taking place is a leading indicator. A key component of leading indicators is that they measure safety events or behaviors that precede incidents and have a predictive quality. By measuring leading indicators including conditions, events and sequences that precede and lead up to accidents, these KPIs have value in predicting the arrival of an event and can provide the opportunity to introduce control measures to stop the event from happening. Recently, many articles have stressed the importance of looking beyond lagging indicators, but then how can your organization learn from past incidents and track results? By combining incident measurement and training management software, your company or organization can adopt a holistic approach to reducing workplace incidents and meeting Occupational Safety and Health Administration (OSHA) standards. Both leading and lagging indicators can be relevant to workplace safety and worth measuring. They present important aspects of an overall safety management system. We have to use all the tools available to us to create an environment that drives us to a zero-incident job site. Selecting and Using the Right Key Performance Indicators (KPIs) for Your Organization Attempting to track complex data analytics and results, train employees and keep your team safe on your own can be dicult tasks to handle. Leading and lagging indicators can help reduce and prevent incidents. One way EHS leaders begin using KPIs is by selecting the appropriate sets for their organization. Lagging Indicators OSHA recordable injuries OSHA citations OSHA recordable-case rate DART-case rate Fatality rate Worker compensation claims Experience modification rate Leading Indicators Near misses (Note: this is still responding to something that already happened, just no consequences; might consider this lagging) Behavioral observations Training records Department safety meetings Employee-perception surveys Trainee scores on post-training quizzes Preventive-maintenance programs When trying to pinpoint the indicator type essential for your organization–understand that both are essential. Leading indicators are like a car windshield, and lagging indicators are like the rearview mirror. You'll certainly spend more time looking out the windshield to see what's coming–with leading indicators–than looking in your rearview mirror to see where you've been–with lagging indicators. Look at your company and see how you can start moving forward–toward a culture of safety–rather than looking behind. Within the leading and lagging indicator types, there are eight important characteristics that KPIs should have. Ensure that you follow this guideline when selecting the ones important for your workplace. 1. Actionable–metrics that have measurable steps 2. Achievable–setting goals that are obtainable 3. Meaningful–obtaining information for continued tracking 4. Transparent–metrics that are clearly understandable 5. Easy–to communicate effectively 6. Valid–relevant to the organization's objectives 7. Useful–metrics that are beneficial to the organization's safety goals 8. Timely–distributing information that is still relevant to the organization Once you select your set of indicators and follow the necessary characteristics, it's important to track how well they are working and be flexible if the set needs to be revised for consistent improvement. Why Leading and Lagging Indicators Are Important: Rising OSHA Regulations & Safety Trends Each year brings about new regulations and carries over existing regulations that companies must abide by. Thus, it's important to stay on top of ever-evolving regulatory trends so you don't risk non-compliance. Use the leading and lagging indicator system to help with the following key OSHA regulations and safety trends. Overview of the Occupational Exposure to Crystalline Silica Rule OSHA's final rule aims to reduce the risk of lung cancer, silicosis, chronic obstructive pulmonary disease and kidney disease in America's workers by limiting their exposure to respirable crystalline silica. The rule is comprised of two standards, one for Construction and one for General Industry and Maritime. Responsible employers have been protecting employees from the harmful substance for years, but now it's becoming mandatory. Here are some of the rule requirements: Reduces the permissible exposure limit for silica to 50 micrograms per cubic meter of air Requires employers to: use engineering controls to limit worker exposure; provide respirators when engineering controls cannot adequately limit exposure; develop a written exposure control plan, and train workers on silica risks and how to limit exposures Provides medical exams to monitor highly exposed workers and gives them information about their lung health Overview of OSHA Improve Tracking of Workplace Injuries and Illnesses Rule The Bureau of Labor Statistics reports more than three million workers suffer from a workplace injury or illness every year. Currently, little or no information about worker injuries and illnesses is made public or available to OSHA. With this new rule, employers are required to submit a record of the injuries and illnesses to OSHA to help them with identifying hazards and fixing problems. Here are the rule requirements: Establishments with 250 or more employees must *electronically submit injury and illness information from OSHA forms 300, 300A and 301 (300 & 301 starting in 2018) Establishments with 20-249 employees in high-risk industries must submit information from OSHA form 300A Trend #1: Dealing with Workplace Stress The National Institute of Occupational Safety And Health emphasizes that work-related stress disorders are expected to rise as the economy continues to undergo various shifts and impacts. Therefore, companies should take steps to ensure that any current programs are robust enough to reduce the concerns associated with stress in the workplace, as well as implement any new programs that show an increased effectiveness at reducing the generation of stress. Trend #2: Leveraging Risk Management 2017 saw a continued trend in developing internal risk management programs and systems, and 2018 into 2019 looks to be the year where many of these programs are leveraged for results across the company spectrum. In other words, sucient time has occurred for the internal development of risk management data and effectiveness that this can now be translated directly into specific areas of the business to further reduce inherent risk development within the company. Trend #3: Increased Reliance on Predictive Analytics A new trend becoming prominent in 2018 is an increased reliance on predictive analytics. Many companies have been developing risk management and mitigation data and using analytics to help derive sense from this mountain of information. 2019 looks to be the year where many of these are put into practice company-wide. In addition, the trend of emphasizing the use of these predictive analytics is expected to rise as much of this information is refined even further. This should begin to show positive returns for companies that have been implementing this predictive technology as part of a risk management profile. However, there is still time to take advantage of these systems for those companies that have not implemented these types of analytics. Trend #4: More Regulatory Changes There are few that doubt that more regulatory and legislative changes are expected in 2018. While many differences continue to grow between national policy and those enacted on the state and local level, few can predict what the specific changes will actually be. However, what is an almost certainty is that for companies, flexibility will be necessary in order to adapt to the new policies to come. Models and Methods for Using Leading and Lagging Indicators: A Contextual and Visual Guide Various proven, yet antiquated and manual, methods have been used for measuring KPIs, such as those discussed in the report, A Method for Modeling of KPIs Enabling Validation of Their Properties. The authors cover two techniques workplaces use to track KPIs. The first model integrates the following attributes for tracking performance: indicator name, type, scale, source, owner and threshold. Though, it is not easy to find all of this information so EHS experts often rely on documentation, expert knowledge and previous conceptual models. The second model used for KPI formalization is known as performance indicator expression. It is "a mathematical statement over a performance indicator evaluated to a numerical, qualitative". In other words, a given value for a time point, for the organization, unit or agent. The authors suggest specifying the required values of performance indicators as constraints coming from goals. The relations between performance indicators are modeled using predicates. The third model used by EHS professionals and safety teams is known as the Heinrich Pyramid–a traditional way of tracking occupational illnesses and injuries. The Heinrich Pyramid (also known as the Safety Triangle) quantifies the number of reported workplace incidents into four main categories: major injuries, severe accidents, first aid cases and near misses. Employee concern reports, safety observations and at-risk observations can also be added to the base of the triangle to incorporate leading indicators into the analysis. This is a 1-10-30-600 model. For every 1 incident reported in the major injury category, severe accidents are 10 times as likely to happen. Also, for every 1 major injury, approximately 30 first aid cases, and 600 near misses. When companies plug their own incidents into this model or pyramid, they can see if they have the corresponding model ratio, as described above, and if they have a significant amount of major and severe incidents. The premise for this model is that the more companies focus on reducing the numbers at the bottom of the pyramid, the more likely they are to reduce major safety incidents at the top. The pyramid is inclusive of many types of injuries and incidents, but it doesn't assist EHS professionals with narrowing down the data to the critical cases/accidents, root causes and solutions. For example, a site could have a series of cases that stem from ergonomic-related issues and spend significant amounts of time on root cause and trend analysis instead of the cases/accident that have a high potential to result in an employee fatality or significant property damage. Critics of the Heinrich Pyramid also claim that "adhering to it can lead to an over-emphasis on worker behavior and not enough attention on health and safety management software systems." No matter the flaws, there is always a solution to the system. These methods are used to benefit companies' safety success rates and business performance objectives. The methods can be adapted to any enterprise modeling approach. Companies can apply these measures of thinking into a conventional and modernized process by integrating EHS management software into their workplace as discovered in the following section. A Gensuite Solution: Implementing Key Performance Indicators (KPIs) Into Your Workplace To simplify and digitize the three models and methods discussed above, companies turn to compliance and management software systems such as Gensuite. Such systems enhance workplace safety performance by simplifying the tracking of leading and lagging indicators. Utilize Gensuite EHS software tailored to measure KPIs and manage training compliance. Just a few of Gensuite's specialized features of these tools include: Framework for managing regulatory and program-specific training requirements. Validate training effectiveness through course-specific e-quizzes Incident investigation, root cause analysis, corrective and preventive action tracking Integrate with occupational health, medical and computer systems for case tracking and program visibility What makes this important right now? Why should your business invest? Other than avoiding everyday safety violations and reoccurring workplace injuries, investing will help you meet current and upcoming OSHA regulations. Here's a look at customizable Gensuite applications. Incidents & Measurements The Gensuite Incidents & Measurements application can help you address the new regulation by enabling one-click generation of a site/business OSHA 300, 300A, and 301 forms. In addition, Gensuite joins ongoing discussions with subscribers and industry groups to meet with OSHA to talk through options for direct system integrations, thus removing the need for sites to manually generate logs and input them into OSHA's website. Other benefits of the Gensuite Incidents & Measurements application: Tracking of hours worked and sites recordable rates Monitoring site performance on a monthly/quarterly basis through auto-generated site metric reports Instant system-generated email notifications upon entry/modification of incidents so site-leadership stays up-to-date Training Compliance The Gensuite Training Compliance suite can help you address both new OSHA regulations by keeping your employees up-to-date with OSHA's mandatory training requirements. In addition, training employees prevent new and future injuries from occurring, so you don't have to evaluate progress based on how many employees have been severely injured and how that number has improved. Prevent them from happening in the first place. Other benefits of the Gensuite Training Compliance application: Establish a framework for managing regulatory and program-specific training requirements, Alert training leaders of new and transferred employees for training needs assessment Integrate automatic updates from HR systems, offer multiple training instruction types to Engage employees in classroom and e-learning training; integrated training calendar solution for session scheduling, provide employees with access to a diverse library of pre-loaded Training content licensed from leading providers such as RedVector®, SkillSoft®, PureSafety® Validate training effectiveness through course-specific e-quizzes; log completions through Online, bar-coding, Mobile & batch upload Identify qualified employees by task based on training completion status Look to Key Performance Indicators so your business can avoid safety violations and injuries. Let me know what you think; send emails to info@thesafetypropodcast.com Find the podcast also on LinkedIn, Facebook, Instagramand Twitter

Full show notes at the publisher

039: Vacation Message - Off the Job Safety Apr 03, 2018

Show notes

Final vacation week! Thanks for being loyal listeners. I wanted to remind everyone in this quick episode about taking safety with when you leave work.

I may put together an episode about this topic soon. Share your off-the-job safety tips by sending me an email to info@thesafetypropodcast.com.

You can find me on LinkedIn! Post a LinkedIn update letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter

032: Is Online Safety Training Effective? Feb 05, 2018

Show notes

Online safety training has come a LONG way from what it was even 5 years ago. Technology like mobile devices and apps has made digesting information easier and more interactive.

So in this episode I want to focus on what works best as far as online safety training goes, and what to avoid.

Years ago, a model for training emerged called Adaptive Learning. I won't bore you with the higher education definition of the term. Not because I don't think any of you would understand it; of course you would! But because when we use the term in the context of online safety training, the definition takes on a whole new meaning.

Adaptive learning for this discussion simply means the learner can drive the direction of the training based on their interactions. This goes well beyond the old "CORRECT/INCORRECT" feedback responses they typically get.

So let's get into what to look for in online safety training and what to avoid.

So for online safety training, adaptive learning is simply the lesson presenting an activity whether it is a questions, matching, photo to select what is wrong, even a short clip of a work scenario and some question after, and then, based on the learners answer, they are presented with more information.

A simple example is if the lesson presents a question like, True or False: "safety glasses are only to be worn when you are performing a task with a power tool." and the learners selects true, the lesson presents information explaining that "many times employees are around someone or will pass by someone using power tools that may present a hazard, given this information what should you do?"

The learner would then select an answer, again, either answer results in more information other than a simple CORRECT/INCORRECT. You see, the lesson seems to adapt to the learner's responses. So how does this work?

The answer is quite simple. Using software one can easily create different "slides" with this information. Then using buttons for answer options, link each option to a slide with the relevant info. You could even do this with PowerPoint - create branching slides based on responses.

The question is, how deep do you want to go with it? Ideally you want to go as far it takes to make a point. If someone doesn't get a simple concept by the third slide or so, it would be best to present a policy statement and ask several different ways if they understand; requiring a "yes, I understand" selection. If not, their training is paused until an actual person can coach them.

But back to the training concept, it is that simple. It is more engaging and informative to ask if PPE needs to be worn in a specific scenario (either described or shown in pictures or video). And if they choose the wrong answer, present a slide or video or picture with text with the rationale for the right answer, then ask it again in a different way to verify they understand the concept. Make sense?

So imagine an online training lesson that adapts this way? It is far better than the old "Pump and Dump" approach that is still used today. This adaptive learning model is great as it allows you (if you are the creator) to really dive deep on concepts and ideas for the learner. Even the correct answers can introduce another level of depth into a concept.

This graduated approach makes complex issues like CSE or Fall Protection easier as it allows you to introduce and validate foundational elements before getting into more complex ones. The learner tells the system when he/she is ready for the next level.

Another way to approach ANY online safety training is to use a blended approach. This can be live or broken up over time. Meaning, combining online training with instructor-led training. This can really enhance learning.

Imagine taking basic definition of terms on concepts of fall protection in an online adaptive learning course, then jumping into the classroom for hands-on demos and activities to reinforce what you were introduced to online? That is really powerful. I have seen this work well.

This brings up a distinction worth noting; the difference between training and education. I have a simple way (maybe too simple) of looking at the two terms:

Education is transferring knowledge of a particular subject.

Training is the practical application or use of that knowledge.

So to me, taking an online course about fall protection simply educates one on the requirements of the subject; definitions, procedures, policies, etc.

Training is the hands-on demonstration where learners have to inspect harnesses with hidden flaws, practice donning/doffing, using snap hooks, practice using a beam strap on a simulated beam, etc.

You need BOTH in many safety and health topics. So to me, you need to be involved in the training and education process for all employees. You cannot simply pass this off to an online option with no input whatsoever.

That said, online safety training is extremely effective and user friendly, accessible, and affordable. Many topics that simply require knowledge (education) about requirements can be taken online. A lot of us safety professionals need to keep up on regs, permit requirements, etc. and much of this is at the education level I just talked about. Maybe one could add an activity to fill out a permit or shipping manifest or something like that as a training aide.

But by and large, much of what we professionals need is definitely in the realm of education vs training. There are so many options out there for this. Personally, I have an affiliate relationship with Atlantic Training. Their courses are affordable, and give you what you need to get started; knowledge of the topic. I have a link in the show notes if you want to check them out. Again, they are not a sponsor or anything like that.

Other options are the National Safety Council. They have industry recognized training and education courses that I have recommended for years now to clients and even listeners that have contacted me about how to brush up on their safety management skills.

So look around, ask peers what they did and how they liked it - that is still the best way to get feedback before you buy. Also, many offer free lesson previews as well. So be sure to look at those to see if the look, feel and style of the online training is best for you. I have taken some where the voice was digitized, monotone and just unbearable! I would not have chosen that course if I had a preview first.

So look for that. Also, look for anything that provides downloads or supporting materials like manuals, handouts, even job aides to use with others at work, like tool-box talks, safety huddles, etc.

The internet is seemingly endless with options these days. So I hope I have given you some options to look for. Let me know what you think - have you taken some really bad lessons? How about your recommendations?

Please share your thoughts by sending an email to info@thesafetypropodcast.com

Mentioned in this episode:

Mighty Line Floor Tape

www.safetytalkideas.com

Atlantic Training

National Safety Council

031: A Process to Change Workplace Safety Culture Jan 30, 2018

Show notes

Changing Safety Culture Requires a Framework! The link to the book mentioned in this episode can be found HERE

In this episode, I want to talk about changing workplace culture. I have had a couple of episodes on Safety Culture already. And all of that still applies. Again, for the discussion let's define the term:

Culture is the character and personality of your organization. It's what makes your organization unique and is the sum of its values, traditions, beliefs, interactions, behaviors, and attitudes.

This is key: the values, traditions, beliefs, interactions, behaviors, and attitudes. These are what drive behavior, specifically, what helps workers make CHOICES that we then see in actions or behaviors.

The reason I bring this up is that for the last year or so I have been talking to colleagues, reading and chatting in online groups and I keep reading about a common theme out there by so-called "thought leaders' and 'guru's' in organizational development and safety culture development. As many of you know I had been in consulting for a decade specializing in these areas; culture development. And yes, I have an opinion on this as you may have guessed.

So let me use a specific example of what I am talking about; I have seen a number of LinkedIn posts and articles about NOT talking too much about regulations or starting a conversation with "OSHA says…". or similar discussions. While we can all agree that not having to drag in the references to regulations is good; we often have to go to those minimum standards. The reason? It is a sign of a "bad" safety culture.

Workplace culture often drives HOW we communicate about safety. The mistake most folks make is they manage by aspirational cultural values or from a future state. Here is what I mean; I see a lot of professionals pick up a book about culture this and culture that or read The Toyota Way and then look at their work culture and think, "yeah, we need to be like this!"

Problem; You are NOT like that. You need a roadmap to get there, yes. But do NOT approach your work culture as if they already are, based on what you wish were true about your work culture. These aspirations are commendable but sets you up for failure.

You manage from where you ARE, not where you wish to be. So I have some examples of what I mean. If you think you should not have to talk about minimum regulations because you feel your culture is so much beyond this yet you continually get challenged by leaders and coaches to "show me where I have to do this" or "where does it say I have to do that?" then you are not there yet!

You can try and avoid stating regulations or reciting the unfortunate phrase "according to OSHA…" but at some point, you will have to simply because your culture is still at that place. I have heard time and time again and have had key maintenance and leadership personnel flat out ask, "What is the policy or regulation on this or that?" And if they are seeking validation, give it to them. These are folks that just need to be consulted. Give them the info because this is what they are saying they need as a basis for their work. OR justification for how they work. You may eventually get past this point but if this is where you are now…manage from there.

Another sign of where you are is when key personnel asks what the minimum amount of effort needed is to get by? Or, when you attempt to go above and beyond but the workforce pushes back with "we never had to do this before…"

These are clear signs of YOU needing to understand where your work culture is right NOW, not wishing where you would like them to be. Again, those aspirations should motivate us to discover where we are (or current state) and determine the difference between that and the ideal (or future) state. This is the gap we need to work to close. That way we can devise a change plan that is realistic and addresses the areas that need developed and not focus on things we will never be able to improve.

So, if you are tired of having to say, "According to the Standard…" then ask WHY you are still having to say it. If you try to improve something beyond minimum compliance and get pushback, ask WHAT it is folks are resisting. It may just be the change and not the specific safety rule. So you may want to shift focus to change management in general. Go ask the quality folks or the lean folks if they have issues implementing even small changes to tasks or the work environment. Chances are they do.

So don't get wrapped around the axle that your SAFETY culture is broken, when it may just be a PEOPLE thing. Strive to work with the other teams to find common obstacles and barriers. Safety needs to STOP operating in a vacuum and collaborate with other areas of the business to strategically align efforts to improve workplace culture.

If you are reading a book about workplace safety culture, fine. I recommend several on my resources page. But again, don't get so wrapped up in your silo and think that this is unique to YOUR department. Most likely it is not. And if you have something figured out, like an aspect of the culture that you can improve, then you need to reach out and share this with others. Look into some management of change approaches. Helping workers deal with change.

You have a change plan, laid out timelines for training on this initiative you want to implement, how long before everyone gets the new equipment, etc. You know, a project management process. But do you have a process for change? One example is the ADKAR Model (again, just ONE example). This is a framework for understanding change at an individual level. It has 5 elements or building blocks, that must be in place for real change:

ADKAR:

Awareness: this represents a person's awareness of the nature of the change, why it is being made and the risk of NOT changing.

Desire: This represents the willingness to support and engage in the change.

Knowledge: This represents the information, training, and education needed to know HOW to change.

Ability: This represents the realization or the execution of the change. It addresses turning the knowledge into action.

Reinforcement: This represents those internal and external factors that sustain change.

The elements of the ADKAR model fall into the natural order of how one person experiences change. Desire cannot come before awareness because it is the awareness of the need for change that stimulates our desire or triggers our resistance to that change.

Knowledge cannot come before desire because we do not seek to know how to do something we do not want to do.

Ability cannot come before knowledge because we cannot implement what we do not know.

Reinforcement cannot come before ability because we can only recognize and appreciate what has been achieved.

The lifecycle for ADKAR begins after a change has been identified. From this starting point, the model provides a framework and sequence for managing the people side of change.

In the workplace, ADKAR provides a solid foundation for change management activities, including readiness assessments, sponsorship, communications, coaching, training, recognition and resistance management.

Look, there are other models. This is but one that I have used and have seen success in the past. But I want to point you in the right direction to get started addressing what I stated earlier, that is identifying the change that is needed is one thing, having a process to facilitate the change, ensuring its success is another.

This is a tool that can help. Stop managing from where you wish you were. Identify where you are today and get started laying out a plan to achieve successful, lasting change.

Let me know what you think! Send emails to info@thesafetypropodcast.com. You can find me on LinkedIn! Post a LinkedIn update, letting me know what you think of the podcast. Be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

009: Safety & Health Management System Aug 01, 2017

Show notes

www.thesafetypropodcast.com

Have you ever wondered what should be in your safety program? Where do you begin? In this episode I give you a quick rundown on how to get started and the elements of your written program. Don't forget to subscribe and rank/review the podcast so that I can improve it for you!

Email your safety question or comment to info@thesafetypropodcast.com

008: OSHA Aisles and Walkways Safety Update Jul 24, 2017

Show notes

www.thesafetypropodcast.com

Aisles and walkways are being updated! Mainly floor markings. Learn what to do by listening to this episode. More update episodes coming!

Email your safety question or comment: info@thesafetyproinfo.com