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    The SafetyPro Podcast

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    Latest Episodes:
    165: The Evolving Injury Prevention Field w/Lori Frederic Jan 09, 2023
    Show notes

    Join the Community of Safety Pros today!

    Join the Community of Safety Pros today!

    In this episode, Lori Frederic, from Balance Biomechanics, the ever-evolving injury prevention profession. Listen up, safety pros; this is good information as you look for a service provider in this industry.

    Please listen and share this episode with others. If you want to go more in-depth on this and other topics - become a SafetyPro Community member (FREE to join).

    Premium Community members can access exclusive content like episode videos, video courses, templates/downloads, participate in live streams, and direct message/live chat with the Safety Pro.

    Join the Community of Safety Pros today!

    **Mighty Line Tape for all of your floor marking and facility sign needs**


    116: Safety and the Younger Workforce Dec 15, 2020
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    Join the Community of Safety Pros today!

    The Centers for Disease Control and Prevention researchers say a comprehensive public health strategy is needed to protect younger workers. This comes after their recent study shows that the rate of nonfatal on-the-job injuries among 15- to 24-year-olds is between 1.2 and 2.3 times higher than that of the 25-44 age group.

    Data from the National Electronic Injury Surveillance System found that hospital ERs treated an estimated 3.2 million nonfatal occupational injuries to workers ages 15-24 between 2012 and 2018. Of those, 18- and 19-year-olds experienced the highest injury rate, at 404 per 10,000 full-time equivalent workers. The injury rate for workers ages 20-24 and 15-17 was 287 and 281 per 10,000 FTEs, respectively, compared with 195 per 10,000 for workers 25-44.

    Although contact with objects and equipment was the leading cause of work-related injury requiring ER treatment for all age groups studied, lacerations and punctures were the most common type of injury among younger workers. According to NIOSH, adolescents and young adults comprise about 13% of the workforce and traditionally have sustained higher rates of occupational injuries. Around half of the injured workers, ages 15-17 were employed in the accommodations and food services subsector of the leisure and hospitality industry.

    Click here for the published CDC report.

    If you want to go more in-depth on this, and other topics - become a SafetyPro Community member (it is FREE to join). Become a PREMIUM member and get access to exclusive Safety & Health Management content and engage with other safety pros! Live chats, mentorship, premium downloads, videos, tools, and more!

    Join the Community of Safety Pros today!

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    091: What is Psychological Safety? Jan 27, 2020
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    Join the Community of Safety Pros today!

    Why do employees sometimes remain silent when they should speak up? Do they fear consequences or repercussions? Do they feel like new ideas won't be considered without an onslaught of criticism about its inherent risks, a barrage of demands for a detailed project plan, or an insistence on immediate proof of an overinflated ROI? To be blunt, why do workers stay silent when they see things are being done improperly, or in an unsafe manner?

    Maybe because it's not safe to engage in such conversations, the benefit of saying nothing tends to outweigh the benefit of speaking up. Employees fear their feedback will be rejected, or that managers or even co-workers will go so far as to penalize them. So, they keep their heads down and their mouths shut.

    Think about cases where speaking up was stifled or just non-existent; the NASA shuttle disaster or workers at Volkswagen who failed to speak up about fake emissions numbers?

    Gallup's data reveal that only three in ten U.S. workers strongly agree that at work, their opinions seem to count. However, by moving that ratio to six in 10 employees, organizations could realize a 27% reduction in turnover, a 40% reduction in safety incidents, and a 12% increase in productivity.

    The term we have become familiar with as it relates to this issue is "psychological safety." Let's define it for this conversation; it is "a climate in which people are comfortable being (and expressing) themselves." It has been confirmed that psychological safety predicts quality improvements, learning behavior, and productivity.

    An internal study conducted by Google found that teams with high rates of psychological safety were better than other teams at implementing diverse ideas and driving high performance. They were also more likely to stay with the company.

    A culture of psychological safety enables employees to be engaged. They can express themselves without the fear of failure or retribution. Juxtapose this type of culture with one where employees feel too intimidated to speak up or share a new idea. It's hard to imagine these employees can mentally allow themselves to be engaged at work.

    Four Questions That Lead to Psychological Safety

    When looking at why things aren't progressing when it comes to creating a safe environment for folks to speak up, consider the following four questions:

    1. For what can we count on each other?
    2. What is our team's purpose?
    3. What is the reputation we aspire to have?
    4. What do we need to do differently to achieve that reputation and fulfill our purpose?

    The questions are designed to create a culture of psychological safety. Take note; the order is as important as the questions themselves. The first question speaks to strengths and is fundamental for establishing individual security before diving into the broader team psychological safety challenges.

    You may need to help them see a shared purpose and identity with others. Why do they come to work every day? What is the purpose of the production team, HR, safety, quality? How do they achieve that purpose together? Then, with that purpose and process in mind, what do they aspire to be known for in the company? What is the brand they want to create?

    This type of activity can help any team establish universal principles by which to work. Some of the ways the organization uses these principles are practical. For example, they use them to filter out and prioritize staff meeting agendas, based on whether agenda topics meet the principles. The HR team might use them when they interact with business partners, setting expectations, and accountability partners with its stakeholders.

    Sometimes, however, this all might be a little more theoretical. When a team member needs to ask for help, or bring a new idea or challenge to an existing process, they can couch their request in the language the team uses to describe its collective purpose or brand. The HR Manager or Safety Manager might use the team's principles to explain behavior and coach performance. By consistently using them across the board, these shared guiding principles help them to talk and work together in a way that promotes individual and team psychological safety.

    Building the Culture of Psychological Safety

    While critical elements like organizational structure, process, and system considerations can influence company culture, the behavioral side of culture is created person by person, team by team, day by day.

    Team and individual safety are both essential, but individual safety must come first in the process of building psychological safety. And it must come first for any hope of improved engagement and performance.

    That's what the answers to the four questions can provide; a safety net with which to trust and be open with each other. It allows teams to be vulnerable enough to be engaged. Exploring those four questions can do the same for any group or organization that wants to create a culture of psychological safety.

    Leaders and managers can use the four questions to encourage participation, generate ideas and develop honesty. Ideally, every team in an organization would work through the four questions to get to its shared value, purpose, and identity.

    In the best-case scenario, for real culture change to transpire, this has to include -- and start with -- the executive team. Leaders should answer the four questions from a team and organizational perspective. It is when leaders then share their organizational answers with the rest of the company that the expected behavior is encouraged and alignment occurs.

    While culture change rarely follows a straight-and-narrow line, a single team can spark a social transformation in any organization. Managers don't have to wait. They can foster psychological safety within their groups or teams immediately by posing and talking through those four questions. They can create an environment where people are safe to engage, safe to address the elephant in the room, and safe to put their whole selves into their work.

    Read about this topic and learn more about Gallup here.

    Please listen and share this episode with others. If you want to go more in-depth on this and other topics - become a SafetyPro Community member (FREE to join).

    Premium Community members can access exclusive content like episode videos, video courses, templates/downloads, participate in live streams, direct message, and even live chat with the Safety Pro - become a PREMIUM member today!

    Join the Community of Safety Pros today!


    077: A Breakdown of Job Safety Analysis Sep 19, 2019
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    Get the JSA template HERE. OSHA has a great page for this topic HERE.

    Many companies rely on a super-simple tool to define appropriate safe work practices for specific jobs. The Job Safety Analysis Process (also referred to as a JSA, or Job Hazard Analysis - JHA). The JSA is a very effective means of helping to identify and manage hazards associated with task thus reducing incidents, accidents, and injuries in the workplace. It is also an excellent tool to use during new employee orientations and operator training and can also be used to investigate "near misses" and accidents.

    Job Safety Analysis (JSA) is based on the following ideas:

    • That a specific job or work assignment can be separated into a series of relatively simple steps.
    • Hazards associated with each step can be identified.
    • Solutions can be developed to control each hazard.

    To start the JSA Process, select the job or task to be performed. Any job that has hazards or potential hazards is a candidate for a JSA. An uncommon or seldom-performed job is also a candidate for a JSA.

    Forms or worksheets (see sample worksheet) may vary from company to company but the idea remains the same. Identify all steps, hazards, and safe work procedures before starting the job. I have a template you can download to follow along. It is filled out with a hypothetical job. So grab that and follow along for more context. The JSA process is a multi-step process and goes something like this:

    • Basic Job Steps: Break the job into a sequence of steps. Each of the steps should accompany some major task. That task will consist of a series of movements. Look at each series of movements within that basic task.
    • Potential Hazards: To complete a JSA effectively, you must identify the hazards or potential hazards associated with each step. Every possible source of energy must be identified. It is very important to look at the entire environment to determine every conceivable hazard that might exist. Hazards contribute to accidents and injuries.
    • Recommended Safe Job Procedures: Using the Sequence of Basic Job Steps and Potential Hazards, decide what actions are necessary to eliminate, control, or minimize hazards that could lead to accidents, injuries, damage to the environment, or possible occupational illness. Each safe job procedure or action must correspond to the job steps and identified hazards.

    Through this process, you can determine the safest, most efficient way of performing a given job. Thus JSA systematically carries out the basic strategy of accident prevention: The recognition, evaluation, and control of hazards.

    Now, how do we document this process and capture the results? It is prepared in a 3-column chart form, either portrait or landscape - I have seen both and listing the basic job steps on the left-hand column and the corresponding hazards in the middle column, with safe procedures for each step on the right-hand column. The right-hand column will essentially become your safe work instructions.

    A completed JSA chart can then be used as a training guide for employees; it provides a logical introduction to the work, it's associated hazards, and the proper and safe procedures to be followed.

    For experienced workers, a JSA is reviewed periodically to maintain a safety-awareness on the job and to keep abreast of current safety procedures. The review is also useful for employees assigned to new or infrequent tasks.

    Let's talk about how to fill out the JSA. First, there is an art and science to breaking down a job or task into steps. If the steps are too detailed, the JSA will be complicated and difficult to follow. If they are not detailed enough, you may miss important steps and associated hazards. For example, let's say you are planting a tree, and you need a JSA on how to unload the tree from the truck. You don't want to say:

    Step 1. Remove latch pin from the tailgate

    Step 2. Release tailgate latch

    Step 3. Lower tailgate to open position

    Now you move to plant the tree, let's say by hand:

    Step 1: Retrieve shovel from the back of the truck

    Step 2: Place shovel on the ground at the specified degree

    Step 3: Place dominate foot onto the back of shovel at the mid-sole

    This is tedious, no one will read that document. Instead, it may be enough to simply say, "open tailgate" as the job step and move to the second part of creating the SJA - listing all the hazards associated with that step. On the flip side, don't over-simplify it either. For example, when planting the tree:

    Step 1: Put tree in ground…that's it. No step 2.

    Ok, an extreme example of over-simplification. But be sure to walk through the job steps and look for opportunities to break it down into steps. If you already have job steps laid out, such as in the case of OEM operating instructions or manual this makes it a bit easier.

    To make sure I illustrate this point, let's talk about another example; let's say you need to operate a 3D metal printer - you wouldn't just state, "place build plate inside the print chamber, close door and start print operation." There is obviously more to this process. This brings me to my next point; understand the difference between a job/task and a process.

    A process is a series of physical, mechanical, or even chemical operations, often made up of several different jobs/tasks. On the other hand, a job/task is a single activity - either on its own or in support of a larger process, like 3D metal printing. In this example, there will be the storage, handling, and loading of metal powder. Then there is the build set up - like installing the build plate, and even post-printing work, like removing the printed part from the build plate, any grinding or buffing work on the part, hardening of parts in an oven, just to name a few.

    Each job/task will have its own JSA form that, when combined will make up everything that goes into the overall process of 3D Printing. And the steps and hazards could be different for different types of print jobs - the print media could be different, the print machine models could be different, inserting gases, removal process, etc.

    A good tip as you complete your JSA, make sure each job/task step starts with action - use verbs, like pull lever, push door, place ladder, etc. Steps that do not present a potential hazard should be left off. The exception would be if you intend to use this as a multi-purpose job aid covering other job steps (like for quality or production).

    This layered approach may work well, as employees will see there is ONE way to perform the job. That brings up a great point, you may already have a work instruction that breaks down the steps. Maybe there is a machine operating manual. Be sure to review these with operators to ensure they are actually still relevant and cover all the steps they need to take.

    Whether you have existing jobs needing to be reviewed or are implementing a new job or task, employee involvement is critical. So be sure to do a couple of walk-throughs of the process with operators before publishing the document. The JSA should be reviewed, approved, and signed by the supervisor before the task is started. Understanding every job step is very important! Whenever a job step changes or a new step is introduced, the JSA must be reviewed and updated.

    Remember, the key reasons for completing a JSA are to encourage teamwork (especially with new employees), to involve everyone performing the job in the process, to increase awareness of potential hazards, and communicate safe operating procedures!

    I have a JSA template download link in the show notes. Be sure to practice a few times and review it with others to make sure you get the hang of it. Make sure you do not overlook a job step/task that introduces a hazard! This is the whole point of this exercise - to identify and control hazards associated with performing a job.

    Let me know what you think - email me at info@thesafetypropodcast.com. Also, let's connect on LinkedIn so we can continue to collaborate on workplace safety. You can post a comment on LinkedIn about this episode as well - be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast onFacebook, Instagram, and Twitter!


    072: VPPPA 2019 - Suicide Prevention as a Workplace Safety Strategy Aug 29, 2019
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    Frank King, nationally-known suicide prevention and postvention speaker and trainer, was a writer for The Tonight Show for 20 years, is a corporate comedian, syndicated humor columnist, and podcast personality, who was featured on CNN's Business Unusual.

    Depression and suicide run his family. He's thought about killing himself more times than he can count. He's fought a lifetime battle with depression, and thoughts of ending his life, turning that long dark journey of the soul into sharing his lifesaving insights on mental and emotional health awareness, with corporations, associations, youth (middle school and high school), and college audiences.

    As an inspirational and motivational speaker and trainer he uses the life lessons from the above, as well as lessons learned as a rather active consumer of healthcare, both mental and physical, to start the conversation giving people who battle mental and emotional illness permission to give voice to their feelings and experiences surrounding depression and suicide, and to create a common pool of knowledge in which those who suffer, and those who care about them, can swim.

    And doing it by coming out and standing in his truth, and doing it with humor. He believes that where there is humor there is hope, where there is laughter there is life, nobody dies laughing.

    He is currently working on a book on men's mental fitness, Guts, Grit, and the Grind, with two co-authors. Find him here: https://safetyinstitute.com/frank-king

    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


    UPDATE: VPPPA Safety Symposium in New Orleans & New Safety Webinar Announcement Aug 19, 2019
    Show notes Don't Miss this Free, On-Demand Webinar Powered by iReportSource Complacency is a state of mind where a worker is out of touch with the hazards and risks around them. It can show up in a number of ways: over-confidence, lack of care, mindlessness, actual physical signs, a rushed approach to the work, frustration, fatigue, your mind not being totally on-task, cutting corners…the list goes on and on.
    Complacency is one of the most problematic mindsets that can contribute to injuries and incidents on the job.
    So how can you move towards a culture where you reduce and minimize complacency? And in what way can you move from outdated, lagging indicators to leading indicators to help you proactively manage safety? In this free and on-demand webinar, I will uncover:
    • How you can spot complacency in your organization
    • 5 proven and proactive ways to combat complacency
    • Real-life examples of how you can reduce this mindset
    • Best practices in reinforcing behaviors that reduce complacency

    Avoid complacency and better manage risk: register and watch the on-demand webinar today! Also, join me in New Orleans for the VPPPA National Safety Symposium - I will podcast on-location and would like to meet as many listeners as possible! Stop by the media center next to registration! If not attending, catch up on all the latest topics being presented as I share key takeaways and thoughts for you! 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

    064: Is Your Safety Management System ISO 45001 Ready? Mar 13, 2019
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    Every day, thousands of lives are lost due to work accidents or fatal diseases linked to work activities. These are deaths that could and should have been prevented and must be in the future.

    Whether you are an employee, a manager or a business owner, you share a common goal – you don't want anyone to get hurt on the job. Improved productivity stems from ensuring people operate in workplaces that provide transparency and build trust throughout their operation and supply chain. In addition, responsible practices are becoming increasingly important to brands and reputations.

    ISO 45001 is the world's first International Standard dealing with health and safety at work. Quite simply, it offers a single, clear framework for all organizations wishing to improve their OH&S performance. Directed at the top management of an organization, it hopes to provide a safe and healthy workplace for employees and visitors. In order to achieve this goal, it is important to control all factors that might result in illness, injury, and in even fatalities, by mitigating the impacts hazards have on the physical, mental and cognitive condition of workers – and ISO 45001 covers all of those aspects.

    While ISO 45001 does draw on OHSAS 18001 – the previous benchmark for workplace safety – it is a completely new and distinct standard, not simply a dusted off version or revision or a simple update. Organizations will, therefore, need to revise their current thinking and work practices in order to maintain organizational compliance.

    What are the major differences between OHSAS 18001 and ISO 45001?

    There are many differences, but the main change is that ISO 45001 focuses on the interaction between an organization and its total business environment while OHSAS 18001 was focused on managing hazards and other internal-only issues. But the standards also differ in other ways:

    • ISO 45001 is process-based – OHSAS 18001 is procedure-based
    • ISO 45001 is dynamic in all clauses – OHSAS 18001 is not
    • ISO 45001 considers both risk and opportunities – OHSAS 18001 deals exclusively with risk
    • ISO 45001 includes the views of interested parties – OHSAS 18001 does not

    These points represent a huge shift in the way health and safety management and even viewed in business today. Safety can no longer be treated as a "stand-alone" department or silo. Instead, key safety roles need to be embedded within the company - partnering with the various departments in order to run a sustainable organization.

    Let's see what ISO.org has to say:

    My company already follows OHSAS 18001. How do I start to switch over to ISO 45001?

    When moving over from OHSAS 18001, there are some steps you have to take in order to lay the groundwork for ISO 45001. Here are a few steps ISO.org says you will need to take to get started:

    1. Perform the analysis of interested parties (those individuals or organizations that can affect your organization's activities) as well as internal and external factors that might impact your organization's business, then ask yourself how these risks can be controlled through your management system.
    2. Establish the scope of the system, while considering what your management system is set to achieve.
    3. Use this information to establish your processes, your risk evaluation/assessment and, most importantly, to set the key performance indicators (KPIs) for the processes.

    Once you have adapted all the data to the tools of OHSAS 18001, you can reuse most of what you already have in your new management system. So, while the approach is quite different, the basic tools are the same.

    What do I need to know if I am new to ISO 45001?

    The answer depends on how much you know about ISO management systems. ISO 45001 adopts Annex SL, thus sharing a high-level structure (HLS), identical core text and terms and definitions with other recently revised ISO management system standards such as ISO 9001:2015 (quality management) and ISO 14001:2015 (environmental management). If you are already acquainted with the common framework, then much of ISO 45001 will seem familiar to you and you will just need to fill the "gaps" in your system.

    If this is not the case, things could be a little more tricky. The standard is not easy to apprehend when you read it as a normal book. You have to realize all the interconnections between the specific clauses. The best advice would be to find a good training course to help you unlock the standard's full potential. You may also want to consider employing consultancy services to assist you in the process.

    See the entire ISO.org article here: https://www.iso.org/news/ref2271.html

    How can I compare my safety management system against ISO 45001?

    The best thing to do is to use the checklist that you can download HERE

    Let me know what you think. Send an email to info@thesafetypropodcast.com and share with me your thoughts about ISO 45001.

    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!


    052: Safety Incentives that Work Nov 20, 2018
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    OSHA has changed course in its view of employers' post-incident drug testing programs and injury rate-based incentive programs. In a Memorandum to Regional Administrators and State Designees published October 11, the Agency now says most of these types of programs do not run afoul of the anti-retaliation provisions of the injury and illness recordkeeping regulation at §1904.35(b)(1)(iv).

    This is a massive shift in policy guidance from that published when the Agency issued the final rule in May 2016 requiring employers to submit injury and illness records electronically. As part of that rulemaking, OSHA added a provision that employers do not have any barriers for employees to report injuries or illnesses. The rule also said that employers could not discriminate or punish employees for being injured.

    While the rule itself didn't address drug testing or incentive programs, policy guidance published along with it indicated that most post-incident drug testing programs would be in violation. The same thing was said about incentive programs that were tied to injury rates.

    But now, OSHA says that many employers who implement safety incentive programs and/or conduct post-incident drug testing do so to promote workplace safety and health. Also, the Agency says evidence that the employer consistently enforces work rules (whether or not an injury or illness is reported) would demonstrate that the employer is serious about creating a culture of safety, not just the appearance of reducing rates. Thus, action taken under a safety incentive program or post-incident drug testing policy would only violate §1904.35(b)(1)(iv) if the employer took action to penalize an employee for reporting a work-related injury or illness rather than for the legitimate purpose of promoting workplace safety and health.

    In the new policy, OSHA says that incentive programs can be an essential tool to promote workplace safety and health. One type of incentive program rewards workers for reporting near-misses or hazards and encourages involvement in a safety and health management system. "Positive action that is taken under this type of program," the Agency says, "is always permissible under §1904.35(b)(1)(iv)."

    OSHA describes another type of incentive program that is rate-based and focuses on reducing the number of reported injuries and illnesses. These programs typically reward employees with a prize or bonus at the end of an injury-free month or evaluate managers based on their work unit's lack of injuries. The Agency says these rate-based incentive programs are also permissible under §1904.35(b)(1)(iv) "as long as they are not implemented in a manner that discourages reporting."

    So, if an employer takes an adverse action against an employee under a rate-based incentive program, such as withholding a prize or bonus because of a reported injury, OSHA would not cite the employer under §1904.35(b)(1)(iv) as long as the employer has implemented adequate precautions to ensure that employees feel free to report an injury or illness.

    What would be an "adequate precaution"?

    OSHA says that a statement that employees are encouraged to report and will not face retaliation for reporting may not, by itself, be adequate to ensure that employees feel free to report, mainly when the consequence for reporting will be a lost opportunity to receive a substantial reward. However, an employer could avoid any inadvertent deterrent effects of a rate-based incentive program by taking positive steps to create a workplace culture that emphasizes safety, not just rates. For example, the Agency says that any inadvertent deterrent effect of a rate-based incentive program on employee reporting would likely be counterbalanced if the employer also implements elements such as:

    • An incentive program that rewards employees for identifying unsafe conditions in the workplace;
    • A training program for all employees to reinforce reporting rights and responsibilities and emphasizes the employer's non-retaliation policy;
    • A mechanism for accurately evaluating employees' willingness to report injuries and illnesses.

    In addition, OSHA says that most instances of workplace drug testing are permissible under §1904.35(b)(1)(iv). Examples of permissible drug testing include:

    • Random drug testing.
    • Drug testing unrelated to the reporting of a work-related injury or illness.
    • Drug testing under state workers' compensation law.
    • Drug testing under other federal law, such as a U.S. Department of Transportation rule.
    • Drug testing to evaluate the root cause of a workplace incident that harmed or could have harmed employees. If the employer chooses to use drug testing to investigate the incident, the employer should test all employees whose conduct could have contributed to the incident, not just employees who reported injuries.

    Listen to this episode for more information on how to set up your incentive program properly.

    Be sure to send emails to info@thesafetypropodcast.com

    Find the podcast also on LinkedIn, Facebook, Instagram, and Twitter


    030: Is that Injury/Illness Work-Related? Jan 23, 2018
    Show notes

    Join the Community of Safety Pros today!

    Join the Community of Safety Pros today!

    As we know, the language of the OSH Act limits the recording requirements to injuries or illnesses that are "work-related." The Act uses but does not define this term.

    OSHA has interpreted the Act to mean that injuries and illnesses are work-related if events or exposures at work caused or contributed to the problem. Work-related injuries or illnesses may (1) occur at the employer's premises or (2) occur off the employer's premises when the employee was engaged in a work activity or was present as a condition of employment.

    What most people would read under paragraph 1904.5(b)(1) is the "work environment" means "the establishment and other locations where one or more employees are working or are present as a condition of their employment. The work environment includes physical locations and equipment or materials used by the employee during his or her work."

    Work-relatedness is presumed for injuries and illnesses resulting from events or exposures occurring in the work environment. There must be a causal connection between the employment and the injury or illness before the case is recordable. There are some exceptions, which help us better understand what WOULD be recordable. So let's go thru the exceptions:

    Injuries or illnesses will not be considered work-related if they involve symptoms that surface at work but result solely from a non-work-related event or exposure outside the work environment. OSHA's recordkeeping system is intended only to capture cases caused by conditions or exposures arising in the work environment. It is not designed to capture cases that have no relationship with the work environment.

    The work environment cannot have caused, contributed to, or significantly aggravated the injury or illness for this exception to apply.

    An example of this type of injury would be a diabetic incident that occurs while an employee is working. Because no event or exposure at work contributed in any way to the diabetic episode, the case is not recordable. This exception allows the employer to exclude cases where an employee's non-work activities are the sole cause of the injury or illness. The exception was included in the proposal, and OSHA received no comments opposing its adoption.

    Injuries and illnesses will not be considered work-related if they result solely from voluntary participation in a wellness program or in a medical, fitness, or recreational activity such as blood donation, physical, flu shot, exercise classes, racquetball, or baseball. This exception allows the employer to exclude certain injury or illness cases related to personal medical care, physical fitness activities, and voluntary blood donations. They were here are "solely" and "voluntary."

    The work environment cannot have contributed to the injury or illness for this exception to apply, and participation in the wellness, fitness, or recreational activities must be voluntary and not a condition of employment.

    This exception allows the employer to exclude cases related to personal matters of exercise, recreation, medical examinations, or participation in blood donation programs when they are voluntary and not undertaken as a condition of work.

    For example, if a clerical worker were injured while performing aerobics in the company gymnasium during his or her lunch hour, the case would not be work-related. On the other hand, if an employee assigned to manage the gymnasium were injured while teaching an aerobics class, the injury would be work-related because the employee was working at the time of the injury, and the activity was not voluntary.

    Similarly, if an employee suffered a severe reaction to a flu shot administered as part of a voluntary inoculation program, the case would not be work-related. However, if an employee suffered a reaction to medications administered to enable the employee to travel overseas on business, or the employee had an illness reaction to a drug administered to treat a work-related injury, the case would be considered work-related.

    Injuries and illnesses will not be considered work-related if they result from an employee eating, drinking, or preparing food or drink for personal consumption (whether bought on the premises or brought in). OSHA has gotten many letters asking for interpretations on this very topic. So they addressed it in this exception.

    An example of the application of this exception would be a case where the employee injured himself or herself by choking on a sandwich brought from home but eaten in the employer's establishment; such a case would not be considered work-related under this exception.

    On the other hand, if a trip/fall hazard injured the employee in the employer's lunchroom, the case would be considered work-related.

    In addition, a note to the exception clarifies that if an employee becomes ill due to ingesting food contaminated by workplace contaminants such as lead or contracts food poisoning from food items provided by the employer, the case would be considered work-related.

    Another wrinkle here is that if an employee contracts food poisoning from a sandwich brought from home or purchased in the company cafeteria and must take time off to recover, the case is not considered work-related.

    On the other hand, if an employee contracts food poisoning from a meal provided by the employer at a business meeting or company function and takes time off to recover, the case would be considered work-related. Food provided or supplied by the employer does not include food purchased by the employee from the company cafeteria. Still, it does include food purchased by the employer from the company cafeteria for business meetings or other company functions.

    So the test is whether the employer is providing food for a work event or not.

    Injuries and illnesses will not be considered work-related if they result from employees doing personal tasks (unrelated to their employment) at the establishment outside of their assigned working hours. This exception allows employers limited flexibility to exclude from the recordkeeping system situations where the employee uses the employer's establishment for purely personal reasons during his or her off-shift time.

    For example, if an employee were using a meeting room at the employer's establishment outside of his or her assigned working hours to hold a meeting for a civic group to which he or she belonged and slipped and fell in the hallway, the injury would not be considered work-related.

    On the other hand, if the employee were at the employer's establishment outside his or her assigned working hours to attend a company business meeting or a company training session, such a slip or fall would be work-related.

    Injuries and illnesses will not be considered work-related if they result from personal grooming, self-medication for a non-work-related condition, or are intentionally self-inflicted. This exception allows the employer to exclude from the Log cases related to personal hygiene, self-administered medications, and intentional self-inflicted injuries, such as attempted suicide.

    For example, a burn injury from an adverse used at work to dry the employee's hair would not be work-related. Similarly, an adverse reaction to a medication brought from home to treat a non-work condition would not be considered a work-related illness, even though it first manifested at work.

    Injuries will not be considered work-related if they are caused by motor vehicle accidents occurring in company parking lots or on company access roads while employees are commuting to or from work. This exception allows the employer to exclude cases where an employee is injured in a motor vehicle accident while commuting from work to home (or from home to work) or on a personal errand.

    For example, if an employee was injured in a car accident while arriving at work, leaving the company's property at the end of the day, or driving on his or her lunch hour to run an errand, the case would not be considered work-related.

    On the other hand, if an employee were injured in a car accident while leaving the property to purchase supplies for the employer, the case would be work-related. This exception represents a change from the position taken under the older record-keeping rule. No injury or illness occurring in a company parking lot was considered work-related.

    So, OSHA has concluded that some injuries and illnesses that occur in company parking lots are clearly caused by work conditions or activities, e.g., being struck by a car while repairing asphalt, slipping on ice permitted to accumulate in the lot – and by their nature point to conditions that could be corrected to improve workplace safety and health.

    Common colds and flu will not be considered work-related.

    OSHA allows the employer to exclude cases of common cold or flu, even if contracted while the employee was at work.

    However, in the case of other infectious diseases such as tuberculosis, brucellosis, and hepatitis C, employers must evaluate reports of such illnesses for work-relatedness, just as they would any other type of injury or illness.

    Please listen and share this episode with others. If you want to go more in-depth on this and other topics - become a SafetyPro Community member (FREE to join).

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    Join the Community of Safety Pros today!


    000: Intro to The SafetyPro Podcast Dec 19, 2014
    Show notes

    This is the SafetyPro Podcast with Blaine J. Hoffmann, MS OSHM. Think of me as your personal safety professional!

    In this quick intro, I talk about my professional experience, background and what to expect from this podcast moving forward.

    I will cover real-world workplace safety and health management issues and how to implement safety and health program elements in your workplace. I will also tackle training issues, audits, safety trends, interview experts, and more!

    I will also provide bonus materials (downloadable tools) for you to use on the job! Things like safety talks, charts, inspections, surveys, and more.


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