Many construction activities are inherently dangerous. However, with the proper safeguards in place those activities can be made safe. Roofing activities are no exception.

Some of the most common hazards associated with roofing activities include poor placement of the access ladder, weather conditions, holes in the roof, losing awareness of the edge, and improper training. In 2018, roofers had the fourth highest number of fatal work injuries. Roofers also have the highest incident rate of nonfatal falls.

For these reasons it vital that steps be taken to protect workers who are performing roofing activities, especially from falls.

The preferred method of protecting workers from falls is using personal fall arrest systems designed for roofing activities. The other conventional methods of fall protection are using guardrail systems and safety net systems.

However, it is not always feasible to use conventional systems. In those cases, consideration should be given to non-conventional fall protection. Non-conventional methods include safety monitoring system, warning line systems, and fall protection plans.

Safety monitor systems can only be used on “low-slope” roofs that are 50 feet wide or less. Low-slope roof means a roof having a slope less than or equal to 4 in 12 (vertical to horizontal). If the roof is greater than 50 feet wide, a combination of non-conventional systems must be used.

Safety Monitors must be Competent Persons who are responsible for recognizing and warning employees of fall hazards. If a safety monitor system is to be used, the Safety Monitor must be on the same level as the employees being monitored and monitoring must be their only responsibility.

The use of warning line systems is only allowed for roofing work on low-slope roofs and must be used in conjunction with another system (i.e., warning line system and guardrail system, warning line system and safety net system, or warning line system and personal fall arrest system, or warning line system and safety monitoring system).

When using warning lines, they must be erected around all sides of the roof work area and constructed of rope, wires, or chains.

The option of using fall protection plans is available only to employees engaged in leading edge work, precast concrete erection work, or residential construction work who can demonstrate that it is infeasible, or it creates a greater hazard to use conventional fall protection equipment.

The fall protection plans must be developed and evaluated by a Qualified Person (as defined by OSHA) on a site-by-site basis. The same components may be included in each Plan, but it must be tailored to meet the needs of each specific site. If there any changes made to the Plan, those must be approved by a qualified person as well.

A copy of the Plan with all approved changes must be maintained at the job site.

Workers engaged in roofing activities must be provided with a training program on fall protection. The program shall enable each employee to recognize the hazards of falling and shall train each employee in the procedures to be followed in order to minimize these hazards.

The training must be conducted by a Competent Person.

For further information, consult 29 CFR 1926 Subpart M.

 


Alan STC

Alan Hurtado | CHST, CIT
Client Partner

Finish that home project you’ve been putting off. Go to the gym more. Quit smoking. Eat healthier. Go sky diving with friends.

We’ve heard it all! The New Year’s resolutions are in full force, with many of us wondering when they’ll even start.

Many perceive a new year as an opportunity to make changes that lead to positive outcomes in one’s health, relationships, outlook, environment, etc. More importantly, it’s also a good time for businesses to take stock of the safety status quo at their company and find solutions to resolve their safety concerns and build a better safety culture. It’s really a safety journey that occurs over time and not by a single event.

Allow STC to make a few suggestions as you look to overhaul those New Year’s safety resolutions for 2020:

RESOLUTIONS

1. Have A Vision

It’s one of the single most underrated resolutions for 2020. Without a vision you can build it, but no one will come. True vision is strategic, meaningful and a foundation to all the goals you’ll set for 2020. It’s not a task, but a journey STC helps many with every year.

2. Evaluate Your Safety Policy

We often hear businesses mention how proud they are of their safety policies and programs. It’s only when we point out that it still mentions using pagers as a form to communicate job site accidents that they admit an update is needed.

3. Get the Right People in the Right Seat

It doesn’t take a rocket scientist to realize when there is a deficiency in your company’s safety culture. Cancer spreads, so cut it out while you still can and/or hire to change it.

4. Encourage More Employee Reporting

Empower your employees to point out dangers on the work site. It may seem counter intuitive, but doing so reduces the risk of future injuries. If the employer doesn’t know about a hazard, how is he or she supposed to fix it?

5. Identify Safety Trends and Resolve Them

Not all workplaces are the same. Construction workers are probably more prone to slips and falls, while electricians are more prone to electrocution. Take the time to identify the most common types of injuries in your workplace. Only then can you make the necessary changes to prevent such injuries from occurring.

6. Start Strong and Stay Safe in 2020

Don’t get bogged down by another year. Start strong in working on your goals and enjoy the journey!

7. PARTNER WITH STC

Seriously, give us a call! You’ll be pleasantly surprised how helpful and strategic we are in setting a vision and achieving goals for you and your organization. Business savings don’t come often, but STC can help you maximize efforts.

We are your strategic safety partner, helping clients on their journey!

 


Tom Sizemore Tom Sizemore, CRIS
Business Development Manager

tom.Sizemore@thestcgroup.com
Office: 972-347-3377
Cell: 919-946-4604

Everybody is on high alert when OSHA comes knocking on the door, especially when a serious Violation can cost up to $14,000 and a Repeat Violation can soar up to $133,000.

You may be saying to yourself, “That’s a lot of money, how can we avoid those citations?”

While there are a lot of common mistakes that lead to citations, we’re going to focus on the top 10 most frequent OSHA citations.

Safety Consulting Dallas

  1. Fall Protection
  2. Hazard Communication
  3. Scaffolding
  4. Respiratory Protection
  5. Control of Hazardous Energy (LOTO)
  6. Ladders
  7. Powered Industrial Trucks
  8. Fall Protection (Training Requirements)
  9. Machinery and Machine Guarding
  10. Eye and Face Protection

Here we have the top 10 most frequently cited OSHA violations. Let’s review a couple of them.

The number one violation is Fall Protection. Key things to remember when trying to prevent a citation on Fall Protection are:

1. Each employee on a walking/working surface 6 feet or more above a lower level shall be protected from falling by a guardrail system, safety net system, or personal fall arrest system. If a guardrail system is chosen to provide the fall protection, and a controlled access zone has already been established for leading edge work, the control line may be used in lieu of a guardrail along the edge that parallels the leading edge.

2. Nearly 40% of deaths in construction are due to falls, so making sure that your employees are safe is not just something that should be done to prevent an OSHA citation but also to assure the safety of your people.

Hazard Communication is the second most commonly cited violation and this can come in many different forms, including but not limited to:

1. Not having an SDS Book present. This can be a huge deal as the SDS Book is the one location that should have all the necessary information on all the chemicals being used.

2. Having unlabeled chemicals throughout the job site or the facility. Dealing with unlabeled chemicals makes it easy to get things mixed up, confused with another and ultimately can lead to serious injury or death if not careful.

We can help with your safety!

Naturally, we do not have time to talk in great detail about all 10 of these violations and the many variables that can surround each of them, but if you do have any further questions or would like to know more please reach out to our STC Team and we are happy to help.

Everything we do is centered around preserving the world’s most precious resource – human life. That is what is important, Our People. Although being safe and complying with the OSHA safety standards can save you hundreds of thousands of dollars, it will also keep your people safe.

Far too many preventable injuries occur in the workplace and STC is on a mission to help create environments for cultural development, adult learning and a workplace strategically focused on zero harm.


Steve Merrill

Steve Merrill
Client Partner

What is behavior-based safety?

Many employers believe that when they understand what safety looks like and the hazards their employees are exposed to, they can determine what unsafe behaviors could occur in the workplace.

Today, companies utilize behavior-based programs to identify human actions that could lead to serious accidents or even a fatality. These behavior – based programs help promote safety awareness within the organization without having to formally or daily train employees about safe work practices.

Behavior-based programs help organizations make safety an essential part of their work lives. The goal is that employees self-consciously make safety an essential component for the job, like breathing, without it we can’t survive.

However, companies may attempt to adapt behavior-based programs without fully understanding what it means and what is required. Many employers will adapt these programs with the mentality that it will help the company know who is performing at risky levels or could potential create a risk within the company.

Many refer to it as the “tattle tell program”, in which the company encourages employees to report unsafe behaviors with the sole purpose of preventing injuries and accidents. The reality could be different in some cases.

Safety leaders, supervisors, or managers who are not trained in behavior-based safety programs could push these programs to create internal harm to the organization, including:

  • Using the program to place blame on employees
  • Improper training
  • Using behavior-based safety as your whole focused safety program
  • Using the program to discipline employees (this is a very common mistake)
  • Not getting initial buy-in from employees
  • Not including all employees (management and hourly staff)

In 1931, Herbert William Heinrich published a book titled Industrial Accident Prevention: A Scientific Approach. Henrich was an assistant superintendent of the Engineering and Inspection Division of Travelers Insurance Company when he published his book.

In this book, Heinrich theorized that for every major accident resulting in injury, there are 29 minor accidents that cause minor injuries and 300 accidents that cause no injuries. This became known as “Heinrich’s Law”. See below:

Heinrich’s Law

Heinrich’s Law

While there have been substantial changes over the years to behavior-based safety, the overwhelming data shows that when implemented correctly, behavior-based programs assist in the reduction of accidents and injuries. When implemented correctly, behavior-based safety should:

  • Identify (or target) behaviors that affect safety
  • Define these behaviors precisely enough to measure them reliably
  • Develop and implement mechanisms for measuring those behaviors in order to determine their current status and set reasonable goals
  • Provide employee feedback
  • Reinforce progress

In conclusion, behavior-based safety should be a tool used to develop a strong safety culture within the organization and should not be used as a tool to punish the worker.


Alan STC
Alan Hurtado| CHST, CIT
Client Partner

Every organization deals with risks. How your organization manages those risks, directly effect your company and employees and should be treated appropriately. The key to managing these risks is having a plan, carrying out that plan, checking that plan and making the necessary adjustments.

This “Risk Management” thing is not a new concept. We have always evaluated risks and made decisions accordingly. This holds true throughout history, dating all the way back to cavemen. It could be argued that logic or common sense played a key role in managing risk in a caveman’s world.

In the interest of self-preservation, physical risks such as poisonous plants, dangerous animals, other cavemen, and yes, even fire were at the center of focus when managing risk.

But as the quote goes:

“Anyone who believes that they have common sense has simply forgotten who taught them what they know” — Alan Quilley

Safety Risk STC Safety

Fast forward a few years when construction managers were still using paper notepads. At that point in time regulations consisted of “one size fits all” standards and it was thought that if you were compliant, it was safe.

Years later there was a fundamental change. Companies no longer relied on the “one size fits all” standards and began to implement systems that established reasonable measures to keep their workers safe.

Eventually, companies concluded there were three main reasons for managing their risks:

1. There was a MORAL OBLIGATION to avoid putting workers in hazardous situations.
2. There were STANDARDS that created a legal responsibility for companies to maintain safe working conditions.
3. Time, money and effort spent on dealing with accidents and/or incidents COST more than it did trying to prevent them.

Ultimately, this led to the implementation of a true Safety Management System (SMS). A systematic way of identifying and manage risk in the workplace.

A systematic approach to building a culture of safety from within the company. This approach includes policies, procedures, systems and organizational accountability to verify the SMS is being effectively deployed and maintained.

Four key factors to properly implementing an SMS include:

1. Identification of Risk – Identifying hazards and the assessment of the risk associated with each hazard.
2. Management of Risk — Procedures to mitigate risk.
3. Monitoring of Risk – Constant evaluation of SMS.
4. Continual Improvement – Improvement of processes

The method behind the management of an effective SMS is a cycle of continual improvement called “Plan, Do, Check, Act” and is not always as simple as it sounds.

– Plan: From the risk assessment, to the identification of risks associated with in your organization, to the policies and procedures and the allocation of resources.

– Do: The implementation of your plan as it applies to your organization.

– Check: The performance of your plan is evaluated for efficiency, effectiveness and relevance.

– ACT: Adjustments and improvements are made accordingly, which resets the process.

STC is a culmination of lessons learned. We are comprised of experienced safety and risk professionals serving many industries across the United States.

Our team understands the risks companies encounter each day and are ready to go on the journey to build foundational cultures through a systematic process that is unique to each individual organization.

Although slightly more complex than a caveman’s risk management, the focus is still the same, preserving the world’s most precious resource – human life!


Chris Hall
Client Partner | SSH, CRIS
Chris has worked as a Safety Consultant with STC for the last 4 years, helping clients develop and implement safety plans.

Heat related issues STC Safety

Heat-related fatality cases show that workplaces with temperatures above 70 degrees Fahrenheit may have a heat hazard present when work activities are at or above a moderate workload. Assessing worker exposure in conditions that may present a heat hazard is critical for knowing when to implement a heat-related illness prevention program.

Although heat hazards are common in indoor and outdoor work environments, heat-related illness and fatalities are preventable. Many risk factors contribute to the risk for heat-related illness (see Figure below). A heat-related illness occurs when there is an increase in the worker’s core body temperature above healthy levels.

As core temperature rises, the body is less able to perform normal functions. As core temperature continues to increase, the body releases inflammatory agents associated with damage to the liver and muscles. This process may become self-sustaining and generate a run-away inflammatory response, the “systemic inflammatory response” syndrome that often leads to death.

The terms heat stress and heat strain represent the relationship and difference between external factors and the body’s core temperature control mechanisms:

Heat Stress – The net heat load to which a worker is exposed. Physical exertion, environmental factors, and clothing worn all contribute to heat stress.

Heat Strain – The body’s physiological response to heat stress (e.g., sweating).
The body’s natural way to keep the core body temperature from rising to unhealthy levels is through an increase in heart rate and sweating. When these are not enough to keep the core body temperature from rising, the result is heat-related illness or death. Elevated core body temperatures may cause the following illnesses:

  1. Heat Stroke
  2. Heat Exhaustion

Heat Stroke is the most serious heat-related illness and should be treated as a medical emergency. Heat stroke occurs when the body becomes unable to adequately dissipate heat, losing the ability to regulate core body temperature. The core body temperature rises rapidly, the sweating mechanism may fail, and the body is unable to cool down.

When heat stroke occurs, the body temperature can rise to 41oC (106°F) or higher within 10 to 15 minutes. Thinking clearly, perception, planning, and other mental processes become impaired, and the worker may be unable to recognize dangerous situations. Heat stroke can cause death or permanent disability if emergency medical treatment is not given. Symptoms include confusion, clumsiness, slurred speech, fainting/unconsciousness, hot dry skin, profuse sweating, seizures, and high body temperature.

Heat Exhaustion is often a precursor to heat stroke. It is often accompanied by elevated core body temperatures around 38°C–39°C (100.4°F–102.2°F). Symptoms may include headache, nausea, dizziness, fatigue, weakness, thirst, heavy sweating, irritability, and a decreased urine output.

An effective heat-related illness prevention program is incorporated in a broader safety and health program and aligns with OSHA’s Recommended Practices for Safety and Health Programs core elements. Specifically, heat-related illness prevention is most effective when management commits to identifying and reducing exposure to heat stress hazards (i.e., heat hazards).

The most effective way to prevent heat-related illness and fatality is to reduce heat stress in the workplace (e.g., increase air movement, reduce temperature, reduce humidity, and protect workers from solar radiation or other radiant heat sources). The following are some engineering controls that may reduce heat stress:

  • Use air conditioning
  • Increase general ventilation
  • Provide cooling fans
  • Run local exhaust ventilation where heat is produced (e.g., laundry vents)
  • Use reflective shields to block radiant heat
  • Insulate hot surfaces (e.g., furnace walls)
  • Stop leaking steam
  • Provide shade for outdoor work sites

When engineering controls are not enough to keep worker exposure below the *AL or *TLV, administrative controls are another way to prevent a worker’s core body temperature from rising. Some administrative controls that may reduce heat stress include:

  • Acclimatize workers starting the first day working in the heat
  • Re-acclimatize workers after extended absences
  • Schedule work earlier or later in the day
  • Use work/rest schedules
  • Limit strenuous work (e.g., carrying heavy loads)
  • Use relief workers when needed

When engineering and administrative controls are not enough, PPE is a way to provide supplemental protection. PPE that can reduce heat stress include:

  • Fire proximity suits
  • Water-cooled garments
  • Air-cooled garments
  • Cooling vests
  • Wetted over-garments
  • Sun hats
  • Light colored clothing
  • Sunscreen

An effective heat-related illness prevention program should include a worker acclimatization program, heat alert program, and medical monitoring program. It should also establish an effective training program that includes how to recognize heat-related illness symptoms and what to do when there is a heat-related illness emergency.

OSHA recognizes that it may not always be feasible to implement all elements in all workplaces; however, implementing as many elements as possible will make the program as effective as possible.


Alan Hurtado
Alan Hurtado | CHST
Client Partner
Alan has worked as a Safety Consultant for STC over 2 years helping clients develop and implement safety plans.

*The American Conference of Governmental Industrial Hygienists (ACGIH®) has established an Action Limit (AL) for un-acclimatized workers and a Threshold Limit Value (TLV®) for acclimatized workers, see Heat Stress and Strain: TLV® Physical Agents 7th Edition Documentation (2017).
tom line ten-fold.
* Fig.4-1.“Criteria for a Recommended Standard: Occupational Exposure to Heat and Hot Environments – Revised Criteria 2016.” 2016, pp. 1–45., doi:10.26616/nioshpub2016106.

Do you realize the effects a good safety record can have on your business? How can others tell if you have a good safety record?

The answers to these questions can be found in your company’s EMR, a safety metric that is stashed away in the company’s profile which has a large impact on your bottom line.

What is an EMR?

An Experience Modification Rate (EMR) is a “Key Performance Indicator (KPI)” that insurers use to determine the likelihood that a company will experience a worker’s compensation claim. An above average EMR will drive premiums up. Adversely, a low EMR keeps insurance rates low. But wait, there’ more…….

Your company’s EMR doesn’t only impact your insurance premiums. It is the only consistent and measurable metric of safety on a job site used by both government and private owners when considering bids, and it can have a tremendous impact throughout the bidding process.

How is Your EMR Calculated?

Calculating your company’s EMR can involve some extensive calculations that, for the purposes of this article, we will leave up to the insurers.

In a nutshell, it compares your specific payroll and loss history to other businesses in the same industry and of like-size. This is compared to a calculation of expected losses for a company conducting similar work within the same state and modified for the size of the employer.

If you have an average rate among similar businesses of similar size, then your EMR would be 1.0. If your history is 10% better than average, your EMR would be .90 or 10% worse at 1.10.

How is Your EMR affecting your Bottom Line?

Even though your EMR is calculated for insurance purposes and has a direct and measurable impact on your company’s premiums, there are other ways it impacts your bottom line.

1. Most Importantly, Your Employees Are Being Injured On Your Watch

  • That safety metric (EMR) that is stashed away in your profile, represents actual people that are being impacted by injury within your company.
  • Injuries that are preventable.
  • Impacted lives, that are preventable.
  • Aside from the massive human costs by these injuries, these injuries are costing your company time and money that your competitors, with a lower EMR, aren’t spending.

2. Losing Large Contracts

  • By having a significantly higher EMR than your competitors, you put yourself in an extreme disadvantage with other considerations being equal.
  • Or worse, your competitors may be submitting higher bid prices, but still winning the bid due to their excellent EMR.

One Final Question….

How Can You Improve Your EMR?

Improving your EMR is a direct result of improving and changing your company’s mind-set and culture in regards to safety. In other words, IMPROVE YOUR SAFETY, IMPROVE YOUR EMR.

The easy answer is to avoid hazardous situations and prevent accidents that result in injuries, claims and losses. Naturally, this is a lot “easier said than done”. With the right assistance, you can improve in all of these areas.

STC can provide:

COMPREHENSIVE safety solutions and provide an innovative and customized approach that stays on top of initiatives, responsibilities, and most importantly, the employees’ health and safety for their best quality of life.

PROACTIVE deployment of industry best practices, efficiencies and proven processes. We establish leading indicators in an interactive cloud-based system that targets behaviors and trends and ultimately reduces compliance issues and injuries.

RESPONSIVE We leverage powerful technology tools so you can make informed business decisions based on your company’s needs. Our team is committed to real time reporting for a fast response to unsafe situations.

Safety does pay off, whether it’s the safety of your employees, the cost of your premiums, or winning the bids for the work you’re looking for.

With the right help, you can strengthen your bottom line ten-fold.


Chris Hall | SSH, CRIS
Client Partner
Chris has worked as a Safety Consultant for the last 4 years helping clients develop and implement safety plans. He has recently achieved his Construction Risk Insurance Specialists (CRIS) certification.

High temperatures this week!

Be aware, recognize the symptoms and take appropriate action.

 

Heat Related IllnessHeat-related illnesses can be prevented by following these steps:

  • Eat light – the more calories you consume, the more body heat you produce.
  • Wear lightweight clothing
  • Drink plenty of fluids, avoid caffeine.

 

HEAT CRAMPS: painful muscle spasms caused by the loss of electrolytes
Take action: have the worker sip water or a sports drink. Gently stretch, massage and ice the muscle.
HEAT SYNCOPE: the person becomes light-headed and faints when blood flow to the brain decreases.
Take action: have the worker lie down in a cool area until body temperature has leveled.
HEAT EXHAUSTION: occurs when the body loses too much water and salt. It causes weakness, dizziness, nausea, headache, heavy sweating.
Take action: have the worker lie down in a cool area. Remove excessive clothing, provide water/sports drink.
HEAT STROKE: occurs when the person has a rapid pulse, hot, red skin and has stopped sweating. May show mental confusion. If not treated promptly and properly, it can be extremely serious!
Take action: Call for medical help immediately! While waiting, take all steps available to cool the victim down: remove excessive clothing, immerse the victim in cold water, apply ice packs.

Recognizing the warning signs and getting workers to cooperate can effectively prevent heat related illnesses.


Temperaturas altas esta semana!
Esté alerta, reconozca los síntomas y actúe de forma apropiada.
Las enfermedades relacionadas con el exceso de calor se pueden prevenir siguiendo estos pasos:
  • Coma algo lijero – mientras más calorias consuma, más calor producirá su cuerpo.
  • Use ropa ligera y protéjase del sol con sombreros de ala ancha.
  • Tome mucho líquido durante el día y evite la cafeína.

CALAMBRES: Tome agua o alguna bebida isotómica. Estire y masajee el músculo y de ser necesario, aplique hielo.

SINCOPE A CAUSA DE CALOR: haga que el empleado repose en un lugar fresco hasta nivelar su temperatura.

AGOTAMIENTO: ocurre cuando el cuerpo ha perdido mucha agua y sal. Esto causa debilidad, mareos, náuseas, dolor de cabeza y sudor excesivo.
Acción inmediata: haga que el trabajador se recueste boca arriba en una zona fresca. Quítele el exceso de ropa, dele agua o alguna bebida isotómica.

GOLPE DE CALOR: cuando la persona tiene un pulso acelerado, la piel caliente y roja y ha dejado de sudar. Muchos trabajadores muestran confusion mental. Si no se trata de forma adecuada, puede ser extremadamente serio!

Acción inmediata: LLame a la asistencia médica! Mientras llega la asistencia, asegúrese de refrescar a la víctima de cualquier forma posible: sumérjalo en agua fría hasta el cuello, quítele el exceso de ropa, aplique hielo en el cuerpo.
Recocer las señales de alarma y motivar la cooperación de los trabajadores le ayudará a prevenir las enfermedades relacionadas con el calor.

Safety Training

Accidents and injuries in the workplace can be very frightening to most companies in corporate America today. The US Department of Labor reported a total of 2,857,400 OSHA recordable cases in the US across all business sectors.

If we add numbers and dollar signs associated with those numbers, that means that the average back injury (sprain/strain) can cost more than $10,000 in direct costs (NSC Statistics) and anywhere from $30,000 up to $100,000 in indirect costs!

For a small growing company, this could mean putting their business in jeopardy financially, or impact their reputation in a negative way at an early stage of growth. For larger companies, this could mean years of paying out injury related and legal expenses.

To further understand the effects of injuries, this article sets forth some basic standard operating procedures employers can implement to understand the true cost of injuries in their workplace.

Effects of accidents and injuries in the workplace

Workplace accidents and injuries have several negative effects on employees, families, management and the company as a whole. Effects of injuries in the workplace include:

  • Financial costs from fines, medical treatments, death, survivor benefits, and safety corrections.
  • Lost time from disabling injuries, both from the injury itself and follow-up medical checkups after the injured employee returns to work.
  • Damage to employee morale leading to lower productivity.
  • Lower productivity while the injured employee is off work.
  • Reduced trust in management.
  • Increased absenteeism and turnover because employees don’t feel safe on the job.

However, accidents and injuries can also have the positive effect of focusing attention on safety issues and accident prevention. When an accident occurs, many employers don’t understand that the way each case is handled and the amount of care that members of management put into it, is the final impression that is transmitted to all employees.

If employees see that their employers take each accident and injury very serious, they’re more likely to assist in accident prevention programs and a positive morale will be present.

Estimating costs of accidents

Management needs to be able to determine the cost of accidents in order to prove that accidents are more costly than prevention programs. To estimate the cost of accidents, management members need to do the following:

1.Divide accidents into major classes:

    • Those involving lost workdays, permanent partial disabilities, and temporary total disabilities.
    • Those requiring treatment from an outside physician.
    • Those treated with first aid on site, with minimal property damage and work loss time.
    • Those requiring no first aid or physician visits.
2.Examine accounting records to determine the insured costs associated with accidents.
3.Calculate the uninsured costs associated with accidents, including the following:
    • Lost work hours
    • Medical costs
    • Property loss and damage
    • Insurance premiums
    • Hidden costs such as the cost of the investigation and emergency response.

Once the cost of several accidents over a period of time is known, an estimate can be made of the average cost of an accident in each class. This helps management create incentive programs and also new or improved accident prevention programs.

As an employer we all understand that any accident or injury that occurs on the job will cost money, the real question is, how much money? How do you evaluate the risks in your areas of employment? Where do you begin? What corrective action do you implement? How do you know that the corrective action taken is the most efficient and effective?
These questions can and will continue to add up, therefore, employers need the professional guidance and experience in these areas so that the real needs of their business are focused on to prevent future injuries.

Alan STCAlan Hurtado
STC Safety Consultant

“It’s Not What You Know or What You Do. It’s HOW You Do It. “

STC Leadership

The saying, “It’s not what you know or what you do, but HOW you do it” best illustrates the difference between a safety professional and a safety leader.
Many of today’s corporate and industry leaders feel that, if they hire a safety professional who possesses all the accreditation’s and safety degrees available, they’re bound to end up with just the right person.
Invariably, a great deal of effort goes into recruiting a candidate who appears to have all the required “boxes ticked” only to sometimes discover that, while education and experience are undoubtedly essential, they are not the most important factors in determining whether a person will effectively lead the organization toward safety excellence.
The best results will be obtained, in fact, by those who possess the ability to combine education and experience with servant leadership.
Servant leadership is a widely recognized and highly valued leadership style that puts the focus on individuals and encourages the embracement of core values and personal development of the members of the organization.
An individual who, along with education and experience also embodies servant leadership, is a safety leader and will be far more likely to lead an organization toward the attainment of safety excellence than the safety professional who relies upon knowledge and experience only.
Here are a few indicators that differentiate the safety professional and safety leader:
  • Safety professionals lead from behind a desk.
  • Safety leaders lead from the front and are visible in all work places and accessible to their people -they are the veritable “Tip of the spear” in the charge toward safety excellence.
  • Safety professionals know the safety rules and regulations.
  • Safety leaders know the safety rules and regulations and can be relied upon consistently to set a personal example of adherence to the rules—they are, in essence, “Poster Children” for wearing PPE and complying with all established policies and procedures.
  • Safety professionals tell people what to do to comply with safety.
  • Safety leaders demonstrate personal compliance with safety and never ask people to do things they wouldn’t or couldn’t do themselves in the first place.
  • Safety professionals realize the importance of demonstrating competency and knowledge in managing resources.
  • Safety leaders realize the importance of sharing competency and knowledge with others to develop their skills and never forget that people are their most valuable asset—they genuinely care about people.
  • Safety professionals possess excellent speaking and writing abilities.
  • Safety leaders possess excellent speaking and writing abilities but put a premium on being an active listener—they seek to understand before being understood.
  • Safety professionals can be relied upon to make people accountable for safety.
  •  Safety leaders make people accountable for safety but can also be relied up to reward good behavior in the form of formal recognition or perhaps even a well-deserved pat on the back.

The list could go on, but have no doubt, there is a world of difference between a safety professional and a safety leader. The outcomes for the organization’s expectations and goals in pursuit of safety excellence will be determined not so much by what they know or do, but in HOW they do it.

STC’s Vision for Success

At STC, we are focused on preserving the world’s most precious resource – human life. In order to do that, we understand the importance of building and sustaining effective safety management systems that produce tangible results over time.
In order to implement this type of safety system, STC follows the practical framework of Plan-Do-Check Act (PDCA) which is included in ISO 45001. The 4 steps are summarized below:
Plan:
  • Identify safety hazards and risks in the workplace
  • Build and/or revise safety policies, programs & procedures
  • Establish safety goals & objectives moving forward
Do:
  • Put preventive & protective measures in place
  • Communicate safety policies and procedures to organization
  • Execute safety inspections/audits, training, meetings, investigations
Check:
  • Monitor and measure safety activities
  • Leverage technology for the trending and tracking of data
  • Analyze results consistently
Act:
  • Review safety results in comparison to set goals
  • Hold people and divisions accountable (positive or negative)
  • Improve overall plan and continue the cycle

As you can tell, this process is simplified to create a framework that gives way to continual improvement over time. STC Safety works with both leaders and employees to help build and sustain the safest working environment possible.

If you are interested in learning more about STC Safety and ways in which we can help your organization develop an effective safety management system, simply reply back to this email or call our office at the number listed below.