In a time where COVID-19 is dominating your personal and professional conversations, and your company is operating in an environment of considerable uncertainty, STC is here to assist you in actively implementing an appropriate response to the situation.

Whether your company has already been affected by COVID-19 or you are proactively addressing its potential impact, STC is drawing from decades of experience, across a vast field of industries and helping our clients navigate through your most urgent and challenging situations. Currently, it is imperative that we protect the personal health and safety of your employees, their families, and you. While joining the community in taking sensible steps to slowing the spread of the virus, we are confident you’ll be doing the right thing.

Once these critical efforts have been made, and we have established safeguards for protecting your family and your people, STC would like to direct your attention to the health and safety of your business. STC exists to protect individuals of course, but also your business. We help manage your company’s risks through unforeseen and complex challenges.

Though the COVID-19 threat is unprecedented and there is no existing blueprint for combating it, our expertise and experiences can assist in deploying a few battle-tested tactics that have been developed over decades of helping clients overcome challenges on their way towards safety excellence.

At a high-level, we recommend the following action plans:

  1. “Call It As It Is” – Recognize this situation as a crisis. Communicate that leadership is doing whatever it takes to mitigate potential negative impacts. CONSTANT COMMUNICATION and TRANSPARENCY is a KEY to keeping a business calm and informed.
  2. No time for confusion – Create “Emergency Response Team” to make decisions and coordinate communications.
  3. Develop a Financial Strategy – short-term financial health is priority.
  4. “Plan for the worst and hope for the best” – Identify changes that can be implemented should the magnitude and/or duration of crisis persist beyond what is expected.
  5. Strategically work with partners in your network – We are all facing the same issues and oftentimes the solutions to resiliency can be found in partnerships. Collaborate with your network for ideas, solutions, and guidance.

STC can guarantee two things from our experiences with crises:

  1. All crises are different.
  2. All crises come to an end.
How they come to an end depends on the quality of your action towards crisis management.
As your Risk Management consultants, we feel it is imperative that STC is involved as much as possible, and that you allow us to participate in the right discussions, with the right people, regarding your “Emergency Operations Planning”. We are honored to be a strategic partner you can trust, and we are here to help in any way we can.

Tom SizemoreTom Sizemore|CRIS
Business Development Manager
Cell 919.946.4604
Office 972.347.3377

Many construction activities are inherently dangerous. However, with the proper safeguards in place, those activities can be made safe. Roofing activities are no exception. Protecting roofers from falls is a key priority in construction.

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 is vital that steps are taken to protect workers who are performing roofing activities, especially protecting roofers from falls.

Fall Protection Systems

The preferred method of protecting roofers 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 systems, warning line systems, and fall protection plans.

Safety Monitor Systems

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 supervised by 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.

Warning Line Systems

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.

Fall Protection Plans

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.

Fall Protection Training Program

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.

Find out more about Protection Roofing Workers here.


Alan STC

Alan Hurtado | CHST, CIT
Client Partner

STC is proud to announce our attendance at two upcoming expos to kick off the New Year!

Roofing Expo

The first expo of the year is the International Roofing Expo (IRE) hosted at the Kay Bailey Hutchison Convention Center in Dallas, TX Tuesday February 4th through Thursday February 6th from 11AM to 5PM.
You can find us at Booth #5946!

Visit our Profile for more information before the event!

Check out the video below for more about the 2020 IRE.

Register Now

Build Expo

The second show is the Build Expo USA also hosted at the Kay Bailey Hutchison Convention Center Hall C in Dallas, TX Tuesday March 17th and Thursday March 18th from 10AM to 3PM.

You can find us at Booth #519!

Register Now

If you’re attending the shows or know someone who is, be sure to stop by to meet several members of our team and get more insight in our mission and how to partner with us!

Follow us on LinkedIn for updates throughout the shows!

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:


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 worksite. 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!


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
Office: 972-347-3377
Cell: 919-946-4604

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

The principles behind HOP are grounded in the same philosophy that helped improve the design of our cars. In the 1950’s our cars did very little to protect us from our own errors; there were no seatbelts and no airbags; a head on collision sent the steering column through the driver’s chest and the engine into his lap.

So, did we become better drivers since the 1950’s? NO, it is just that now our cars are designed assuming the driver or another driver will fail at some point and the car will be crashed.

This thinking led to advances in technology that, throughout the years, have increased the ability for the driver to fail safely (survive a car crash), despite the increasing speed of travel and increasing numbers of the cars on the road.

Human and Organizational Performance or “HOP” is a packaged way of thinking about how we can improve the workplace by combining stand-alone safety philosophies from the past.

“HOP is based on the premise that humans are error prone and that if we expect people to do things right all the time, we are most likely going to be disappointed – a lot!” –Andrea Baker

For many years we have tried to make workers “care more” and “pay more attention” to what they are doing so that they won’t make mistakes, but we know humans are fallible and if we expect people to do things right all the time we are most likely going to be let down.

The goal of HOP is to become a lot less surprised by human error and instead become a lot more interested in learning from mistakes to build more tolerant forgiving systems. HOP looks to tap into the workers as the solution by engaging them following an injury, near miss, good catch, high risk operation and even successes!

5 example questions to ask workers following an incident/event include:

      1. Are there potential hazards with this job that make people nervous?
      2. Do we need new or different tools and equipment?
      3. Do procedures need updating?
      4. Are there risky behaviors commonly associated with this job?
      5. What other near misses have you seen in this area?


HOP is often lumped in with or even described as a form of Behavior Based Safety (BBS). While the 2 approaches both involve workers that is about as far as the similarities go. BBS over emphasizes activities of the worker instead of focusing on the system failures.

Behavior Based Safety tries to coach the employee to stop taking risks by observing workers actions and keeping a tally on scorecards instead of engaging the worker by asking what they need to allow margin of maneuverability without injury/failure.

HOP on the other hand assumes workers will make some mistakes and tries to create a forgiving system by designing failure into the process and allowing the failure to be successfully intervened by controls and safeguards.

BBS and HOP systems are not directly opposed to each other when it comes to keeping workers safe, so it’s not an either/or, and both have a place in keeping workers safe. The BBS approach while focusing on worker behavior allows much more variability in results whereas HOP focuses on building more tolerant forgiving systems that limit the likelihood of severe incidents.

Many believe that BBS safety strategies have now plateaued in their effectiveness and therefore instead of solely focusing on modifying human behavior like a Behavior Based Safety (BBS) System we should harness the power of the workers to identify and improve the systems.


Two major benefits of HOP include:

1) Reducing the “blame the employee” following injuries, and

2) Recognizing injuries/fatalities as a reflection of system failures.

This includes HOP education along with implementation of HOP tools. These error-reduction tools help employees before, during and after the job to stay safe.

One of the most conceptually tricky aspects of HOP is that it is not a program. The HOP is a philosophy which, when adopted, creates a local culture change that leads to better system design. The bottom line is that HOP believes workers are the solution to be harnessed, not the problem to be fixed as is observed in BBS.Underneath every seemingly obvious simple worker error, there is a 2nd deeper story.

A more complicated story…a story about the company and environment in which people work – (Dekker, 2006).

Human Organizational Performance works together with the processes/standards below:-

  • ANSI Z10 (PDCA)
  • Upcoming ISO 45001 (Similar to Z10)
  • OHSAS 18001 (Risk Based & OE)
  • Internal System (i.e. Framework)
  • ISO 9001 (Quality)

At STC, we understand the complexity of human behavior as it relates to safety system designs and decision making and would be happy to introduce your firm to the benefits and next steps to thinking outside the normal safety box.

If you would like to learn more about Human Organizational Performance (HOP) please contact us.