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

Everybody is on high alert when OSHA comes knocking on the door, especially when serious OSHA Violations 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.

Fall Protection

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

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

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 potentially create 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.

Improper Training

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)

Heinrich’s Law

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 Behavior Based Safety


Goals of Behavior-Based Safety Programs

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.

Get more Safety Tips:

7 Safety Resolutions: 2020 Edition

Keeping You and Your Company Safe

Protecting Roofers from Falls

Alan STC
Alan Hurtado| CHST, CIT
Client Partner

Every organization deals with risks. How your organization manages those risks, directly affect your company and employees, and should be treated appropriately. The key to risk management 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 try to prevent them.

Safety Management System (SMS)

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

Key Factors to properly implementing an SMS

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 within 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 Safety Training & Compliance 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 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’s heat stress 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 illnesses and fatalities are preventable. Many risk factors contribute to the risk of 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.

Heat related issues STC Safety

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:

Heat Stroke

Heat Stroke is the most serious heat-related illness and should be treated as a medical emergency. Heatstroke 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. Heatstroke 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

Heat Exhaustion is often a precursor to heatstroke. 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 decreased urine output.

An effective heat-related illness prevention program is incorporated into 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).

Heat Stress Prevention

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 worksites

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 exposure 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.

Get more Safety Tips:

Keeping You and Your Company Safe

7 Safety Resolutions: 2020 Edition

Behavior Based Safety

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.

Please join us at our nextOSHA 30 Hour Course

(OSHA 10 Certification is available)
Please contact our office for details.
Phone: 972-347-3377 ext. 2
Stay informed about industry trends, regulations and best practices.


Thursday, September 20 & Friday, September 21
Thursday, September 27 & Friday, September 28
Time: 8:00 am – 4:20 pm
Language: Spanish only.
OSHA 30 – $230
OSHA 10 – $180 (September 20 & 21 only)
(University of Phoenix Building)

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Our consultants will be here to answer all of your questions.
Register now while seats are still available.

When accidents, injuries and near misses occur it can be stressful, frustrating, scary, it can put everybody on edge, and often, the conducting of an incident investigation is the last thing on everyone’s mind.

Many employers do not have established accident investigation policies or procedures and often those who do have policies and procedures in place, rarely follow through in consistently conducting thorough investigations.

This can be caused by expectations that are not set, clearly defined, or understood.

You may have heard someone say, “I thought somebody else was going to do it”. Other times it may be looked at as an inconvenience or not serious enough of an incident to invest time into. “Why do I have to do a near miss report? Nobody got hurt.”, or “It was a couple of stitches, no big deal”. Don’t let these excuses or others derail your safety program.

Purpose of an Incident Investigation

At minimum employers are required by OSHA to conduct accident investigations for all OSHA recordable injuries and insurance providers require incident documentation for incidents that result in or may result in a claim. But these are just superficial reasons why we conduct incident investigations.

The prime objective of an incident investigation is to prevent future incidents. They are not to point blame, or to apply discipline. The incident investigation helps us to gather the factual information of Who, What, Where, When and How. Once this information has been gathered, we can analyze the incident and identify the Whyor the root causes.

Root causes are the underlying causes or fundamental reasons for the incident. When a worker cuts his hand because he was not wearing gloves while handling sharp material, most people would say “this is an open and shut case of employee negligence not wearing PPE.

Retrain the employee and back to work business as usual.” But further analysis may identify, that the employee had not been provided with gloves, or the supervisor never wears his gloves and doesn’t require his guys to wear them. Maybe the gloves
provided aren’t the right glove for the job and employees often remove them. It may cause us to re-evaluate our training program.

There are many factors that can be at play when determining the root causes of incidents. Blaming incidents on employee negligence or misbehavior is the easy way out and will do nothing to prevent future accidents. Once we’ve identified the root causes we can then identify and implement appropriate corrective actions. This may require that we change our processes, implement engineering controls, conduct PPE assessments and provide PPE, conducting training, etc.

It is also critical that we share these valuable lessons learned with the entire company and our peers.

In the construction industry, workers and crews are divided across a geographic area, and may never come in contact with those who were on site where the incident occurred.

It is highly likely that the same problems you are having on one site are also happening on others. Evaluate your other sites to ensure you don’t have similar accidents waiting to happen. Don’t be selfish with this valuable information.

Value of Incident Investigations

With each incident there are direct costs, such as Medical Care, repair or replacement of damaged materials, workers comp, insurance premiums, etc.

However, the indirect costs are often much higher due to lost man hours and production while job was shut down, retraining of employees, supervisors and management time spent investigating accidents and processing claims, etc. Accidents and injuries are much more costly than what you think.

There’s an old saying that goes “Don’t let a good crisis go to waste”.

Accidents, injuries, and near misses are all valuable learning opportunities we cannot lose out on. The accident has already happened, and the damage is done.

Let’s not repeat the same mistake twice. This is why the investigation of near misses are so critical.

Near misses are defined as: an unplanned event that did not result in injury, illness or damage – but had the potential to do so. If we have the opportunity to learn from near misses, we must take them. These lessons are free, but the next time it happens, they may not be.

Additionally, it is critical that these injuries be documented for analysis and improvement of the safety program. If by mid-year we have already had eight hand injuries, we can quickly identify that there is something very wrong with our safety program and we need to focus in on hand safety.

But if these incidents are not reported or documented, we won’t be able to diagnose the problem accurately, or we may not even realize he have a problem.

Every incident we prevent as a result of conducting effective incident investigations is a life saved, it is one less person in pain or suffering, it is money and time saved.

However, we will never know exactly how many incidents our efforts will have prevented, because they never happened. It has been my goal as a safety professional to save one life. I believe that through focused efforts on incident investigations and corrective actions we can save one life.