Professional Safety - June 2020

THE POWER OF

Assessing &
Understanding Risk

Connecting
Quality & Safety

Emergency
Response Teams

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CONTENTS
Features

Peer-Reviewed

36 44 48

THE POWER OF WHAT IF CONNECTING QUALITY Utilizing Skill
Assessing & ASSURANCE WITH to Improve
Understanding Risk SAFETY MANAGEMENT BEHAVIOR-BASED SAFETY
in Construction
By Bruce K. Lyon and By Priyadarshini Dasgupta,
Georgi Popov By Aubrey E. Harris Junaid Muhammad and
Lawrence Mauerman
By coupling the what-if method- Quality management plans should
ology with an estimation of risk, be incorporated in all phases of proj- This article discusses different the-
a powerful and valuable tool can ect development, with safety man- oretical models to recognize and
be added to the risk management agement being a key consideration evaluate person-based internal fac-
tool kit. The authors propose during design and construction. tors. It aims to identify a predictive
such a tool with a modified The entire team must apply critical factor to help reduce workers’ at-
what-if risk assessment that in- thinking during quality and safety risk erroneous or critical behavior
corporates risk analysis and eval- management. Project leaders should by reducing job stress and that will
uation. A case study is presented constantly improve processes to pro- endorse behavioral safety as an out-
to illustrate its application. mote a safe working environment. come directly related to their tasks.

CORRECTIONS
FROM MAY 2020, PAGES 28-32: The article “Health Hazards in Construction: An Evidence-Based Approach”
by Babak Memarian, Sara B. Brooks and Chris Trahan Cain contained errors. The citation for 29 CFR 1926.1153
should be dated 2016, not 2019 as printed. In paragraph six (p. 28), the sentence should read “Nonetheless, usage of
such databases has been limited to either specific workplaces or geographic regions, designated as member-only, or
restricted by a paywall.” Finally, on p. 32, Sara B. Brooks holds an M.P.H. with a concentration in Environmental and
Occupational Health from University of Pittsburgh. Professional Safety regrets the errors.

JUNE 2020 ABOUT PROFESSIONAL SAFETY
VOL. 65, NO. 6
Professional Safety is a blind peer-reviewed journal published monthly by
COVER the American Society of Safety Professionals, the oldest professional safety
society. Professional Safety keeps the professional OSH specialist informed on
Using the what-if developments in the research and technology of incident prevention, industry
question to determine best practices and safety management techniques.

potential effects Judgments made or opinions expressed in Professional Safety feature articles,
is fundamental news sections, letters to the editor, meeting reports or related journal content
to assessing and do not necessarily reflect the views of the editor, nor should they be considered
controlling risk. an expression of official policy by ASSP. They are published for the purpose of
stimulating independent thought on matters of concern to the OSH profession
Photo composite and its practitioners.
solidcolours/iStock/
Getty Images Plus and Correspondence should be addressed to the editor. Professional Safety
gustavofrazao/iStock/ reserves the right to edit all journal content to improve clarity and grammar, to
adhere to journal style, and for length as needed. Final editorial decisions are at
Getty Images Plus the discretion of the ASSP editorial team.

2 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org

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CONTENTS
Departments

6 President’s Message 54 Best Practices EDITORIAL STAFF
2019-20 ASSP President Diana How to develop a healthy mindset Tina Angley, Editor
Stegall reflects on an amazing (847) 768-3438;
journey 58 Vantage Point [email protected]
Low likelihood, high severity events
8 ASSP Connection Sarah Astra, Associate Editor
Safety CEOs webinar, COVID-19 60 Worth Reading (847) 768-3414;
resources, call for presenters Reviews of Global Occupational [email protected]
Safety & Health Management
10 Safety Matters Handbook and Defenseless Moments Griffin White, Assistant Editor
SAFER framework, high hazard (847) 768-3468;
incident prevention [email protected]

19 Leading Thoughts Publication Design Inc.
Healing leadership: Four principles Design Consultants
for personal safety and health
62 Math Toolbox EDITORIAL REVIEW BOARD
24 PSJ Asks Applying STEM principles to Frank G. D’Orsi, CSP, ARM, Chair
Crane safety: Q&A with Hank everyday safety issues
Dutton Frank J. Bruzzese, CSP, CIH, CPCU
66 Best Practices
28 Standards Insider Creating an effective emergency Salvatore Caccavale, CHMM, CPEA
Technical Q&A on pile installation response team
and extraction operations David A. Dodge, P.E., CSP
71 Continuing Education
32 Best Practices Online and virtual professional Cari M. Elofson, CHST
Construction safety practices development events during June,
for COVID-19 July and August E. Andrew Kapp, Ph.D., CSP, CHMM

Professional Safety copyright 72 By the Way Steve Minshall, CSP, CIH
©2020 by American Society of Artistic license
Safety Professionals. All rights Justin J. Molocznik, CSP, CHST
reserved. No copyright is claimed in Professional Safety is available
any works of the U.S. government free online to ASSP members at SOCIETY OFFICERS
that may be published herein. www.assp.org/publications/
For information on reprinting or professional-safety. Articles are Diana M. Stegall, CSP, CFPS,
reproducing articles published in also available via microform ARM, SMS, CPCU
Professional Safety, visit www.assp and/or electronic databases President
.org/publications/professional-safety. from ProQuest, P.O. Box 1346,
Ann Arbor, MI 48106-1346 USA; Deborah R. Roy, M.P.H., R.N.,
PSJ (ISSN 0099 0027) is published phone +1 (800) 521-0600. For CSP, COHN-S, CET, FAAOHN
monthly by the American Society of Safety specific format details, visit www.proquest President-Elect
Professionals, 520 N. Northwest Highway, .com.
Park Ridge, IL 60068-2538 USA; phone (847) Bradley Giles, P.E., CSP, STS,
699-2929; [email protected]. POSTMASTER: Send address changes GIOSH
Periodicals postage paid at Park Ridge, IL, to Change of Address Dept., ASSP, 520 N. Senior Vice President
and at additional mailing offices. Northwest Highway, Park Ridge, IL 60068-
2538 USA. Christine M. Sullivan, CSP, ARM
Vice President, Finance

Todd William Loushine, Ph.D.,
P.E., CSP, CIH
Vice President,
Professional Development

Jennifer M. McNelly
Chief Executive Officer

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PRESIDENT’S MESSAGE

WHAT AN AMAZING JOURNEY

Diana Stegall It is hard to believe it has been a and your ability to remain positive in
year since I wrote my first President’s stressful situations. So many of you have
Connect With Diana Message for PSJ. We all know that so much applied your skills and leadership in new
has happened and changed since then. ways to help your organizations, clients,
Join Diana on LinkedIn, follow and communities protect workers and
her on Twitter or comment on In that initial message last July, I customers from exposure to COVID-19.
her message at www.assp.org/ outlined three goals that guided me as
news/presidents-message. I shared my thoughts and perspectives Throughout this crisis, ASSP has been
with you each month: providing resources and information in
Being open to various formats to help you access the
different points 1) discuss trends and developments in information you need, when you need it.
the safety profession; Many members, including Deb Roy, Vic
of view is Toy, Adele Abrams, Bruce Lyon, Georgi
fundamental 2) highlight key Society activities; Popov, Pam Walaski and Julian Mercer,
to being an 3) provide a call to action. to name only a few, have shared their
effective safety Over the course of this Society year, I insights and expertise to help us respond
professional and have focused on topics like risk and our effectively to the extraordinary challeng-
a successful, need to look beyond our own experience es created by the COVID-19 pandemic.
compassionate to recognize a wider range of potential
hazards and exposures. Let me share an I am thankful to have worked with an
leader. anecdote to provide a quick illustration amazing Board of Directors and staff as
of what I mean. we have made unprecedented decisions
When we moved to Arizona last May, for our Society in the past year. We used
I was told that rattlesnakes are common risk assessment and risk management
in our new state, and our parks feature principles to guide our process, and we
plenty of signs to caution visitors about applied a business planning method to
this potential danger. Yet, after not seeing ensure that we consider the advantages,
a single rattlesnake for 8 months, I started disadvantages and risks associated with
to wonder if the warnings were exagger- all of our major decisions.
ated. Then, within a week, a rattlesnake
showed up in our front yard, then I saw Clearly, our biggest decision by far was
two more just a few feet off the path where our shift to Safety 2020 Virtual. While
I walk almost every day. this will be a different conference ex-
Those close encounters reminded me of perience for many of us, it creates some
conversations with clients about the need exciting new opportunities. For example,
for additional hazard controls. Sometimes it overcomes company travel restrictions.
when I offered these suggestions, my cli- Extended 60-day access to educational
ents would say “that hasn’t happened here” sessions means you have longer to learn
or perhaps argue that “the regulations and the potential to earn significantly
don’t require it.” In most cases, their per- more CEUs. You can connect directly
ception of risk was limited to their person- with others via in-session chats, which
al experience or what the regulations said. can be a more purposeful way to network
It is easy to overlook potential risks when than seeing someone in the hall and
we limit our perspective. Being open to promising to catch up “soon.”
different points of view is fundamental to
being an effective safety professional and a Many members have long viewed the
successful, compassionate leader. events, ceremonies and celebrations at
Change has been another focal point our annual conference as “the” destina-
of my messages this year. As humans, we tion for each ASSP president. Sure, I will
naturally resist change, yet it is not some- always be able to say my version of that
thing we can escape as the COVID-19 destination was the first of its kind. But
pandemic has so powerfully demonstrat- the important story for me is the amaz-
ed. Whether it is our changing world of ing journey that brought me here. Thank
work, adapting how we learn or constant you for coming with me! PSJ
advances in the technology we use, we
must be open to the opportunities these Diana Stegall, CSP, CFPS, ARM,
shifts create and willing to look at things SMS, CPCU
from a different point of view.
I have been so impressed with your
resilience during these changing times

6 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org

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ASSP CONNECTION

SAFETY CEOs DISCUSS ROLE
of OSH Profession in Pandemic Recovery

The CEOs of three safety organizations a good framework, a good architecture, but the

joined forces to discuss how the OSH pro- actions required are unique to each company

fession is evolving and expanding its presence and community, which increases the need for

as industries recover from COVID-19. The free collaboration.”

webinar, “COVID-19: A Safety and Health CEO The CEOs highlighted how OSH profes-

Perspective,” features ASSP’s Jennifer McNelly, sionals are helping their companies adapt

National Safety Council’s (NSC) Lorraine Martin traditional work environments to best protect

and American Industrial Hygiene Association’s workers. The transition is an opportunity for

Larry Sloan. the profession to demonstrate the return on

The leaders talk about collaboration between organizational investment in worker safety

the three organizations and how their part- and health. The group also underscored the

nership is elevating the profession during this need for company executives to recognize

unprecedented time. “The world has shifted, worker safety and health as an integral part of

and as safety organizations it’s critical that we long-term sustainability. View the webinar at

lead forward,” says McNelly. “Recovery needs https://assp.us/3c3pXrE.

DEAGREEZ/ISTOCK/GETTY IMAGES PLUS

Resources to Help You Keep Workers Healthy & Safe

ASSP thanks all our members for ev- •managing sick or exposed employees articles on COVID-19, addressing top-

erything you are doing to keep people at work. ics such as:

in your organization and community We have also produced a number of •cleaning and disinfecting workplaces;

healthy and facilities safe as we all work podcasts on topics such as ergonomics for •leading during a pandemic;

together to create a safer, stronger future. the home office, safety and health training •online strategies to improve safety

Our COVID-19 resource page includes during the COVID-19 pandemic and psy- training;

many resources designed to support your chosocial impacts of the pandemic. •how OSH professionals can help re-

efforts during the pandemic. Access the Resources mote workers;
page at www.assp.org/covid-19. On the page, you can watch episodes •managing stress.
Because your fellow ASSP members
Education of our Working Together for Safety
The site features a growing collection of video series with ASSP President Diana are also a vital resource, the resource
Stegall, and read through our library of page includes a feed highlighting the lat-
webinars on topics you need now, including: est COVID-19 discussions taking place
•return-to-work strategies; STURTI/E+/GETTY IMAGES in the ASSP Community, where OSH
•OSHA’s pandemic response and re- professionals are sharing best practices
for addressing tough challenges in their
sources to help employers protect workers; workplaces. Log in at https://community
•infectious disease exposure preven- .assp.org to join the discussions on top-
ics such as return-to-work training for
tion, and insurance and workers’ com- office workers, best practices for screen-
pensation challenges; ing workers for COVID-19, physical dis-
tancing protocols and more.
•challenges and best practices for man-
aging COVID-19 in industrial settings; We are adding new content daily, so
be sure to visit www.assp.org/covid-19
•ventilation best practices; regularly for updates.
•protecting workers in various indus-
tries, such as transportation, utilities and
manufacturing;

Share your Write for Safety Safety 2021:
knowledge to Call for Presenters
affect safety Writing professionally is a great way
to share your expertise with the safety OSH professionals are always faced with the
globally. community and raise your profile among challenge of demonstrating their value to em-
colleagues. ASSP offers a number of ways ployers. Delivering a presentation at Safety 2021
for you to contribute to the safety and provides an opportunity to do that. Through July
health conversation including through Pro- 15, 2020, ASSP is accepting proposals from those
fessional Safety journal and our technical interested in presenting at our 2021 Professional
publications. While the thought of writing Development Conference. The conference is slated
an article or book may be intimidating to to run June 6-9, 2021, in Denver, CO. View guide-
some, it is not as daunting as it may seem. lines and learn how to submit a proposal at www
Learn about the process of writing for the .assp.org/call-for-presenters.
OSH profession on a recent episode of our
podcast at https://assp.us/2X1imp3.

8 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org



SAFETY MATTERS

ASSP Update

NSC RELEASES SAFER FRAMEWORK
Identifying Employer Focus Areas for Reopening Efforts

ASSP recently joined the Safe Actions for Employee Returns resources, the framework will provide the foundation for
(SAFER) Task Force, an initiative led by National Safety Coun- recommendations and guidance to all U.S. employers, in-
cil (NSC) to help guide employers through the process of bring- cluding small and midsize companies that may be in great-
ing employees back to work at minimal risk as the country est need of assistance.
recovers from the COVID-19 pandemic. ASSP is represented
on the task force by ASSP President Diana Stegall, CSP, CFPS, The six key areas identified in the framework are:
ARM, SMS, CPCU. •physical environments;
•medical issues;
Based on recommendations from the task force, NSC has •stress, emotional and mental health;
released a framework summary for employers that identi- •employment and human resources;
fies six critical areas that employers must prioritize as they •communication needs;
consider reopening and returning employees to traditional •external considerations.
work environments. Based on dozens of corporate and To download the framework and up-to-date information
public health protocols, recommendations and guidance about the task force’s activities, visit www.nsc.org/safer.

Virtual Event U.S. COAST GUARD
Launches
Struck-By CSB Releases Guidance Document
Stand-Down
on High Hazard Incident Prevention
Struck-by incidents are a
leading cause of injuries and CSB has released a new guidance document In addition to ensuring that a robust safety
fatalities in the construction
industry. To help combat this on high-hazard incident prevention that focus- management system is in place, “CSB Best
problem, the National Oc-
cupational Research Agenda es on the importance of the role of boards of Practice Guidance for Corporate Boards of
Construction Sector Council
has undertaken several ini- directors and executives in ensuring that effec- Directors and Executives in the Offshore Oil
tiatives to improve awareness
of work zone safety and tive safety management systems are in place to and Gas Industry for Major Accident Preven-
ways to prevent struck-by
incidents. Such initiatives properly manage risks. tion” advises boards and executives to promote
include launching a Nation-
al Stand-Down to Prevent “April 20, 2020, marked 10 years since the a strong process safety culture and ensure that
Struck-By Incidents and
establishing an online infor- catastrophic Macondo/Deepwater Horizon at least one company director has the neces-
mation source that includes
training materials, toolbox blowout, fire and explosion,” says CSB Chair sary and relevant education, experience and
talks and other resources.
Katherine Lemos. “CSB’s final report deter- training to gather, assess and communicate
A virtual event launched
the stand-down, bringing mined that a robust process safety program important hyphenate information.
together a panel of experts
who answered questions about is important to a company’s overall success. The document also includes guidance on
struck-by hazards in work
zones and provided practical Companies operating offshore have the poten- changing the safety culture at a company,
information that stakeholders
can use on jobsites to protect tial for major incidents that threaten the lives such as developing a process safety policy
construction workers.
of workers and may result in catastrophic en- and establishing a board champion for pro-
View a recording of the
virtual event at https://youtu vironmental damage, as seen in the Macondo/ cess safety.
.be/fHPsmirfyyw. Access the
online information source at Deepwater Horizon blowout and explosion.” Read more at www.csb.gov/news.
www.cpwr.com/research/
work-zone-safety.

10 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org

WorkSafe BC Issues

Advisory on Risks From

Organic Blasting Material

Worksafe BC has issued sections of OSH regulation

an advisory on the potential cover the topic. It also de-

risks of organic blasting scribes preventive measures

material. When used as an that employers should take WORK ACCESS LIFTS
SAFER & MORE
abrasive blasting media, or- to help ensure the safety of EFFICIENT

ganic materials are generally their workers. THAN LADDERS
OR SCAFFOLDING
known to pose less risk to Read the advisory
•
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ever, some of these materials,
OPTIONS ARE UNLIMITED
such as walnut and other


crushed nutshells, corn cob,

fruit kernels, and rice hulls,




can pose a risk to workers

who may be allergic. The

advisory lists the industries

that may be at risk and what

Having an Office Plant Reduces
Worker Stress, Study Says

A study published in HortTechnology sought to understand
the stress reduction effects of small indoor plants on employees
in a real office setting. According to the study, this is signifi-
cant because other studies performed on the psychological and
physiological effects of indoor plants have been in only labora-
tory or quasi-office settings.

Some 60 office workers at a Japanese electric company were
asked to take a 3-minute rest while sitting at their desk when
they felt fatigue. The study consisted of two phases: a control
period without plants and an intervention period when the
participants were able to see and care for a small office plant.
Researchers utilized the state-trait anxiety inventory (STAI) to
measure participants’ psychological stress. They also had par-
ticipants measure their own heart rate throughout the study as
an index of physiological stress.

After the plants were introduced in the intervention pe-
riod, STAI scores decreased significantly, according to the
researchers. The ratio of participants whose heart rate low-
ered significantly after the 3-minute rest increased during
the intervention period. The researchers concluded that
having the opportunity to gaze at nearby plants daily in
the workplace can reduce office workers’ psychological and
physiological stress.

Read the study at https://bit.ly/2M37PUf.

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assp.org JUNE 2020 PROFESSIONAL SAFETY PSJ 11

SAFETY MATTERS

FIL ADENDRON/E+/GE T T Y IMAGES

NIOSH Provides Resources
for Healthcare Workers

According to NIOSH Science Blog, many healthcare pro-
fessionals suffer from anxiety, loss, isolation, depression,
stress, grief or bereavement as a result of the COVID-19
pandemic. “Nurses’ and Other Health Professionals’ Well-
ness and Safety Resource Update” provides information
about resources that healthcare workers can access to help
alleviate these stressors.

The article details resources for mental health relief and pro-
vides tips for self-care. NIOSH also includes information about
bullying and workplace violence that can worsen the stress. “In-
civility, Bullying and Workplace Violence” contains background
information, resources and recommendations on establishing a
culture of safety and respect, and discusses how to prevent, ad-
dress, and mitigate workplace incivility and bullying.

Access these resources at https://blogs.cdc.gov/niosh-sci
ence-blog/2020/05/14/nurses-ana.

OSHA Updates NEP on
Worker Silica Exposure

OSHA has issued a revised national emphasis program
(NEP) on respirable crystalline silica (RCS) to reduce or
eliminate occupational exposures and improve compliance
with its silica standards issued in 2016, one for construction,
another for general industry and maritime.

According to OSHA, the program targets specific industries
expected to have the highest number of workers exposed to silica.

The revised NEP includes an updated list of target industries,
which area offices will use to develop a randomized list of em-
ployers in their jurisductions for targeted inspections.

OSHA says it will conduct compliance assistance for 90 days
before beginning its targeted inspections. Read the directive at
https://bit.ly/2ZDjvoC.

RCS consists of particles at least 100 times smaller than or-
dinary sand that can cause serious diseases such as silicosis,
lung cancer, chronic obstructive pulmonary disease and kidney
disease. According to OSHA, more than 2 million people in
the U.S. are exposed to silica at work; silica exposures are often
found in fracking, stone industries and drilling activities.

Learn more about the health effects of silica exposure at
www.osha.gov/dsg/topics/silicacrystalline/index.html.

12 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org

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SAFETY MATTERS

Review Addresses Survey Gauges CFO’s FRANCKREPORTER/E+/GETTY IMAGES
Take-Home Hazards Workplace Response
to COVID-19 •23% plan to evaluate new tools to
A review by Boston University School support workforce location tracking and
of Public Health and the Harvard T.H. PricewaterhouseCoopers, has published contact tracing;
Chan School of Public Health is calling “COVID-19 CFO Pulse,” a survey of 867
for recognition of take-home exposures CFOs from 24 countries or territories con- •8% plan to offer target benefits for
as a public health hazard. Take-home ex- ducted in May 2020. The survey asked CFOs on-site workers in affected areas (e.g.,
posures are toxic contaminants that are about workplace response to COVID-19. childcare, private transportation);
inadvertently brought home from work.
The survey found that 75% of CFOs were •6% plan to provide hazard pay for on-
According to the review, take-home confident about meeting customers’ safety site workers in affected areas.
exposures are one of many chronic path- expectations, and 70% say they are very
ways that contributes to persistent health confident about their ability to provide a Learn more at https://pwc.to/2Xy8F0x.
disparities among workers, their families safe working environment. However, only
and communities. 51% of CFOs say they are very confident
about their company’s ability to manage
“Eliminating Take-Home Exposures: employees’ well-being and morale.
Recognizing the Role of Occupational
Health and Safety in Broader Communi- CFOs were also asked about return-to-
ty Health,” published in Annals of Work work procedures their companies plan to
Exposures and Health, investigates the implement. Among the findings:
history of take-home contaminants and
how they have been studied. It argues •76% plan to change workplace safety
that an ecosocial view of the problem is measures and requirements (e.g., wearing
essential for effective prevention, sum- masks, offering testing to workers);
marizes key structural vulnerabilities
that put populations at risk, and discuss- •65% plan to reconfigure work sites to
es needs for future research and preven- promote physical distancing.
tion efforts.
•52% plan to change shifts or alternate
Read a discussion of the study at crews to reduce exposure;
https://bit.ly/3ca8ZaQ and the study
itself at https://bit.ly/2ZFTUeI. •49% plan to make remote work a per-
manent option for roles that allow it.

•48% plan to accelerate automation
and new ways of working;

•23% plan to reduce real estate foot-
print (e.g., partial opening of offices,
retail locations);

New NFPA Guidance Addresses ROMAN VALIEV/ISTOCK/GETTY IMAGES PLUS
Fire & Life Safety Challenges
in Healthcare Facilities

During a pandemic or other extraordinary events, hospitals and other
healthcare facilities may need to be modified, existing buildings repurposed
and temporary structures built. National Fire Protection Association (NFPA)
has developed a guidance document to address fire and life safety challenges in
temporary and traditional healthcare facilities. The fact sheet, entitled “Main-
taining Safe Healthcare Facilities in Extraordinary Times,” is designed to help
healthcare engineers, designers and authorities having jurisdiction provide the
safest levels of fire and life safety possible during extraordinary circumstances.

The fact sheet details considerations for and alternatives to providing life
safety for affected rooms, areas and structures.

“We fully recognize that it will be impossible to modify or construct
spaces in strict compliance with fire and life safety codes while getting
ready to treat critically ill patients with the best possible care,” says NFPA’s
Robert Solomon. “At the same time, there are measures that can be taken
to help keep people safe from fire in light of the current situation.”

According to Solomon, structures built for providing care to patients are
normally designed and operated in accordance with NFPA 101, Life Safety
Code, and NFPA 99, Healthcare Facilities Code, in addition to other stan-
dards. However, he recommends that safety professionals look to the intent
of these documents and use portions, such as the equivalency clauses and
NFPA 101’s goals and objectives, to guide decisions.

For more information, visit www.nfpa.org/covid19healthcare.

14 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org

S T UR T I/E+/GE T T Y IMAGES

Survey Finds Many Americans

Do Not Use Sun Protection

Workers in industries dents admit they rarely or

such as construction, con- never use sun protection,

servation, farming, firefight- and 65% do not know that

ing and logging often spend shade protects them from

much of their working day the sun’s harmful UV rays.

in the sun, which exposes AAD says people should

them to the sun’s ultraviolet reduce their risk of skin

(UV) rays, known to cause cancer by:

skin cancer. While measures •seeking shade when

such as wearing protective appropriate, remembering

clothing and the use of sun- that the sun’s rays are the

screen can help prevent most strongest between 10 a.m.

skin cancers, a survey from and 2 p.m.;

American Academy of Der- •wearing sun-protective

matology (AAD) shows that clothing, such as a light-

many Americans are not weight and long-sleeved

taking steps to protect them- shirt, pants, a wide-brimmed

selves against sun exposure. hat and sunglasses with UV

According to the survey, protection, when possible;

76% of Americans agree that •applying a broad-spec-

sun protection is an import- trum, water-resistant sun-

ant healthy habit, yet only screen with an SPF of 30

41% report regularly pro- or higher to all skin not

tecting themselves outdoors. covered by clothing. Apply

While exposure to the sun’s every two hours or after

harmful UV rays is the most swimming or sweating.

preventable risk factor for Learn more at https://bit

skin cancer, the survey also .ly/2TKTWhw.

revealed that 28% of respon-

NIOSH Publishes Document on
Occupational Risk Assessment

NIOSH recently revised its Current Intelligence Bulletin:
NIOSH Practices in Occupational Risk Assessment. The doc-
ument describes the process and logic NIOSH uses to conduct
risk assessments.

Millions of U.S. workers are exposed to chemicals in their
work each year. Exposures to chemicals used in work pro-
cesses may cause health effects immediately or many years
after exposure. NIOSH conducts risk assessments to make
recommendations for controlling exposures in the workplace
to reduce health risks, and for working safely in the presence
of chemical hazards.

According to NIOSH, revisions to the document fo-
cused on clarifying the approach used by the agency in
its risk assessments supporting recommended exposure
limits and how this approach differs from environmental
risk assessments.

To download the document, visit www.cdc.gov/niosh/docs/
2020-106/default.html.

assp.org JUNE 2020 PROFESSIONAL SAFETY PSJ 15

SAFETY MATTERS

NTSB Publishes Truck

Fleet Safety Card

According to National and training drivers how to

New Safety GEAR Transportation Safety Board properly use those technologies.

from Klein Tools. Your (NTSB), more than 4,900 Recommendations for driv-
Source for Personal
people were killed in crash- ers include strategies such as
Protective Equipment.
es involving large trucks in minimizing distractions, and
HARD HATS
SAFETY GLASSES 2018, which is nearly a 6% in- obeying laws such as following

RESPIRATORS crease since 2016. To increase posted speed limits, wearing
SAFETY VESTS
awareness about truck safety, seatbelts and driving sober.

NTSB has published a truck For more information, visit

fleet safety card that provides www.ntsb.gov.

information for drivers and

employers to reduce the risk of

truck crashes.

Based on lessons learned

from NTSB crash investigations,

the card details information for

employers and drivers alike.

Employer recommendations VITPHO/ISTOCK/GETTY IMAGES PLUS

include implementing a fatigue

management program and

establishing policies to address

driver medical fitness for duty.

Additional strategies involve

purchasing trucks with technol-

ogies such as underride protec-

tion or advanced speed limiting,

GLOVES Worker Involvement &
KNEE PADS Supervisor Leadership Key to
World-Class Safety, Study Finds
See it all at kleintools.com/safety
According to Dodge Data and Analytics, for the past 8 years,
16 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org its Safety Management in the Construction Industry SmartMar-
ket Report series has shown that contractors place high impor-
tance on jobsite worker participation and contribution to safety,
and the group’s latest report reinforces those findings. In addi-
tion, this year’s report places new emphasis on the importance of
supervisors on site and their leadership in promoting safety.

According to the group, jobsite workers and supervisors
dominate four factors selected by the highest percentage of con-
tractors as essential aspects of a world-class safety program:

•jobsite worker involvement (84%);
•strong safety leadership abilities in supervisors (83%);
•regular safety meetings with jobsite workers and supervi-
sors (82%);
•ongoing access to safety training for supervisors and jobsite
workers (77%).
These factors reportedly rank well above other factors such
as regular safety audits (67%), having staff positions devoted to
safety (61%) or regular safety meetings among staff at the cor-
porate level (62%).
The study also examines safety policies, organizational
practices and training, includes case studies on becoming a
data-driven safety program and improving safety culture, and
discusses topics such as substance use disorder, ergonomics
and using virtual reality for safety training.
Download the report at www.construction.com/toolkit/reports.

Powering
Your Workforce

Intertek Alchemy’s integrated training solutions are geared toward your
employee’s needs, to provide the ROI you need.

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THE ALL NEW SAFETY MATTERS
HARNESS

KALI9/ISTOCK/GETTY IMAGES PLUS

Study Analyzes Link

Between MSDs &

Insomnia in Firefighters

According to CDC, mus- their plan. Researchers found

culoskeletal disorders (MSDs) that the prevalence of MSDs

account for nearly 70 million in firefighters was 54.2%, and

physician office visits and an low back pain was the most

estimated 130 million total common complaint at 30.5%.

healthcare encounters in the The highest intensity of pain

U.S. annually. MSDs can range was in the middle of the lumbar

from sprains, strains and tears region, and 20.3% of firefighters

to carpal tunnel syndrome and experienced subclinical insom-

back pain, and can be caused nia, while 30% had moderate to

by overexertion or repeti- severe insomnia. Researchers

tive motion. To gain a better found that the severity of in-

understanding of the effects somnia was significantly greater

MSDs have on workers, a in subjects with MSDs com-

cross-sectional study published pared to those without. Accord-

in Policy and Practice in Health ing to the researchers, the results

and Safety aimed to evaluate showed that MSDs, especially

the prevalence of MSDs in those in the lumbar region, are

BEGIN THE firefighters in relation to the associated with the severity of
ADVENTURE
severity of insomnia. insomnia in firefighters. In ad-
checkmateuk.com
Researchers gathered de- dition, the prevalence of insom-
18 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org
mographic information on 118 nia and MSDs was significantly

firefighters and provided them higher in firefighters compared

with a self-administered ques- to similar studies of the general

tionnaire, which asked them population.

to rate their insomnia severity Read the abstract at https://

and complete a body map of bit.ly/2X8B6TS.

Ontario Government
Creates a Program to
Reward Safe Workplaces

A Canadian program called “Supporting Ontario’s Safe Em-
ployers” will formally recognize employers who successfully
implement safety and health programs in their workplaces. The
program consists of two parts: 1) accreditation of an occupa-
tional health and safety management system (OHSMS), and 2)
recognition of employers who have implemented an accredited
OHSMS and met other criteria such as a third-party audit, reg-
ulatory compliance and worker participation.

Read more about the program at www.ontario.ca/page/sup
porting-ontarios-safe-employers-program.

LEADING THOUGHTS

HEALING LEADERSHIP

Four Principles for Both Personal Safety & Health

By Robert Pater

Anil Mathur is one of the most passionate and proven-capable safety thought leaders I know. We
coauthored the article, “Safety Leadership During Uncertain Times,” (PSJ May 2019, pp. 20-23).
But it’s time to reposition our perspective because everything has dramatically changed since. 

Forget the euphemisms; these are no longer other challenges and safety obstacles unearthed and Robert Pater
uncertain or merely challenging times. The swirling (hopefully) overcome, and more.
on-again-off-again winds that blew regularly in the Robert Pater, M.A.,
recent past are now a tornado, offering seemingly Clearly, now is when strong effective leadership is is managing direc-
little clue as to where it will touch down or what most needed. But what to do during unprecedented tor and founder of
devastation it will cause. In fact, it’s certain now that times, when starkly unique problems exist? Best MoveSMART (www
most of what we counted on not long ago or what leaders rely on internal principles for guidance.  .movesmart.com).
we considered normal no longer is and will definite- Clients include Am-
ly change, likely in unforeseeable ways.  Principles Rule trak, ArcelorMittal,
Principles are operationalized values, foundations that BHP Billiton, BMW,
Talk about tumultuous change! It’s natural that BorgWarner, BP, Cum-
whenever potential threats are waiting to crash down, readily apply to a wide range of events and challenges, mins, Domtar, DuPont,
interest in personal protection and safety dramatically from daily living and work to emergencies and pandem- Hawaiian Airlines, HD
rises. Floods of people are fearful of the potentially ics. While a building’s foundation is typically not direct- Supply, Honda, Mara-
devastating consequences of attack from unseeable ly apparent, it supports the entire structure, although thon Oil, MSC Indus-
hazards. Notably, hidden threats have always existed, its integrity is indirectly visible in how well the edifice trial Supply, Nissan,
and it’s a prime role of safety leaders to awaken others holds, especially during cataclysms of hurricanes, torna- Northrop Grumman,
to these risks, from exposure to odorless yet dangerous dos or earthquakes. This is true just as thoroughly de- ONE Gas, Rio Tinto,
gases, to life-altering radiation leaks, the “silent killer” tailed planning might happen behind the scenes whereas S&C Electric, United
of hypertension, life-altering threats from rampant sleep its results are revealed under severe pressures. Airlines, U.S. Steel,
disorders or metabolic syndromes (e.g., diabetes), and Wacker and WestRock.
much more. But, because of this pandemic, more people I’ve consistently noticed that highest level leaders Pater is a professional
have become starkly conscious of the lethal potential of are guided by internal principles, especially necessary member of ASSP’s
unseen threats. One telling indicator: for the first time during times of upheaval. Having worked with Alaska Columbia-Willamette
in my ken, seemingly almost everyone now knows the Tanker Co. prior to Mathur’s taking the helm, I’ve seen Chapter.
meaning of the term PPE and recognizes its importance. how he “healed” a company that had industry-subpar
safety to become world class within a few years. Mathur’s
True leaders are change masters, weathering unex- has consistently referred to the importance of leaders
pected tempests (even harnessing howling winds toward turning to their “North Star for navigation.” Founded on
greater energy and creativity). Actually, leaders make the underlying assumption that when you understand
their biggest impact during crisis or extreme times. where you aim to go, what you’re trying to do, then see
When the seas are relatively calm, it’s not as pressing a its initial effects, you can and should make best adjust-
concern to mobilize the crew to pull together or safely ments to suit or fit different, new or modified tasks.
steer on course. But, as my colleague Ron Bowles says,
in the midst of the chaos of a cyclone, people need or are Similarly, although on a different field, Pete Carroll,
even desperate for calm, flexible and credible leadership. the highly accomplished Super Bowl-winning coach of
the Seattle Seahawks, paralleled Mathur’s thoughts in his
In these unprecedented times, leaders will likely own language. In conversation with Steve Kerr, himself
have to help heal their organizations. This means an eight-time National Basketball Association champion
helping all organizational members recover as (five as a player, three as coach), Carroll advises:
quickly and well from repercussions from previous
lingering damages (mental, physical, emotional) and It’s not about X’s and O’s. It’s about know-
redirecting attention to elevate safety, health and ing who you are. What are you all about?
performance. This also means simultaneously reas- Where are you coming from? What’s im-
suring and enrichening trust in leadership’s concern, portant to you? What are your uncompro-
honesty and abilities to do their utmost during any mising principles? What are you going to
future upheaval (e.g., should there be future rounds stand by? What do you stand for? Every
of infection). Leaders must find ways to support peo- time you deal with any situation, you’re
ple through any financial fears, rebuild energy while making a statement about who you are,
minimizing stress, and encourage engagement, sense what you are. And then they’re going to
of well-being and connection of teamness (that we’re watch it and do you really believe in some-
all in this together). Leaders should perhaps begin thing or are you just dealing with things
even now by soliciting, collecting and dispersing in- randomly?” (Seattle Seahawks, 2020).
dividual stories of creative ways organizational mem- Principle: As leaders, what we do during times
bers have developed to cope with social isolation and of heightened stress reveals who we are and what
we deeply believe. And it is a mixed opportunity to
either, on one side, strengthen others and the orga-

assp.org JUNE 2020 PROFESSIONAL SAFETY PSJ 19

LEADING THOUGHTS

The most nization or, on the other, dismantle trust, credibility forces, substances or organisms from entering our bod-
dedicated and commitment in potentially unrecoverable ways. ies. Regarding pernicious infection concerns, this might
and tire- I’ve found that people tend to long remember what entail avoiding or reducing exposures to potentially
less safety someone said and did when the fertilizer was flying. infected people (could be anyone) or materials (e.g.,
leaders can packages, containers). This step entails a security mind-
only do so This is the high art of leadership, starting by se- set, assuming that anyone and almost anything within
much; per- lecting which in my preferred set of principles best reason can be infected. It’s critical to stay up to date on
sonal safety applies to a situation. For example, both being bold what expert health professionals and infectious disease
ultimately (“He who hesitates is lost”) and being cautious (“Look specialists indicate might potentially transmit virus, and
relies on in- before you leap”) apply to different situations. Which this will likely change as data develops. It also means
dividuals un- should I follow at a given crossroads? Or should I getting, knowing how to appropriately use and actually
derstanding, craft a strategy applying a mixture?  wearing PPE to serve as a barrier to infection. 
believing,
noticing and A second aspect to exemplary leadership art is know- During this time, it is even more important that
ing when and how to apply selected principles. Some- we be aware of our surroundings at all times and
acting. times a simple tool can help remind us and others. With make appropriate adjustments as others could po-
that in mind, both because these are demonstrably tentially enter our surrounding space. We cannot
unusual times and to illustrate how principles can effectively control others. Even when those around
cross-apply to a variety of circumstances, I offer our are not taking precautions, we can still take control
four-step plan for personal control that is intrinsic to the of our personal safety and shield ourselves.
MoveSMART system. While we have specifically ap-
plied this plan toward significantly preventing soft-tis- Consider asking others what equipment and meth-
sue injuries and slips/trips/falls, solid principles can ods they have for reducing potential exposure as they
more broadly service infection prevention and recovery. do tasks at different distances from others, wherever
As such, the plan can achieve several simultaneous pur- they are. In the same room? At 6 ft, 3 ft or side-by-side?
poses (another of my leadership principles is lining up What about away from work? How and when they
and attaining several objectives at the same time). shop? In their homes? Which, if any, materials do they
contact that they’re concerned might harbor virus?
Our Four-Step Plan for Taking
Personal Control of Safety Step 2: Apply Best Techniques
The second step is to select and use the best
The most dedicated and tireless safety leaders can
only do so much; personal safety ultimately relies on methods for getting things done as safely as possi-
individuals understanding, believing, noticing and act- ble, especially when potentially exposed. A slew of
ing. While we can provide excellent PPE, people ulti- considerably effective (and regrettably little-known)
mately must decide whether to use it, know when and methods exist for preventing soft-tissue injuries and
how to use it, and maintain its effectiveness. This plan: slips/trips/falls. This principle step also applies to
self-protection from potential disease exposure.
•is designed to simply and powerfully commu-
nicate and persuade people what and how to best •Rework out how to move when near others. Se-
reduce incidence and severity of injuries and, in this lect paths that simultaneously create sufficient space
case, also promote health; from others while safely navigating. Don’t trade off
slip/trip prevention for avoiding contamination.
•is easy to remember;
•can help reduce stress, typically rampant during •Wipe down materials brought into the home
such times; from outside.
•encourages an overall safety mindset that inter-
nalizes safety, reminds everyone of overall safety •Consider medically recommended methods for
principles, of taking personal responsibility (we prefer supporting the immune system (e.g., I’ve read doc-
the term control as it is less loaded and triggers more tors’ suggestions ranging from elevating sleep health
positive motivation with less pushback). In so doing, to stress control methods to supplements but check
it promotes a high level of organizational safety and with your own physician, of course). 
health that can carry over to post-pandemic periods;
•reminds people to also practice best safety meth- •Use preferred and medically approved hand-
ods at home and wherever they face new or chang- washing substances and methods.
ing risks, tasks or workloads.
Principle: Go beyond an all-or-none approach. Of •Stress control. Unmanaged, potentially damaging
course, it’s always prevention-first, so best to focus on steps stress can be rampant during times of crisis, and this is
one and two to not suffer an incident or infection in the especially concerning during a pandemic as the body re-
first place. But sometimes things happen that we’d prefer sponds to stress by shutting down the immune system (to
didn’t. Best leadership entails still doing our best to max- shunt physiological resources to more immediate fight/
imize safety and health, even when situations are not ini- flight needs). I define stress as the feeling of being out
tially ideal. Without negativity, stigma or throwing shade. of control. Most who take personal control of their own
safety may help alleviate some of the stress of feeling out
Step 1: Shield Yourself of control. Many medical experts have reported that un-
Being mindful to keep it out and don’t let potential controlled stress can hamper immune system response,
as well as take a toll on our bodies and our reserves.
harm in, the first step is to prevent potentially harmful
According to studies, one way to reduce these negative
effects is to enlist social support at work. This can greatly
counter employee stress and its health-eroding impacts:

20 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org

Overall, it appears that positive social sup- works well to try to get people to stop doing what
port of high quality can enhance resilience they’ve been doing by default. Rather, when attempting
to stress, help protect against developing to change ingrained actions, offer replacement actions
trauma-related psychopathology, decrease that redirect, instead of trying to just stop reflex actions.
the functional consequences of trauma-in- For example, redirecting a hand movement that starts
duced disorders, such as post-traumatic to the face toward touching the opposite shoulder.
stress disorder, and reduce medical morbid- These can be practiced and become a safer reflexive
ity and mortality. (Ozbay, Johnson, Dimou- action through repetitive training and self-monitoring.
las et al., 2007)
Step 3: Discharge
Recent trends of thinning and dispersing workforces This third step of the plan involves minimizing harm
have also contributed to increasing employee isolation.
The separation and distancing accompanying antiviral when potentially exposed. Applied to injury prevention,
precautions can further compound this. To balance this, this step focuses on unloading excess tension before it
wise leaders can help reconnect workers with supervi- builds up into cumulative trauma. Like tension buildup,
sors and fellow coworkers, even if only virtually through viral contact is also invisible. This principle also applies to
video or audio gatherings, problem-solving sessions, physically cleansing exposed areas (both in the body and
safety hero recognitions, sharing preferred practices for on objects that might have been in contact with possible
stress control or infection prevention, and more.   viral spread) and letting go of excess mental tensions
wherever possible (e.g., watching or reading uplifting ma-
•Employ techniques to prevent infection such as terial, video visiting with family or friends, self-reminders). 
methods for self-training to avoid touching hands to
face. One study indicats people touch their own faces Self-isolation is important after potential exposure, but
23 times per hour, so frequent to be below conscious it’s critical to still have contact with others (at least virtu-
threshold (Kwok, Gralton & McLaws, 2015). Wearing a ally) as well as engage in self-fulfilling activities (I’ve been
mask of any type will serve as a barrier to face touching.  playing lots of guitar and exercising). And it’s essential to
find and practice anything that provides inspiration and
Principle: Don’t fight human nature. What I’ve is energizing such as reading, taking time to reflect, learn-
found that doesn’t work are negative reminders of the ing something new, or clearing up nagging issues.
“don’t touch your face” variety. In this case, it rarely

assp.org JUNE 2020 PROFESSIONAL SAFETY PSJ 21

LEADING THOUGHTS

Akin to Principle: No matter how many external guards •Rest. Boost your immune system by getting the
safety, real and rules and procedures, what matters is what peo- rest and recovery time you need.
improve- ple internally understand, embrace and do. Akin to
safety, real improvement is heightened when healing •Physical activity. Maintain your strength and
ment is methods are internalized. A major pathway whereby energy levels by staying active, even in isolation.
heightened COVID-19 devastates (and can kill) is by suffocating
when heal- affected people from within, depriving first the lungs, •Sleep effectively, both deeply and enough hours.
ing meth- then organs and cells of oxygen (Oh & Klivans, 2020). •Breathe. Some physicians such as Sarfaraz Munshi
Even in an oxygen-rich environment, what matters is of London’s Queen’s Hospital have indicated they’ve
ods are how your body can actually access and then distrib- successfully applied certain breathing methods with
internalized ute this critical, invisible element.  afflicted COVID-19 patients. Infected author J.K.
Rowling and journalist Chris Cuomo both indicated
 Further, when used strategically, discharging this method considerably helped them (Andrei, 2020).
methods can reenergize people, help break the cycle
of fatigue and reduce potential damage to our bod- Where Do Leaders Go From Here?
ies. A plethora of such methods exist but one that’s Reposition: Safety and health are inseparable. Many
relatively easy and highly accessible to most people
is breathing methods that may simultaneously help professionals already have health in their job titles: I urge all
alleviate stress, calm the mind for making better de- of us to strongly lead personal healthy living, hand-in-hand
cisions and reducing panic reactions, and physiolog- with incident prevention or environmental well-being.
ically improve oxygenation. Physician Andrew Weil
recommends one such technique: 4-7-8 breathing, Stoke the embers of hope. In a song, Neil Young
about which Weil (2020) writes, “this exercise cannot counsels, “Don’t let it bring you down. Find someone
be recommended too highly. Everyone can benefit who’s turning and you will come around.” Seek and
from it.” I’ve personally practiced this with positive engender support for yourself and between others.
results over many years. Commit to the objective that, as Napoleon Bonaparte
said, “A leader is a dealer in hope” (Forbes, 2015).
Also, remember that medical experts recommend
that getting sufficient amounts of quality restor- Maintain perspective: Remember that strategies
ative sleep is important to reenergize body and that may have worked in more stable periods may
mind, alleviate stress and boost immune response. likely be inadequate in topsy-turvy times. My person-
In fact, pulmonologist and sleep specialist Roger al mission during periods of turmoil: I strive to high
Seheult (2020), explains the medical research on the grade personal safety and health so these are infec-
specific tie-in between sleep and immune system in tious, not deadly pathogens; to help people live and
a video. See your physician for more information. work with energy and enthusiasm where fears of hor-
rific consequences are heeded but do not dominate
Step 4: Save Yourself and overshadow all aspects of their work and life; to
Step four involves actively promoting healing. This strengthen a culture where self-protection elevates
but seemingly innocuous actions don’t endanger
step focuses on minimizing injuries should there be an healthy, high-level daily functioning and lives.
unavoidable incident. With regard to health, empha-
size as-quick-and-full-recovery as feasible. Remember, Commit. Strive to be ever more congruent, with my
recognizing early warning signs and getting help as utmost endeavoring to practice what I teach. Talk is easy,
soon as possible are important steps in both boosting changing actions is more challenging. So easy to write
health outcomes and controlling personal safety. or talk, so much more difficult to do in an atmosphere
of fear, resistance or seemingly cemented-in habits. But
Even in “worst” cases of health, there are strate- I know and have seen that positive substantial change is
gies that can be used in addition to medical treat- indeed possible, even in seemingly dire circumstances.
ments. For example, Carl Simonton, advocated for
cancer patients to use visualization and meditation Remember your mission and who you are. While
techniques in addition to regular cancer treatment, stresses and fears may be different, you’ve likely
emphasizing the connection between the mind and overcome many other waves of previously unique
body (Simonton, Creighton & Simonton, 2009). problems. Trust yourself to do your best to adjust,
modify and create new solutions to new challenges.
To help direct attention to recovery, leaders might
ask, “What are some practical things you can do to High level, honest and concerned leaders are espe-
try to save yourself? For example, should you begin cially needed before, during and after turmoil. And
to notice any symptoms that concern you?”  when situations drastically change, leaders must up-
grade their approach. I encourage all of us to reflect
Some responses might include:  on our leadership principles and methods and to take
•Do your best to remain calm and not panic, remind- even small steps up to help people live safer, with
ing yourself that even if you do test positive for infection, greater personal control and effectiveness, even, and
current reports seem to indicate that the vast percentage of especially, in the face of uncontrollable forces. PSJ
people who test positive recover within a reasonable time. 
•Get medically screened or tested.  Resources
•Increase personal defense (e.g., shield yourself,
limit exposures, wear the right PPE).  Andrei, M. (2020, April). J.K. Rowling credits simple breath-
•Eat a healthy diet.  ing exercise with helping her COVID-19 infection. Doctors and
nurses say it’s useful. Retrieved from www.zmescience.com/
science/breathing-technique-coronavirus-09042020

Forbes. (2015). Forbes quotes. Retrieved from www
.forbes.com/quotes/6957

22 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org

Chapman, J. & Pater, R. (2015, March). 9 internal keys for Pater, R. (2019, June). Natural safety. Professional Safety.
significant culture change. Professional Safety, 60(3), 24-25. 64(6), 52-55.

Cohen, R. (2019, Sept.). Science catches up: An overview of re- Pater, R. (2019, Sept.). Taking the right risks to improve
search on the Alexander technique. Retrieved from www.alexan safety leadership. Professional Safety, 64(9), 17-20.
dertechniquescience.com/general/overview/science-catches-up
Pater, R. (2019, Dec.). (In)Visible leadership. Occupation-
Kwok, Y.L., Gralton, J. & McLaws, M.L. (2015, Feb.). Face al Health & Safety. Retrieved from https://ohsonline.com/
touching: A frequent habit that has implications for hand articles/2019/12/02/invisible-leadership.aspx
hygiene. American Journal of Infection Control. 43(2), 112-
114. doi:10.1016/j.ajic.2014.10.015 Pater, R. (2020, Mar.). Leadership for the soaring 20s: Balanc-
ing six countervailing forces. Professional Safety, 65(3), 22-25.
Mathur, A. & Pater, R. (2019, May). Safety leadership
during uncertain times. Professional Safety, 64(5), 20-23. Pater, R. (2020, Apr. 1). Energizing and internalizing safe-
ty: Three strategic principles for breakthrough results. Occu-
Mathur, A. & Pater, R. (2019, May). On demand: Safety pational Health & Safety. Retrieved from https://ohsonline
leadership during uncertain times: Elevating focus, deci- .com/Articles/2020/04/01/Energizing-Internalizing-Safety
sion-making and injury prevention. [Webinar]. Retrieved -Three-Strategic-Principles-for-Breakthrough-Results.aspx
from https://store.assp.org/personifyebusiness/Store/Prod
uct-Details/productId/195119777 Pater, R. (2020, May). Expanding leadership effective-
ness: The courage to go beyond unsubstantiated beliefs.
Oh, J. & Klivans, L. (2020, May 5). VIDEO: How the Professional Safety, 65(5), 40-43.
novel Coronavirus hijacks our defenses. Retrieved from
www.npr.org/sections/health-shots/2020/05/05/850361325/ Pater, R. (2020). The breath of safety. Manuscript in preparation.
video-how-the-novel-coronavirus-hijacks-our-defenses Seattle Seahawks. (2020, Apr. 13). Check out @PeteCar-
roll and @SteveKerr’s first-ever #FlyingCoach podcast!
Ozbay, F., Johnson, D.C., Dimoulas, E. et al. (2007, May). Social [Tweet]. Retrieved from https://twitter.com/Seahawks/sta
support and resilience to stress. Psychiatry (Edgmont), 4(5), 35-40.  tus/1249856806278426624
Simonton, O.C., Creighton, J. & Simonton, S.M. (2009,
Pater, R. (2005, June). Focusing on health for high-level Nov.). Getting well again. New York, NY: Bantam.
safety performance. EHS Today. Retrieved from www.ehs Seheult, R. (2020, Feb. 12). Coronavirus epidemic update
today.com/archive/article/21910300/safety-catalyst-focus 16: Strengthening your immune response to viral infec-
ing-on-health-for-highlevel-safety-performance tions. Retrieved from https://youtu.be/qqZYEgREuZ8
Weil, A. (2020). “4-7-8 breathing: Health benefits and
Pater, R. (2018, Sept.). Changing the hidden safety cul- demonstration. Retrieved from www.drweil.com/videos-fea
ture. Professional Safety, 63(9), 20-23. tures/videos/the-4-7-8-breath-health-benefits-demonstration 

Pater, R. (2018, Nov.). Internalizing safety. Professional
Safety, 63(13), 22-24.

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assp.org JUNE 2020 PROFESSIONAL SAFETY PSJ 23

PSJ ASKS

CRANE SAFETY

Q&A With Hank Dutton, Travelers Risk Control

According to Bureau of Labor Statistics, 2011 to 2017 saw an average of 42 crane-related
fatalities per year in the U.S. Hank Dutton, senior technical specialist for Travelers Risk Control,
discusses common crane-related hazards that employees might encounter in the workplace, as
well as considerations that crane teams, safety professionals and employers must be aware of.

Hank Dutton PSJ: Crane use has increased throughout the U.S. Mitigation of risk and hazards associated with
Can you speak to the unique safety hazards that crane operation begins with preplanning. This
Hank Dutton is a cranes present for workers? means having the right individuals at the table early
senior technical spe- Hank: There are some safety hazards that are unique on so that the lift is planned, plans are used and the
cialist with Travelers about crane operations and then some that are not. lift director is qualified. During preplanning, it is
Risk Control, special- One that is not necessarily unique to crane operations essential to have personnel such as site supervision,
izing in construction but something that we have to be concerned about crane owners, users and operators at the table so
crane safety and risk is the qualification of personnel. Crane operations that everyone is on the same page about the types
management. With are not just about the crane operator; focus must be of activities that will occur and any issues can be
more than 25 years at placed on the crane team (e.g., site supervisor, lift addressed. Afterwards, these people can meet with
Travelers, Dutton is director, rigger and signal person). Other roles such the rest of the crew to keep them informed. The
committed to bringing as crane owner and crane user that are mentioned in planning should start in advance of the crane show-
crane safety awareness regulatory standards also have an impact on the oper- ing up, then, once the crew arrives, there is another
to a broader audience ation. Any individual involved in the team who is not meeting to review the plan with them.
beyond crane oper- qualified to do the job or who needs additional train-
ators. In his current ing should be a significant concern for companies. A common theme throughout all of these factors
role, he is responsible is qualification of the personnel. When we think
for Travelers’ crane Hazards such as ground conditions come to mind about going into urban areas where there is so much
and rigging training when we think about hazards that are specific to crane work going on, issues such as a lack of skilled work-
products and spends operations. The larger the crane, the more bearing force may emerge. Training becomes even more
significant time pressure it exerts upon the ground. We have to make important because you have to hire people who may
training management sure the ground will hold the crane up in order for not have a background in crane operations, but who
teams so they under- the crane to hold up the load. We have to worry about you need to use in that fashion. The training of field
stand their role in hazards such as the overloading of equipment. When workers, as well as field supervision, should be of the
ensuring safe crane a crane is overloaded, it could overturn or break the utmost importance to companies.
operations. He also boom, as we have seen in the news over the past sev-
participates in multi- eral years. Overloading the equipment relates back PSJ: What dangers does inclement weather pose
ple committees within to the qualification of personnel, the people who are to crane work?
National Commission involved. These workers must understand what factors Hank: Inclement weather and cranes should be
for the Certification of can cause an overload condition for the equipment. discussed in two different areas: mobile crane op-
Crane Operators and erations and power crane operations. With mobile
serves as chair of Lift Rigging is also a crane-specific hazard. Cranes crane operations, depending on the type of crane it
Director Exam Man- don’t raise the load up unless someone rigs the is, wet weather conditions could impact the brakes
agement Committee. load to the crane. Related concerns include rigging on the crane, whereas a hydraulic crane would not
scenarios, rigging failures and qualification of indi- necessarily be impacted by rain.
viduals performing the rigging. Personnel need to ZHUDIFENG/ISTOCK/GETTY IMAGES PLUS
understand how to properly secure the load to the Another component of weather is wind, which
crane so that it does not dislodge in the air. can affect all types of mobile crane operations. It’s
up to the crane team to understand manufacturers’
Power lines have been another important topic limitations about wind speed where lifting oper-
when it comes to mobile cranes because cranes com- ations need to cease. The crane team must under-
ing into contact with overhead power lines have been stand the impact of wind on the load. If a load is in
one of the leading contributors of fatalities and inju- the air and wind pushes it to a longer radius, that in-
ries of people involved in crane operations for years. creaseed radius can be detrimental because a crane’s
load capacity reduces as the radius gets longer.
PSJ: What special safety concerns do urban areas
pose? How can companies work to mitigate these Lightning is another weather component that be-
hazards? comes more of a problem around tower cranes and
Hank: The risk of operating a crane, regardless of larger mobile cranes that stick up in the air. People
location, remains largely the same. Whether it is in need to be aware of the risk of thunderstorms and
Los Angeles, Seattle, Atlanta, Boston, New York or lightning. They must secure the crane and remove
a rural area, there are still issues. It’s just that these the crew from the area before the storm hits, then
issues may be more prevalent because if a crane goes wait an ample amount of time after the storm passes
down in the city, there is more infrastructure closer in the same way that airports do not allow ground
to it that could be damaged. personnel outside during a storm.

24 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org

In extreme weather, such as hurricanes and tor- Training should cover the entire crane team. Per- Training
nadoes, contractors and crane users must be aware sonnel such as signal persons and riggers all need to should
that a storm is approaching and understand what be trained. Supervisors who oversee these operations cover the
they can do to properly secure the equipment so that must understand what the rest of the crane team is entire crane
it does not become dislodged or fall over. doing because there are many things outside of the team.
operator’s control that are within the control of man- Personnel
PSJ: How can companies cultivate a culture of agement. If site supervisors or lift directors are not such as
safety and accountability in crane operations? trained, they may not know when there is something signal
Hank: This is definitely something near and dear to they should have taken care of. Training will help persons and
my heart being a safety professional specializing in companies with their safety culture and accountabil- riggers all
cranes. When we look at factors that impact safe- ity because it is hard to hold someone accountable if need to be
ty culture with crane operations, it is essential to you do not tell them what it is they need to know. trained.
provide education and to ensure that people in the
crane team are specifically trained. If management does not understand crane oper-
ations, they may think that all operators have the
Travelers has a professional crane operations same type of experience. Then they might put an
course in which we teach crane operators and operator in an unfamiliar position or in an unfamil-
management personnel alike. We teach everyone iar crane, which could actually lead to an incident
the same things about crane operations and what because the operator may not know how to safely
it means to ensure a safe workplace. In terms of run that equipment. Technology is always changing,
culture, when people feel included and that they crane situations are always evolving, types of lifts
possess the necessary knowledge and training, they are more complex or simple, so it is advantageous
become much more aware of what’s going on around for companies to have management and safety per-
them. They’re much more willing to participate and sonnel involved in this process.
try to help ensure a safe workplace. Companies can
help improve culture by encouraging and providing This training should take place during the on-
training to those managers and supervisors just like boarding process. The goal is not necessarily to make
they do for crane operators. people experts. From the minute they join our team,
we want to make them aware of the type of operations

assp.org JUNE 2020 PROFESSIONAL SAFETY PSJ 25

PSJ ASKS

we do, the safety concerns they need to be aware of, hoists. The regulatory standards and the consensus
and make sure they know what to watch out for when standards found in ASME as well as other types of
they are out in the field. By providing educational work are all necessary. MSHA has some information
resources such as instructional-type events and tool- about cranes and rigging. The Army Corps of En-
box talks, now you’ve actually got people who are able gineers, when you work on their type projects, you
to spread the message. And I like to say, “None of us need to be aware of their requirements. Individuals
is as smart as all of us.” If I’m having a bad day, some- who work for crane companies and subcontractors
one else is watching me. But if they don’t know what could run into a general contractor with an elab-
I’m doing, then they can’t necessarily help watch. orate crane safety and health program that would
require them to be aware of several unique things
PSJ: What standards should safety professionals they may not have encountered before.
be versed in?
Hank: Safety professionals should know the regula- PSJ: What trends might we see in crane safety
tory standards such as federal and state OSHA crane standards in the future?
standards, and crane-and-rigging-related topics, Hank: ASME standards generally update every 3 to
because there are many different standards that play 5 years; that consensus body is always looking at
into that, specifically the crane and derrick stan- new technology, equipment, trends and practices
dard. There are also general industry OSHA stan- that need to be addressed. OSHA standards can take
dards that discuss crane and rigging operations. many years to formulate and get through an ap-
proval process, so really all we can do is monitor for
It is advantageous for safety and management per- those new developments. Right now, operator certi-
sonnel to understand the information contained in fication and qualification is a big topic. In November
American Society of Mechanical Engineers (ASME) 2019, federal OSHA officially required operators to
standards. There is ASME B30.5, which is specific to be certified, trained and qualified. This means that
mobile crane operations, B30.3, which is specific to they have to be trained and certified through one of
tower crane operations. There is also a laundry list the national certification bodies and evaluated by
of others that deal with rigging and different types their employer. PSJ
of cranes, overhead cranes, underhung cranes, and

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STANDARDS INSIDER

PILE INSTALLATION &
EXTRACTION OPERATIONS

Technical Q&A With Richard Marshall

The ANSI/ASSP A10.19-2017 Safety Requirements for Pile Installation and Extraction
Operations standard establishes safety requirements for the installation and extraction of
piles during construction and demolition operations. ASSP received a technical question
about the standard and Richard Marshall, subgroup chair, provided his insight.

Richard Question: My organization has a question In addition to A10.19, U.S. Army Corps of Engi-
Marshall on ASSP A10.19 Safety Requirements for Pile neers has some guidance in its USACE EM385-1-1
Installation and Extraction. document. However, this actually added some confu-
Richard Marshall, sion since Section 16.R.15(b) says:
CHST, is director of We found the standard to be comprehensive and help-
safety, ADSC—The ful, but it does not address the use of load moment indica- When pulling piling, the crane shall be
International Associ- tors (LMI) during pile driving and extraction operations. equipped with LMI devices (unless the load
ation of Foundation Does A10 have guidance on this issue and are there plans can be calculated and is within the load
Drilling. He is chair to address the issue in future updates of the standard? rating chart of the crane) and the booms
and coauthor of ANSI/ shall not be raised more than 60° above
ASSP A10.19, Safety The issue as we see it is the practice of discon- the horizontal. (This requirement does not
Requirements for Pile necting the LMI during pile driving. This is a com- apply to vibrating-type pulling devices.)
Driving and Extraction mon practice allowed by OSHA. We do not see a
Operations; vice-chair significant exposure with this as the weights of the We have heard one interpretation of this section
and coauthor of ANSI/ hammer, leads and piles can be easily determined by saying that during pile extraction the force required
ASSP A10.23, Safety calculation, name plates, manufacturer’s literature, can be estimated, but the actual force being applied is
Requirements for weighing and other factors. really unknown, so an LMI is required. Another inter-
Drilled Shafts, and pretation is based on the last sentence, “This require-
chair and coauthor Perhaps the overall concern is with pile extraction re- ment does not apply to vibrating-type pulling devices.”
of ANSI/ASSP A10.30, gardless of the extraction technique. We believe a tech-
Safety Requirements nical issue is the additional and unknown extraction This also leads to different interpretations: 1) the
for the Installation of force over and above the weight of the pile and ex- exemption applies to only the boom angle require-
Ground Anchors and traction hammer required to extract a pile itself. A rule ment; or 2) it applies to both the boom angle and
Micropiles (draft). He of thumb for our organization when using a vibratory LMI requirements. Any overall insight or guidance
is a subject matter extraction hammer is that the extraction force should be would be appreciated.
expert for the North- approximately two to four times the combined weight of
ern Alberta Institute the pile and hammer (Warrington, 2011). Marshall: I am pleased you find the standard
of Technology Foun- “comprehensive and helpful.” Thank you for your
dation Drill Rig Oper- The technical concern is that without an LMI or a load technical question, which is a good one. Here is my
ators training course indicating device, there is no way to know how much opinion on your inquiry.
and the ADSC/NCCCO specific extraction force is being applied, so it is difficult
Foundation Drill Rig to meet the standard, which states “At no time shall the An LMI system, one that is either an aftermarket
Operator Certification crane’s lifting capacity for the full working radius of the add-on or one built into the crane from the manu-
Task Force. Marshall driving or extraction operation be exceeded.” Not ex- facturer, is a key operational aid for safe crane oper-
holds a B.S. in Occu- ceeding the crane’s capacity during lifts is also an OSHA ation. OSHA (2010a) provides a definition:
pational Safety and requirement and is also prohibited by all crane manu-
Health from Columbia facturers. Common practice during pile extraction is to Operational aids are devices that assist the
Southern University. guess how much force is being applied (impossible) or to operator in the safe operation of the crane
He is a member of keep pulling until the crane starts to tip (dangerous). by providing information or automatically
ASSP’s Southwestern taking control of a crane function. These
Ohio Chapter and the Is there additional safety guidance on load mon- include, but are not limited to, the devices
Society’s Construction itoring during pile extraction? This appears to have listed in § 1926.1416 (“listed operational aids”).
Practice Specialty. been overlooked by OSHA. It may also help to have
an idea of the scenario being addressed. As you mention, OSHA (2010b) addresses this
type of operational aid and their use in this manner:
We have two cranes on our work site. We posed the
question to one manufacturer whose response was that 1926.1416(e)(4) Load weighing and similar
the use of an LMI or load weighing device was recom- devices.
mended, as that was the only way to know how much
specific force was being applied during extraction. 1926.1416(e)(4)(i) Equipment (other than der-
ricks and articulating cranes) manufactured af-
The manufacturer directions indicate that the use ter March 29, 2003, with a rated capacity over
of the crane requires the implementation of an LMI 6,000 pounds must have at least one of the
during pile driving and extraction. following: load weighing device, load moment
(or rated capacity) indicator, or load moment
The vibratory hammer we are using lists a maxi- (or rated capacity) limiter. Temporary alterna-
mum allowable pull, but there is no way to measure tive measures: The weight of the load must be
the pull without an LMI or load weighing device.

28 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org

determined from a source recognized by the capable of operating the type of crane and performing

industry (such as the load’s manufacturer) or the assigned task to the employer’s requirements.

by a calculation method recognized by the in- ANSI/ASSP A10.19 has this paragraph:

dustry (such as calculating a steel beam from 21.4 When piles are extracted with a vibratory or
measured dimensions and a known per foot impact pile hammer suspended from a crane:
weight). This information must be provided to
the operator prior to the lift. 1) The piling contractor shall follow the
crane manufacturer’s required procedures for

For additional reference, the USACE (2014) Safety this operation. At no time shall the crane’s lift-
Manual EM 385-1-1 mimics the current OSHA stan- ing capacity for the full working radius of the
dards. These are found in Section 16, Load Handling driving or extraction operation be exceeded.

Equipment. An important point of this section is the first sen-

As you point out, crane overload is a serious and po- tence: “The piling contractor shall follow the crane

tentially dangerous condition if not addressed correct-

ly. Modern cranes are lighter in weight (for

easier shipping and assembly/disassembly),

yet still offer tremendous lifting capacity, 0$'(
but when overloaded, my view is they are
,1 7+( 86$

typically more subject to structural failure

rather than tip-over incidents. That said,

having an LMI system is an important YOU
component/operational aid. Unfortunately,
when performing duty cycle operations

such as pile driving and extraction, the DESIGN
LMI system can be disrupted by the hoist
lines bouncing or vibrating during piling

operations. This may cause intermittent THE PROJECT
shutdown of some crane functions. SLIPNOT

The OSHA standard requires the em-
ployer to know the weight of the load (i.e.,
hammer + pile + rigging + hoist line from tip

to load). A safe working platform provided MAKES IT
by the controlling entity capable of resisting
the bearing pressures generated by the crane

during extraction operations is also required SAFE
for crane operations. Are we working from
a floating platform? We must remember to

derate the crane’s lifting capacity according

to the list and trim of the platform, and other HIGH TRACTION
manufacturer requirements.
GRIP PLATE®
You point out a reference source (Pile
Grade 2 aluminum plates

Buck) that “extraction force could be two VISIT US AT BOOTH 217 installed in the high traffic
to four times the combined weight of the VPPPA - SAFETY+ 2020 | ORLANDO, FL area of the Right Field District
pile and hammer.” Information from at Progressive Field, home to
Federation of Piling Specialists (2010) is
the Cleveland Indians.

another good resource.

Armed with this information, the piling

contractor can determine weights, and SLIP RESISTANT METAL FLOORING PRODUCTS
the operator will know if the crane will be
:SPW56; 4L[HS :HML[` -SVVYPUN PZ [OL \S[PTH[L ZVS\[PVU MVY LSPTPUH[PUN
operated within the load chart capacities [OL YPZRZ VM ZSPW HUK MHSS HJJPKLU[Z [OH[ HYL WYLZLU[ PU ULHYS` L]LY`
in the configuration the machine is set up PUK\Z[Y` 6\Y ]HZ[ SPIYHY` VM UVU ZSPW WYVK\J[Z JHU IL J\Z[VTPaLK
in. Remember, the LMI system is an oper- [V `V\Y ZWLJPÄJH[PVUZ JYLH[PUN ZHML HUK LMMLJ[P]L ^HSRPUN HUK

ational aid; it does not run the crane, the ^VYRPUN Z\YMHJLZ

person in the seat does. The employer must

ensure that the operator is educated and

certified to safely operate the type of crane

the person is assigned. Then, the employ-

er must train the operator to safely and FOOD & RECREATION MANUFACTURING AEROSPACE SlipNOT®
correctly operate the crane assigned, and BEVERAGE
to perform the task required (i.e., extract
piling). Finally, the employer is required to www.slipnot.com | 800.754.7668

evaluate the operator to ensure that s/he is

assp.org JUNE 2020 PROFESSIONAL SAFETY PSJ 29

STANDARDS INSIDER

Disclaimer manufacturers required procedures, for this opera- ASSP A10 standards are referenced in the current
tion.” As crane technology has improved and cranes version of EM-385, but A10.19 is not included since
These comments are have become more sophisticated, some manufacturers the 2017 revision was approved after the latest edi-
from Richard Marshall, forbid the use of a vibratory hammer, as they can tion of the EM-385 manual.
not the A10 committee cause disruption to the LMI and ATB (anti-two block)
itself. Interpretations systems and possible damage to the machine. Some Your information and views are interesting, and
are processed and require the use of a vibration damper when using a your comments will be presented to the A10.19
approved by the full vibratory hammer. Additionally, an employer would subgroup during the next revision of the standard.
committee. be foolish to arbitrarily disconnect or defeat an LMI Our goal is to enhance future synergy with A10.19,
system without first conversing with the crane man- OSHA and other regulatory materials such as those
ufacturer to best determine a possible alternative, or published by Army Corps of Engineers. PSJ
how to temporarily disengage the system correctly.
References
So A10.19 addresses your concern, but perhaps not
in as much detail as you were looking for. Since there Federation of Piling Specialists. (2010). Notes for guid-
are so many options that a piling contractor can use ance on the extraction of temporary casings and temporary
to safely drive and or extract piling, this standard piles within the piling industry (Edition 1). Retrieved from
cannot address them all. Instead, the standard plac- www.fps.org.uk/content/uploads/2018/12/FPSExtraction
es the burden on the piling contractor to follow the Final-Jun2010.pdf
manufacturer’s procedures for both crane and ham-
mer operations. It is true that piling operations may OSHA. (2010a). Definitions (29 CFR 1926.1401). Re-
not be specifically addressed in a given crane’s op- trieved from www.osha.gov/laws-regs/regulations/standard
erators manual, but the contractor must then call or number/1926/1926.1401
write the manufacturer for this information. A con-
tractor familiar with what their cranes can do and, OSHA. (2010b). Operational aids (29 CFR 1926.1416).
more importantly, what they cannot do is a sound Retrieved from www.osha.gov/laws-regs/regulations/stan
basis for safe, productive and high-quality work. dardnumber/1926/1926.1416

I cannot give an interpretation of EM-385 or the U.S. Army Corps of Engineers (USACE). (2014). Safety
Army Corps’ view of this issue. A number of ANSI/ and health requirements (EM 385-1-1). Washington, DC:
Author. Retrieved from www.publications.usace.army.mil/
Portals/76/Publications/EngineerManuals/EM_385-1-1.pdf

Warrington, D.C. (Ed.). (2011). Pile driving by Pile Buck.
Vero Beach, FL: Pile Buck International.

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ASSP books cover a variety of relevant safety topics and are
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30 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org

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BEST PRACTICES

CONSTRUCTION SAFETY
PRACTICES FOR COVID-19

By Jordan Hollingsworth

As COVID-19 spreads across the nation, many companies have been idled, but a significant number of
construction projects have been deemed essential. Workers, supervisors and safety professionals on those
projects must follow best practices to protect workers and their families from exposure to COVID-19.

Responsible contractors are hungry (Lotan, 2020). Evidence suggests that complete a personal pocket card that
to publicly prove they can work safely droplets can also be released by talking, asks, “What can kill you today?”
and prevent the spread of COVID-19 and that the virus can remain active for
while supporting the nation’s critical in- many hours on surfaces such as count- Monitoring
frastructure and providing much-needed ers, doorknobs and tools (Saplakoglu, It is advisable to designate appropri-
income for the workers on those projects. 2020). In addition, it appears that indi-
After all, the construction industry em- viduals who have the virus but are not ately trained personnel to monitor for
ploys nearly 11.2 million people in the displaying any symptoms are capable of proper social distancing, similar to how
U.S. (Wang, 2020). transmitting it. individuals are selected to observe fire
watch required activities. Sites may be
Construction projects must develop Those facts underscore the critical im- monitored directly, via web or security
and implement a site-specific safety and portance of ensuring physical distancing cameras, and by drones on larger sites.
health plan consistent with best practic- between workers. Owners and contrac- For example, one provider of construc-
es. Every construction project involves tors must adopt and implement a physi- tion safety software has developed an
unique characteristics and circumstanc- cal distancing protocol and post details application for an artificial intelligence
es, so what is appropriate and feasible for of that protocol at the site. According to interface that detects when workers are
each project may be different. The gener- reports, OSHA is verifying physical dis- not practicing proper distancing.
al guidance provided in this article was tancing, housekeeping and sanitation of
developed by experienced safety profes- break areas (Parfitt, 2020). Scheduling
sionals representing Safety Management Modifying work schedules by stagger-
Group, a safety, health and environ- Tasks
mental consulting firm that specializes COVID-19 safe practices should ing shifts or offering alternate workdays
in construction and contractor safety or dedicated shifts can reduce the number
management. The intent is to provide the be incorporated into all job briefings of workers on a site at any given time. Al-
industry with general best practices that and task hazard assessments. All task low nonessential personnel to work from
can be modified to fit the specific needs hazard assessments should identify home whenever possible. Breaks should
of projects. whether each task can be performed by also be scheduled to reduce interactions.
a single employee and, if not, what type
Physical Distancing of PPE is needed to ensure the safety Behavior
Researchers from Massachusetts In- of all employees. Photos of the hazard Common worker behaviors should
analysis can be taken with a tablet or
stitute of Technology determined that smartphone and sent via e-mail or text be modified to protect them. For exam-
coronavirus-bearing droplets of all sizes message. This is also an opportunity to ple, traditional contact greetings such
can travel 23 to 27 ft from a host after introduce a serious injury and fatality as handshakes and fist bumps must be
emission through a cough or sneeze program that requires each worker to eliminated. Workers should be required
to park a safe distance from each other,
which may require employers to provide
extra parking. Discourage ridesharing
and use of public transit. If workers have
to be bussed, keep them separated by
every other seat.

DJVSTOCK/ISTOCK/GETTY IMAGES PLUS Meetings
Whenever possible, perform meetings

online or via conference call. If in-person
meetings are necessary, such as tailgate
talks, follow CDC guidance and limit
groups to no more than 10 people. Make
sure everyone is at least 6 ft apart and
use spray paint to mark locations where
they can stand safely. Consider employ-
ing mobile technology systems that use
photos and video briefings to provide
alerts about hazards and safety planning
conversations.

32 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org

Site Logistics & Control and self-quarantine. All supervisors
Access control is more important than and safety personnel should be aware
of COVID-19 symptoms (e.g., fever,
ever. The number of visitors to jobsites coughing, shortness of breath). Creating
should be limited and controlled. Mea- a COVID-19 observation form for daily
sures such as fencing, no-contact card completion will formalize this process.
readers, modular turnstiles and guard
stations can help control site access and Another potentially useful approach
egress. All workers and visitors to the site is requiring employees to complete an
should be temperature screened using electronic health verification form every
technology such as no-contact thermom- day. The form could include the fol-
eters or thermal imaging cameras. lowing questions, with any affirmative
response requiring the worker to stay off
Deliveries to the site should also be the site for 14 days:
carefully planned with contact and
cleaning protocols: •In the past 14 days, have you or any-
one you have been in direct contact with
•Specific locations should be identified had a confirmed case of COVID-19?
as laydown areas for deliveries.
•Have you or anyone in your fami-
•Lines can be painted to limit the areas ly been in contact with a person who
for gang boxes and material sources. is in the process of being tested for
COVID-19?
•Jersey barriers can be placed to sepa-
rate workers from delivery locations. •In the past 14 days, have you traveled
internationally, been on a cruise or been
•Trash should be kept in specific loca- to any domestic location categorized as
tions where it can be easily transported Level 3 by CDC?
from the site.
•In the past 72 hours, have you had
•Delivery personnel should remain a fever of greater than 100.4 °F without
in their vehicles when possible and have the use of fever-reducing medication?
minimal contact with site workers. This
is not a time for socialization. •In the past 72 hours, have you experi-
enced coughing or shortness of breath?
The site itself should be assessed to
support physical distancing by limit- If possible, assign an occupational
ing the potential for workers to gather, health nurse to the site and implement
including personnel in material hoists a 24/7 nurse screening triage to be used
and site trailers. Identify and resolve po- by all workers, including subcontractors.
tential choke points and install physical If that is not feasible, designate an ap-
barriers and signage to restrict access to propriately trained employee to monitor
closed or confined spaces. Evaluate con- the jobsite for signs of illness. Drones
fined spaces for maximum occupancy equipped with thermal imaging can be
and to determine how to maintain phys- used to detect high temperatures of em-
ical distancing. Post signage in confined ployees. Simple steps such as hand and
spaces as a reminder of restrictions. boot sanitation checks can also provide
indicators of compliance.
Site trailers and break areas should
be marked to ensure proper distancing. At a tense time like this, it is also
Community food and lunch areas should important to consider workers’ mental
be eliminated, and community coffee- health. Simple steps such as asking em-
pots, water dispensers, microwaves and ployees how they are feeling and how
other shared appliances should not be their families are doing will show a gen-
present in break areas. Aerial lifts should uine interest. Setting up a “good catch”
be used by one person at a time unless program to recognize workers who are
additional PPE is worn. following protocols to protect themselves
and their peers can increase awareness
Administrative Action & Policies and compliance.
As with all safety efforts, steps to
Worker Education
prevent the spread of COVID-19 in Do not assume that workers are
workplaces will only succeed with the
complete encouragement and coopera- well-informed about the realities of
tion of company leadership at all levels. COVID-19. A major challenge for pub-
More than ever, jobsite observations are lic health officials is the spread of false
critical and an investment in additional or misleading information, especially
safety personnel on jobsites will protect via social media. In addition to posting
both workers and their families. and communicating COVID-19 policies
for employees, contractors and trades,
Management must adopt a zero-toler- supervisors and safety personnel should
ance policy for working while sick and
encourage sick workers to remain home

assp.org JUNE 2020 PROFESSIONAL SAFETY PSJ 33

BEST PRACTICES

discuss COVID-19 protocols such as Sanitation & Hygiene shared equipment including tools and
how to maintain proper distancing, If the overall project schedule does vehicles should be disinfected before and
how to report if they exhibit symptoms after each use, with disinfectant wipes
or suspect a fellow worker might be ill, not already include a cleaning and san- readily available. Users of tools or vehi-
steps for disinfecting (providing SDS itation schedule, one should be added. cles should wash or sanitize their hands
for disinfectants), and when workers Items that are frequently touched such as before and after use. Most tools can be
who have exhibited symptoms can re- handrails, doorknobs, locks and latches cleaned using mild soap or an approved
turn to a work site. should be prioritized. Cleaning protocols diluted bleach solution and a clean damp
and worker education should address cloth. When possible, tools should be left
One approach is to hold a compa- cross-contamination, with frequent to rest for 3 days.
ny-wide stand-down to ensure that cleaning of objects such as smartphones,
everyone is receiving the same message computers, tablets, keyboards and pens. If blood or other bodily fluids are pres-
at the same time. Another is to produce Deliveries should be cleaned before being ent on the tool or other equipment, the
a safety video about COVID-19 and dis- used, and door handles and gear knobs established bloodborne pathogen proto-
tribute it electronically so workers can on delivery vehicles should also be san- cols for the jobsite should be followed.
watch it on their own devices or home itized. Other sanitation methods may Conclusion
computers. Completion can be verified include UV sanitation and fog atomizers.
through the use of online forms and With a significant number of con-
hard hat stickers. Contractors and project owners struction projects deemed essential, the
should ensure that handwashing stations workers, supervisors and OSH profes-
CDC offers posters with messages with soap and water and hand sanitizers sionals on those projects must follow best
that display the symptoms of COVID-19 (containing at least 60% alcohol) are practices to protect everyone involved
and urge employees to stay home when readily available on the site. Portable from exposure to COVID-19. It is critical
they are sick to stop the spread of germs. toilets should be cleaned regularly, and for construction projects to develop and
Posters can be placed at site entrances, workers should use toilet paper or pa- implement site-specific safety and health
elevators, buck hoists, job boards, break per towels as disposable seat covers and plans consistent with best practices. This
areas and portable toilets. Information avoid touching the toilet directly. Per- article outlines general guidance that
about the federal Families First Coro- sonal water jugs or single bottles should can be modified to fit a project’s specific
navirus Response Act and Coronavirus be used in place of shared bottles, with needs. PSJ
Aid, Relief and Economic Security Act no community ice chests. References
should also be posted, along with hy- PPE
giene details and regularly updated state Buckley, B. (2020, March 7). Trump admin-
heat maps that show the number of cases As always, having the right PPE is istration calls on construction firms to donate
by county. In addition to posting ma- a critical element of workplace safety. masks. Engineering News-Record. Retrieved
terials in English, be sure materials are When facing a pandemic like COVID-19, from www.enr.com/articles/48889-trump-ad
available in other languages spoken by personal protection is also necessary to ministration-calls-on-construction-firm-to
large numbers of workers. protect workers from becoming infected -donate-masks
by peers or droplets they have left be-
Make sure workers are aware that hind. For most workers, gloves are man- Lotan, G.T. (2020, March 31). Six-foot rule
their off-work behavior could expose datory and coated gloves should be worn to protect against coronavirus may not be
them to the virus. They should follow at all times on the work site. Those who enough, MIT professor says. Boston Globe. Re-
any government stay-at-home orders and work in close quarters with others may trieved from www.bostonglobe.com/2020/
practice social distancing when shop- also need to wear masks, gaiters, face 03/31/nation/six-foot-rule-protect-against
ping, exercising or engaging in any other shields, long-sleeved shirts, long pants -coronavirus-is-questionable-mit-professor
essential activities. or goggles. CDC is not recommending -says
Engineering Controls that workers wear N95 masks, and under
the March 17 federal directive, those Parfitt, J. (2020, April 13). Oregon OSHA
Depending on the nature of the work should be donated to healthcare provid- to begin “spot checks” on businesses for
site, various engineering controls may ers (Buckley, 2020). All workers should COVID-19 compliance. KDRV. Retrieved from
be used to facilitate physical distancing follow manufacturer recommendations www.kdrv.com/content/news/Oregon-OSHA
and limit worker exposure. For example, to decontaminate and sanitize PPE and -to-begin-spot-checks-on-businesses-for
additional ventilation can be installed for clothing before each use. -COVID-19-compliance-569613891.html
those who have to work in close quarters. Tools & Equipment
Access to additional buck hoists, eleva- Saplakoglu, Y. (2020, March 18). Here’s
tors or stair towers will limit close con- Because the virus may remain active how long the coronavirus will last on surfaces,
tact. Physical barriers and plastic sheets in droplets for hours, shared tools should and how to disinfect those surfaces. Live-
can isolate workers in dusty operations be eliminated wherever possible and all Science. Retrieved from www.livescience.com/
when dust cannot be eliminated through tools should be cleaned regularly. Any how-long-coronavirus-last-surfaces.html
other engineering controls. Water trucks
can be used to control dust on the site. Wang, T. (2020, March 12). Number of em-
Dust or sticky mats can be installed at ployees in the U.S. construction industry from
entry and exit locations and changed fre- 2000 to 2018. Statista. Retrieved from www
quently; shoe sanitation tubs using non- .statista.com/statistics/187412/number-of-em
bleach sanitizer can be mandated prior to ployees-in-us-construction
entering or leaving the jobsite.
Jordan Hollingsworth, CSP, CHST, CUSP, is an executive with Safety Management Group, a nation-
al safety, health and environmental consulting firm that specializes in construction and contractor safety
management. Hollingsworth is the author of many articles on construction safety and best practices. He
holds an M.S. in Occupational Safety and Health from Indiana State University and was named to the Indy’s
Best and Brightest list in 2018. Hollingsworth is a professional member of ASSP’s Central Indiana Chapter,
which he also serves as Golf Outing Chair. He was named the chapter’s 2020 Safety Professional of the Year.

34 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org

PLAN FOR THE UNEXPECTED –
KEEP YOUR WORKERS SAFE

Organizations that implement safety management systems go beyond
compliance to identify and eliminate safety and health risks.

The ANSI/ASSP Z10.0-2019 is the U.S. Occupational Health For the latest Z10 news
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RISK ASSESSMENT
Peer-Reviewed

THE POWER OF WH

Assessing & Understanding

By Bruce K. Lyon and Georgi Popov

TTWO SMALL WORDS, when asked in the form of a question, can identify and analyze a system’s major hazards and hazard expo-
be most powerful in reducing risk and uncertainty. For serious sure scenarios, causes, deviations or weaknesses that can lead
injuries and fatalities that have occurred, the question is what to hazards, existing controls and needed controls to achieve an
if the causes, conditions and controls were better understood? acceptable risk level (Lyon & Popov, 2018).
Would it have been possible to prevent such incidents from
occurring? What if, indeed. However, the time for the OSH Like HAZOP and other PHA methods, what-if analysis is
professional to ask, “what if?” is before such incidents occur: used to breakdown a series of actions or steps to understand pro-
during the planning, designing, developing, installing, operat- cess-related hazards and their causes and effects. A PHA is a set
ing and maintaining of systems. What-if analysis and assess- of organized and systematic analyses of identified hazards and
ment can be a most powerful tool in controlling risks to an controls associated with a process. It provides information to as-
acceptable level throughout the life cycle of a system. sist in making decisions for improving safety and reducing oper-
For example, in chemical operations, the question becomes ational risk associated with a process. A PHA is directed toward
“What if an operator mixes two incompatible chemicals?” or analyzing potential causes and consequences of fires, explosions,
“What will happen if sulfuric acid and sodium hypochlorite releases of toxic or flammable chemicals, and focuses on equip-
(better known in its less concentrated form as bleach) are mixed ment, instrumentation, utilities, human actions and external
in a quantity that could produce a cloud containing chlorine and factors that may impact the process. In many cases, an additional
other toxic compounds?”; “What if the cloud impacted workers benefit of conducting such an analysis is a more thorough under-
on site and members of the public in the surrounding communi- standing of the industrial process, leading to opportunities for
ty?” Such questions can be critical in understanding the effects improving process efficiency and cost reduction.
and preventing or reducing operational risks.
In the U.K., risk assessments have been legally required of
Traditional What-If Methods businesses since 1999 by the Health and Safety Executive. How-
Originally developed by the British chemical industry in ever, in the U.S., few hazard analyses and risk assessments are
required by law. Two exceptions include OSHA’s Process Safety
the 1960s as an easier alternative to the hazard and operability Management of Highly Hazardous Chemicals (PSM) standard,
study known as HAZOP, what-if methods have become a com- and EPA’s Risk Management Plan (RMP) rule, both of which
mon process hazard analysis (PHA) method for process safety require PHAs (Popov, Lyon & Hollcroft, 2016). Following are
management. The primary objectives of what-if analysis are to brief summaries of these two standards:

KEY TAKEAWAYS •Established in 1992, OSHA’s PSM (29 CFR 1910.119) requires
process hazard analyses for regulated industrial processes con-
•The concept of using the what-if question to determine potential taining 10,000 lb or more of a hazardous chemical for protecting
the employees working in and around such processes.
effects is important and fundamental to assessing and controlling
risk. It is essentially reasoned curiosity for the purpose of discovery •EPA’s RMP rule (40 CFR Part 68 Chemical Accident Preven-
to reduce uncertainty. tion Provisions), issued in 1994 because of the Clean Air Act
Amendments of 1990, mirrors the OSHA PSM requirements
•The traditional what-if analysis has limitations as a hazard analy- for process hazard analyses in regulated facilities for the pur-
pose of protecting the public and the environment from unde-
sis technique. It does not estimate risk levels and, therefore, does sired consequences of explosions or releases.
not distinguish which hazards present the greatest risk.
Specifically, OSHA’s PSM standard addresses mandated
•By coupling the what-if methodology with an estimation of risk, process hazard analyses in 1910.119(e)(1) stating that “an initial
process hazard analysis (hazard evaluation)” of covered pro-
a powerful and valuable tool can be added to the risk management cesses be conducted by the operation. What-if hazard analysis
tool kit. The authors propose such a tool with a modified what-if is one of several PHA methodologies referred to in the OSHA
risk assessment that incorporates risk analysis and evaluation. A
case study is presented to illustrate its application.

36 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org

HAT IF

g Risk

PSM standard and EPA RMP rule as an acceptable method TABLE 1
(Popov et al., 2016). Methods listed in OSHA 1910.119(e)(2)
considered appropriate to determine and evaluate process haz- APPROPRIATE PHA METHODS
ards are described in Table 1.
Methods listed in OSHA 1910.119(e)(2) considered appropriate to deter-
In addition to OSHA and EPA, the what-if method is listed mine and evaluate process hazards.
as a hazard analysis method in several consensus standards
CECILIE_ARCURS/E+/GETTY IMAGES including ISO 31010:2019, Risk Management—Risk Assessment PHA method Description
Techniques, ANSI/ASIS/RIMS RA.1-2015, Risk Assessment, What-if Uses a multi-skilled team to create and
and ANSI/ASSP Z590.3-2011(R2016) Prevention Through De- answer a series of what-if type
sign. ISO 31010 also includes an annex that provides a descrip- Checklist questions. This method has a relatively
tion of the method and its application. loose structure and is only as effective as
What-if/checklist the quality of the questions asked and
Hazard Analysis, Risk Analysis & Risk Assessment the answers given.
To know which methods to apply in different situations, it is Hazard and Uses established codes, standards and
operability study well-understood hazardous operations
important to understand several key terms. The term hazard (HAZOP) as a checklist against which to compare
analysis is sometimes used interchangeably with risk analysis or a process. A good checklist is dependent
even risk assessment. But OSH professionals should understand Failure mode on the experience level and knowledge
specific differences among the terms hazards, risks, hazard and effects of those who develop it.
analysis, risk analysis and risk assessment. analysis (FMEA) A team-based, structured analysis that
Fault-tree combines the creative, brainstorming
•Hazards are defined as having the potential for harm and in- analysis aspects of the what-if method with the
clude aspects of technology and activity that, if left uncontrolled, systematic approach of the checklist.
can create risk; in other words, hazards are a source of risk. Haz- The combination of techniques can
ards are produced by equipment, technology, energy sources, sub- compensate for the weaknesses of each.
stances and chemicals, and materials, and by human actions and A team-based, structured, systematic
inactions. Basic workplace hazard classifications include physical review of a system or product that
and mechanical, chemical, biological, ergonomic and psychosocial. identifies risks using guide words that
question how the design can fail due to
•Risks are produced from hazards when their exposures to certain limitations and deviations of the
people and assets pose a chance for loss. This chance for loss or operation.
risk (R) is measured by the likelihood (L) of the event occurring Technique used to identify the ways
and the resulting severity (S) of the loss. systems and their components can fail
and the resulting effect.
•Hazard analysis is the process of determining whether
credible means exist from failures or other causes that could Technique used for identifying and
lead to an incident or undesired event. Hazard analysis involves analyzing factors that can contribute to
analysis of identified hazards, existing controls and potential a specified undesired event. Causal
exposures. As a result, it produces a range of possible conse- factors are deductively identified,
quences and severity estimates. organized in logical manner and
represented pictorially in a tree diagram.
•Risk analysis includes hazard analysis plus the selection of a
consequence and its severity level (S), the analysis of how the event
could occur and its likelihood (L), and an estimate of risk level.

•Risk assessment includes all the steps in risk analysis fol-
lowed by an evaluation of risk: comparing the estimated risk

assp.org JUNE 2020 PROFESSIONAL SAFETY PSJ 37

FIGURE 1

COMPARISON OF HAZARD ANALYSIS, RISK ANALYSIS & RISK ASSESSMENT

Hazard Identify hazards, Analyze range
analysis controls and of severities
exposures

Risk Identify hazards, Choose a severity Analyze how event Estimate Evalute risk level
analysis controls and consequence (S) could occur and its risk level against risk criteria
exposures (S) x (L) = R
Risk Choose a severity likelihood (L) to determine
assessment Identify hazards, consequence (S) Estimate action
controls and Analyze how event risk level
exposures could occur and its (S) x (L) = R

likelihood (L)

FIGURE 2 process or operation, or at a more specific focus such as a piece
of equipment, procedure or activity. Some areas where what-if
WHAT-IF RISK REDUCTION PROCESS can be useful include:

Document Define Assemble •process safety management operations that contain hazardous
findings purpose team chemical processes (e.g., refrigeration and chiller systems contain-
and scope ing ammonia such as meat packing, food processing and storage);

Communicate Communicate •nonroutine activities such as equipment installations, repair
results objectives or decommission;

Select Gather •business continuity threat assessments and tabletop drills to
additional information develop emergency scenarios and necessary measures for pre-
controls paredness, disaster recovery and business continuity;

Assess risks Break down •design safety reviews of new facilities, systems and equipment;
tasks/ •management of change procedures;
Answer •procurement of new technology, equipment or materials.
what-if elements Although relatively easy to apply, this method relies heavily
questions on the experience and knowledge of the what-if analysis team.
Generate Therefore, it is critical to assemble an experienced facilitator
what-if and team knowledgeable in the process.
questions
What-If Analysis Process
level with the established risk criteria to determine acceptabili- The what-if hazard analysis method uses a cross-functional
ty and actions required (Figure 1).
team to discuss aspects in a random, creative fashion, asking
The traditional what-if method and its variants are consid- what-if questions to identify any weaknesses, deviations or haz-
ered hazard analyses rather than risk assessments. However, ards. The team should include subject matter experts in the sys-
the authors propose modifying the method to include the addi- tem or component being analyzed and be led by an experienced
tional steps of a risk assessment presented in this article. facilitator. While brainstorming, the team identifies potential
hazard scenarios and their causes, assesses the risk with any
Application of the Traditional What-if existing controls for these hazards, and selects additional con-
A traditional what-if analysis is a team-based, qualitative trols needed. The team generates a spreadsheet listing the tasks
or elements and posed what-if questions along with resulting
method that uses brainstorming to determine what can go consequences, existing safeguards, risk levels and recommend-
wrong in a given scenario. Variants of what-if include what-if/ ed additional controls. A recorder or scribe must collect and
checklist and structured what-if analysis. Although the method document the findings.
was originally used by chemical and petrochemical industries,
what-if and its variations have become widely used in other Figure 2 illustrates the what-if continuous improvement risk
industries including energy, manufacturing, high-tech, food reduction process. The following steps detail this process.
processing, transportation and healthcare.
1) Define context. As part of the context, define a clear pur-
What-if analysis can be applied at virtually any point of the pose and scope including the activity or system to be analyzed,
life cycle of a system; it is commonly used to identify failures or boundaries of the analysis, level of detail desired and risk crite-
deviations and the resulting effect so that proper controls can ria to be used.
be implemented. It can be used broadly to analyze a system,
2) Assemble team. Select a cross-functional team of trained,
experienced and knowledgeable members to conduct the what-if
analysis. An experienced facilitator and scribe are also needed.
Members from the engineering, design, production, operations,
maintenance, and safety, health and environmental departments
are generally included. Knowledge of design standards, regula-

38 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org

tory codes, operational error potential, incident history, mainte- participate meaningfully; and it leads to deeper insight, espe-

nance needs and other practical experience is required. cially for those conducting the analysis. However, it also has

3) Communicate objectives. The facilitator should clearly some limitations, such as: 1) it is only useful if the right ques-

communicate to the team the purpose, scope, boundaries of the tions are asked; 2) it relies on the intuition and experience of

analysis and team responsibilities. The team must also under- team members; 3) it can be subjective and create greater poten-

stand the risk criteria and definitions to be used in the analysis. tial for bias; and 4) it can be more difficult to translate results

4) Gather information. Facilitator gathers applicable in- into convincing arguments for change. Therefore, the success of

formation regarding the system, historical information, spec- the what-if technique depends in large part on the experience

ifications and instructions, and provides it to the team for and knowledge of the facilitator and the team.

review. The team should observe the activity or system in place.
Particularly, prior to the analysis the team should gather and SWIFRA: Structured What-If Risk Assessment
A traditional what-if analysis does not typically include a
study reference materials such as piping and instrumentation
risk estimation and is considered a hazard analysis. Hazard
diagrams, schematics, drawings, instruction manuals, main-
tenance and service guidelines, component specifications, and analyses, such as job hazard analyses, are useful in identifying
and analyzing hazards, however, they do not provide risk-based
safeguarding elements.
5) Break down into tasks/elements. Using information gath- information needed for prioritizing, treating and managing
ered, break down the activity or system into sequential tasks or risks. ISO 31010:2019 touches on this shortcoming where
the standard suggests that the structured what-if technique
elements for analysis.
(SWIFT) “summarize risks” as the team considers the current
6) Generate what-if questions. For each task/element, the
team generates what-if questions to identify potential hazards controls and include the “description of the risk,” its causes,
consequences and expected controls. For these reasons, the
and hazard scenarios. The questioning process is applied to
authors have developed the structured what-if risk assessment
each task separately, investigating potential scenarios such
(SWIFRA), a method that expands the analysis to include how
as procedural upsets, miscommunications, operator errors,
and why with the what-if question and incorporates risk esti-
equipment failures and software errors. An unstructured or
structured brainstorming method can be used. As team mem- mation, evaluation and recommended risk treatments.
It is common to use a qualitative or semiquantitative risk as-
bers pose specific what-if questions, the scribe records each
question on a flip chart or laptop projection in view of the team. sessment method to rank the actions created in terms of priori-
Additional questions are generated during this process and are ty (ANSI/ASSP/ISO/IEC, 2019). To convert a hazard analysis to
recorded by the scribe. The facilitator completes and refines the a risk assessment, several components must be addressed. First,
specific consequences are selected to be analyzed and assessed.
list of what-if questions for the analysis.
Then, for each consequence, an estimate of its severity (S), like-
7) Answer what-if questions. The team discusses and an-
lihood of occurrence (L) and risk level (R) are determined. The
swers each what-if scenario as to the causes, resulting effects
estimated risk levels are then compared and evaluated with the
and consequences, and existing safeguards or controls.

8) Assess the risks with current con- FIGURE 3
trols. An estimate of severity and likeli-
hood can be included in the analysis. A TRADITIONAL WHAT-IF HAZARD ANALYSIS EXAMPLE

risk level is estimated based on the se-

verity and likelihood of occurrence. Risk What-If Analysis
levels are evaluated and compared to a

predetermined criterion. If the risk levels Facility/operation/process:

are not acceptable, additional risk treat- Date: Team:

ment is recommended based on the risk ID # What-if . . . Causes A. Process Recommendations
treatment strategies (Lyon & Popov, 2019). A.1 Consequences Controls

9) Select additional controls. Apply ad-
ditional risk reduction measures as neces-

sary. Risk reduction options are identified A.2

and selected according to the hierarchy of A.3
controls, effectiveness and feasibility.

10) Communicate results. Following

the analysis, finalize the spreadsheet and

communicate the recommendations to de- FIGURE 4

cision makers for further action (Figure 3). SWIFRA WORKSHEET

11) Document findings. The what-if

analysis spreadsheet can be used as an

action plan for documentation, assigning Structured What-If Risk Assessment (SWIFRA)

responsibilities and completing recom- # What-if? How? Why? Current Risk Risk level Additional L2 S2 Risk
mended risk reduction measures. 1 L S level acceptable controls level 2 % RR
controls (Y/N)
Figure 3 shows an example of a tradi-

tional what-if hazard analysis form. 2

Benefits of a what-if analysis technique 3
include that it is easy to use; employees

with little risk assessment expertise can

assp.org JUNE 2020 PROFESSIONAL SAFETY PSJ 39

FIGURE 5

SEMIQUANTITATIVE RISK ASSESSMENT MATRIX EXAMPLE (5 x 4)

Severity of injury or illness

Critical (C)

Negligible (N) Marginal (M) Hospitalization of Catastrophic (CAT)
First aid or minor Death or permanent
medical treatment. Minor injury, lost three or more
total disability.
workday incident. people. Disability in
4
excess of 3 months.

1 23

Frequent (F) 5 Medium Serious High High
Almost certain to 4 5 10 15 20
occur with exposure.
Has occurred more Medium Serious High High
than once within past 4 8 12 16

Likelihood of occurrence 12 months.

Probable (P)
Very likely to occur
with exposure. Has
occurred within past

12 months.

Occasional (O) 3 Low Medium Serious High
Likely to occur. Has 3 6 9 12
occurred within past

24 months.

Remote (R) 2 Low Medium Medium Serious
Can occur if 2 4 6 8
conditions exist. Has
occurred within past
36 months.

Improbable (I)

Unlikely to occur. Has 1 Low Low Low Medium
not occurred in past 5 1 2 34

years.

TABLE 2 method to the following case study
based on the CSB (2018a) investigation
RISK SCORING LEVELS & ACTION EXAMPLE from a chemical release in October

2016. Readers can view an animated

Risk level Risk score Action reenactment of the incident in a video
produced by CSB (2018b).
High 12 or higher Operation not permissible; immediate action required

Serious 7 to 11 Remedial action required; high priority CSB Investigation Summary
Medium 4 to 6 Remedial action recommended On Oct. 21, 2016, inadvertent mixing
Low 1 to 3 Considered acceptable; action discretionary
of incompatible chemicals at a chemi-

cal processing facility in Atchison, KS,

caused a chemical release. The mixture

established risk criteria to determine acceptability and required of the two chemicals, sulfuric acid and sodium hypochlorite

action. A second feature is added to the SWIFRA: a multiple (bleach), produced a cloud containing chlorine and other

questioning process that asks 1) what-if; 2) how it is possible; compounds. The cloud affected workers on site and members

and 3) why it is possible. The purpose of the multiple what, how of the public in the surrounding community. The incident

and why is to discover the systemic causal factors underlying occurred during a routine chemical delivery of sulfuric acid

the surface causes, much like a five-why method. from a chemical supplier cargo tank motor vehicle (CTMV)

Figure 4 (p. 39) shows an example of a SWIFRA worksheet. To at the chemical facility tank farm. The county’s department

demonstrate the additional risk assessment steps, a simple semi- of emergency management ordered thousands of community

quantitative 5 x 4 risk assessment matrix (Figure 5) can be used members to shelter in place and others to evacuate in some

along with corresponding actions for risk levels found in Table 2. areas. More than 140 people, including members of the pub-

lic, chemical processor employees and a chemical supplier

Case Study: SWIFRA of Chemical Release Event employee, sought medical attention; one worker and five

To demonstrate the inclusion of risk assessment in a members of the public required hospitalization as a result of

modified SWIFRA, the authors applied this modified exposure to the cloud produced by the reaction.

40 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org

FIGURE 7

DISTANCE BETWEEN FILL LINES

FIGURE 6

CONNECTION AREA

As-found state of connection area post-incident: Sulfuric acid fill line
padlock (circled) placed on angle iron; sodium hypochlorite dust cap
on the ground beneath the fill lines.

Note. Reprinted from “Key Lessons for Preventing Inadvertent Mix-
ing During Chemical Unloading Operations: Chemical Reaction and
Release in Atchison, Kansas (No. 2017-01-I-KS),” by CSB, 2018.

FIGURE 8

UNIQUE FILL LINE SHAPES & SIZES

CSB recommended using unique fill line shapes and sizes to avoid mis-
matching chemicals during deliveries.

Note. Reprinted from “Key Lessons for Preventing Inadvertent Mix-
ing During Chemical Unloading Operations: Chemical Reaction and
Release in Atchison, Kansas (No. 2017-01-I-KS),” by CSB, 2018.

While this incident involved two specific substances, the ac- Note. Reprinted from “Key Lessons for Preventing Inadvertent Mix-
cidental mixing of many acids and bases or other incompatible ing During Chemical Unloading Operations: Chemical Reaction and
chemicals during unloading operations and other activities can Release in Atchison, Kansas (No. 2017-01-I-KS),” by CSB, 2018.
lead to dangerous reactions. Chemical unloading operations
from CTMVs may be perceived as simple compared to other assp.org JUNE 2020 PROFESSIONAL SAFETY PSJ 41
processes in fixed facilities, but because these operations can
involve extremely large quantities of chemicals the consequenc-
es of an incident may be severe (CSB, 2018a).

As described in the CSB report, CTMV drivers rely on opera-
tors to unlock and identify the fill line designated for the chem-
ical being transferred. Operators show drivers the appropriate
fill line. Once the equipment is unlocked, operators return to the
control room. Drivers then remove the dust cap and connect the
chemical discharge hose from the cargo tank to the fill line.

The connections to the sulfuric acid and sodium hypochlo-
rite fill lines looked the same and they were situated in close
proximity to each other. Figure 6 shows the connectors as they
were found post-incident: the sulfuric acid fill line padlock (cir-
cled) placed on angle iron; sodium hypochlorite dust cap on the
ground beneath the fill lines (CSB, 2018a).

CSB found that the proximity of the sulfuric acid fill line to
the sodium hypochlorite fill line increased the likelihood for
an incorrect connection during chemical unloading. The five
chemical fill lines in the chemical transfer area were all located
near each other; significantly, the sodium hypochlorite fill line
was about 18 in. from the sulfuric acid fill line (Figure 7). In
addition to the incompatibility of sodium hypochlorite and
sulfuric acid, the other chemicals delivered to facility presented
reactivity hazards if mixed.

CSB recommended physically isolating or using distance to
separate fill lines to lower the risk of incorrect connections.
Physical separation is considered a passive control and can be

FIGURE 9

SWIFRA OF CASE STUDY

Structured What-if Risk Assessment (SWIFRA)

Risk Risk level Risk
level level 2
# What if? How? Why? Current controls LS acceptable Additional controls L2 S2 % RR
. . . the operator connects to the The filling ports are all the Original design - not Signage/labeling; 50%
(Y/N)

Design unique connections for each chemical.

wrong chemical during filling? same allowing mismatching of previously considered. procedural training Upgrade chemical unloading and transfer

Answer: Chlorine gas generation chemicals. Management not aware. equipment with chemical portal separation,

1 and possible release, possible 4 3 12 N signage, locks and fittings; update procedures and 2 3 6

fatalities and injuries. training.

. . . the operator is exposed to Inadvertently connecting and Universal ports allow Signage/labeling; Design unique connections for each chemical.
chlorine gas? procedural training Upgrade chemical unloading and transfer
Answer: Probable death or filling wrong chemical causing mismatching. Connecting equipment with chemical portal separation,
2 severe injury. N signage, locks and fittings; update procedures and 2 3
chlorine gas release. Operator procedure requires operator 4 3 12 training. Provide emergency escape respiratory 6 50%
4 4 16 protection. 6 63%
at point of connection in to be a point of release.

proximity of release.

. . . local population is exposed to Inadvertently connecting and Univeral ports allow Signage/labeling; In addition to above controls, add new emergency

chlorine gas release? filling wrong chemical mismatching. Community procedural training shutdown devices to complement the devices

Answer: Possible multiple generating and releasing within 1 mile of tank farm. Task that were already in place. Upgrade monitoring,

3 fatalities and injuries to public chlorine gas that drifts over complexity or design; N detection and warning equipment to decrease 23

and workers, business community. communication; experience. the risk of chemical releases.

interruption.

especially important when receiving various classes and types data analysis, observations) to develop a list of valid and relevant
of chemicals (CSB, 2018a). The agency also recommended using what-if questions to uncover possible problems the system.
a combination of fill line shapes and sizes to avoid incorrect
connections during deliveries (Figure 8, p. 41). 2) Create the spreadsheet. The team facilitator loads the list
of what-if questions into the SWIFRA spreadsheet.
What-If Analysis
Now, imagine if the company had conducted a traditional 3) Answer the what-how-why. The team goes through each
what-if question with a multiple what-if or why question pro-
what-if analysis and asked what if it was possible to mismatch cess to determine potential failure modes and their systemic
connections? What if the operator inadvertently connects the casual factors, as well as controls. For example, in the chemical
wrong chemical while filling tanks? What if the operator had release case study, the team would ask, “what if the operator
noticed that lines were mixed and was able to shut down the mixes sulfuric acid and sodium hypochlorite connections
supply line in time? What if only minor quantities of chlorine during filling of tanks?” The next questions might be, “how
gas were released? would this possibly happen?” and “why is this possible?” This
would likely lead to conclusions that the current design of the
Certainly, a what-if analysis of the system could prove benefi- filling ports can be easily mismatched with the only existing
cial in preventing such incidents. However, a traditional what-if control measures being procedural and dependent on the indi-
analysis has certain limitations and possible deficiencies. For vidual filling the tanks. The answers generated from the team
example, an inexperienced facilitator may lead the team to are entered into the appropriate columns in the worksheet.
brand it as a near-miss and recommend better procedures and
additional training. A more experienced facilitator would use 4) Identify existing controls. The related controls for the
what-if with a risk reduction model and continue to ask what- possible what-if are identified and listed in the worksheet.
if questions. S/he may consider cascading what-if questions
where the consequences from the previous what-if question 5) Analyze risk. Based on the answers developed and exist-
would become the next what-if question, much like a five-why ing controls, the team estimates likelihood, severity and risk
method. One such question might be, what if chlorine gas was level. Figure 9 provides an example using the case study. Con-
released? Consequences might be a Clean Air Act violation and sidering the low-level controls, the team estimates likelihood
an EPA fine of up to $1.7 million. If the near-miss scenario was of mixing the lines as probable (4) and severity as critical (3),
not considered a catastrophic consequence, a massive fine and producing a risk level of 12.
the damaged reputation of the organization might be consid-
ered catastrophic. In fact, on March 6, 2019, both companies 6) Evaluate risk. Evaluating the risk level of 12 compared to
were indicted by the U.S. Attorney’s office for violations of the the established risk criteria, it is determined that the risk is un-
federal Clean Air Act. If convicted, they may face fines of up to acceptable, requiring additional risk treatment.
$1.7 million.
7) Add controls. Based on the findings, the team uses the hier-
SWIFRA Model archy of controls model to select and formulate additional controls.
Similar to a traditional SWIFT method, the SWIFRA model
8) Analyze risk reduction. Considering the added controls,
incorporates structured what-if questions, followed by asking the team analyzes likelihood, severity and risk levels for each
how it is possible and then why it is possible. A risk estimation what-if question, and project a risk reduction factor.
is also added to the method for current state and future state
along with a risk reduction percentage to help communicate Risk Treatment
risk reduction to decision makers. The steps for applying a The CSB report indicates that as the agency conducted the
SWIFRA are:
investigation, the facility managers were also examining their
1) Develop the what-if questions. The team performs research own processes and equipment to identify opportunities to
(e.g., document reviews, interviews, past incidents, historical reduce risk and prevent recurrence. As a result, the company
implemented several layers of controls specific to the facility’s
ventilation system and chemical transfer equipment, with spe-
cial focus on the fill lines, transfer valves, transfer piping, tanks
and associated equipment (CSB, 2018a):

42 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org

FIGURE 10 Conclusion
For the chemical release incident investigated by CSB, what if
HIERARCHY OF RISK TREATMENT
the organization had conducted an effective risk assessment of
Avoid the chemical filling process? Would such an assessment identify
problems in the system such as the need to design chemical fill
Eliminate lines to only accept the right chemical? The answer is likely yes.
However, until such questions are asked about critical systems,
Substitute uncertainty and risk will remain.
Minimize
With a proactive risk assessment and management process, or-
Simplify ganizations can reduce uncertainty and the potential for serious
Passive control incidents. Methods such as what-if analysis and SWIFRA can be
powerful tools in identifying, assessing and communicating risk
Active control within an organization. OSH professionals should equip them-
selves with such tools. The time to ask, “what if?” is now. PSJ
Warn
References
Adminstrative
ANSI/ASIS International (ASIS)/Risk and Insurance Management
PPE Society (RIMS). (2015). Risk assessment (ANSI/ASIS/RIMS RA.1-2015).
Alexandria, VA: ASIS.
Note. From “Risk Treatment Strategies: Harmonizing the Hierarchy
of Controls and Inherently Safer Design Concepts,” by B.K. Lyon and ANSI/ASSP. (2016). Prevention through design: Guidelines for ad-
G. Popov, 2019, Professional Safety, 64(5), pp. 34-43. Copyright 2019 dressing occupational hazards and risks in design and redesign process-
by ASSP. Reprinted with permission. es [ANSI/ASSP Z590.3-2011(R2016)]. Park Ridge, IL: ASSP.

•Upgrading chemical unloading and transfer equipment with ANSI/ASSP/ISO. (2018). Risk management—Guidelines (ANSI/ASSP/
chemical portal separation, signage, unique locks and fittings. ISO 31000-2018). Park Ridge, IL: ASSP.

•Implementing an innovative key control and chemical un- ANSI/ASSP/ISO/IEC. (2019). Risk management—Risk assessment
loading sequences. techniques (ANSI/ASSP/ISO/IEC 31010-2019). Park Ridge, IL: ASSP.

•Improving movement within the control room by moving CSB. (2018a). Key lessons for preventing inadvertent mixing during
the center control console from the middle of the control room chemical unloading operations: Chemical reaction and release in Atchi-
to the walls. son, Kansas (No. 2017-01-I-KS). Retrieved from www.csb.gov/mgpi-pro
cessing-inc-toxic-chemical-release-
•Conducting several PHAs covering propylene oxide, phos-
phorus oxychloride and acetic anhydride. CSB. (2018b, Jan. 3). Mixed connection, toxic result [Video]. Re-
trieved from https://youtu.be/Tflm9mttAAI
•Removing the acetic anhydride process entirely, leaving only
four liquid bulk chemicals at the facility instead of five, thus re- EPA. (1997). Chemical accident prevention provisions (40 CFR 68).
ducing the number of bulk flammable chemicals from two to one. Retrieved from www.epa.gov/rmp

•Upgrading monitoring and detection equipment to decrease Lyon, B.K. & Popov, G. (2018). Risk management tools for safety pro-
the risk of chemical releases. fessionals. Park Ridge, IL: ASSP.

•Adding new emergency shutdown devices to complement Lyon, B.K. & Popov, G. (2019, May). Risk treatment strategies: Har-
the devices that were already in place. monizing the hierarchy of controls and inherently safer design concepts.
Professional Safety, 64(5), 34-43.
•Installing more emergency supplied air packs along the
egress path. OSHA. (2013). Process safety management of highly hazardous
chemicals (29 CFR 1910.119). Retrieved from www.osha.gov/laws-regs/
As identified by the CSB investigation, these potential failure regulations/standardnumber/1910/1910.119
modes, causes and needed control measures could have been
identified and the incident prevented by conducting a thor- Popov, G., Lyon, B.K. & Hollcroft, B. (2016). Risk assessment: A practi-
ough risk assessment of the system. Methods such as SWIFRA, cal guide to assessing operational risks. Hoboken, NJ: John Wiley & Sons.
HAZOP and failure modes and effects analysis can be used to
assess such situations before they result in loss. Bruce K. Lyon, P.E., CSP, SMS, ARM, CHMM, is vice president with Hays
Cos. He is chair of the ISO 31000 U.S. TAG, vice chair of ANSI/ASSP Z590.3 stan-
The primary objective of OSH professionals is to achieve and dard, advisory board chair to University of Central Missouri’s (UCM) Safety Sci-
maintain an acceptable level of risk, a risk level that is as low as ences program and a director of BCSP. Lyon is coauthor of Risk Management Tools
reasonably practicable. The use of a hierarchical system for se- for Safety Professionals and Risk Assessment: A Practical Guide to Assessing Op-
lecting risk reduction strategies is a fundamental concept in safe- erational Risk. He holds an M.S. in Occupational Safety Management and a B.S. in
ty management (Lyon & Popov, 2019). As always, risk treatment Industrial Safety from UCM. In 2018, he received the CSP Award of Excellence from
plans should be built beginning with higher-level controls that BCSP. Lyon is a professional member of ASSP’s Heart of America Chapter, and a
seek to avoid or eliminate the hazard, substitute lower hazards, member of the Society’s Ergonomics and Risk Management practice specialties.
minimize quantities of hazard energy, simplify systems, and
incorporate passive and active engineering controls (Figure 10). Georgi Popov, Ph.D., CSP, QEP, SMS, ARM, CMC, FAIHA, is a pro-
Risk treatment plans should also incorporate layers of controls fessor in the School of Geoscience, Physics and Safety Sciences at UCM. He is
that provide multiple layers that prevent, detect, protect, and mit- coauthor of Risk Assessment: A Practical Guide for Assessing Operational Risk
igate as well as provide redundancies for critical failure points. and Risk Management Tools for Safety Professionals. Popov holds a Ph.D. from
the National Scientific Board, an M.S. in Nuclear Physics from Defense Univer-
sity in Bulgaria and a post-graduate certification in environmental air quality.
He graduated from the U.S. Army Command and General Staff College in Fort
Leavenworth, KS. Popov is chair of ANSI/ASSP Z590.3 standard, a professional
member of ASSP’s Heart of America Chapter and a member of the Society’s
Risk Management Practice Specialty. He received the chapter’s 2015 Safety
Professional of the Year (SPY) Award and the 2016 ASSP Region V SPY Award. In
2017, Popov received ASSP’s Outstanding Safety Educator Award.

assp.org JUNE 2020 PROFESSIONAL SAFETY PSJ 43

SAFETY MANAGEMENT
Peer-Reviewed

CONNECTING QUA

WITH SAFETY MAN

in Construction

By Aubrey E. Harris be central and meaningful to any management program. Reducing
risks and losses improves the bottom line (Rechenthin, 2004).
CCONSTRUCTION MANAGEMENT is a process fraught with para-
doxes. Improving processes requires being both deliberate and Safety and quality programs share similar challenges: all team
flexible (McGeorge, Zou & Palmer, 2013). Time and material members are responsible for fostering an environment that values
resources are finite; therefore, the ability to mitigate risk may quality and safety (Behm, Veltri & Kleinsorge, 2004). Having a
be the only assurance of a project’s success, otherwise a project team-oriented approach of defining and discussing goals (including
may be derailed for lack of resources. For any project, a rea- safety) ensures that each team member has the same vision. This step
sonable approach must first define the project’s objectives, then is especially important when dealing with teams of varied skills and
create a plan to ensure that those objectives are being met. The responsibilities. For example, the surveyor, the heavy equipment op-
plan may be as simple as “remember the end goal.” However, erator and the electrician may all have job phases that neither overlap
values that are applied to a project, such as prioritizing safety, nor continue for the duration of the project. However, if after the proj-
maintaining employee welfare or managing customer expecta- ect mission and values are discussed and repeated, each project phase
tions, may also factor in project success and attracting future maintains cognizance of end goals and the success criteria, then each
customers. If we accept Murphy’s Law, there are many ways for project team can strive to improve coordination, reduce missteps and
a project to get derailed; however, quality management posits provide opportunities to streamline processes (Figure 1).
that if one remains cognizant of the end goal, a quality man-
agement program may guide decisions, provide flexibility for Creating and implementing a program to measure quality
adaptation, and ensure that safety remains a priority when ur- ensures that the team is making measurable progress toward
gent and competing interests push for project completion. This meeting the project’s vision. When all team members participate
article discusses components of quality management and how it in the process, the project owner, project manager and technical
may be a tool for safety management. team members will develop a vested interest in maintaining
quality assurance and quality control to mitigate unforeseen cir-
Management as a Team-Oriented Process cumstances, improve jobsite safety and adjust to field conditions.
Whenever a project is assigned, team members should articulate
Example: Company A has a mission statement of
their individual values that would need to be fulfilled for them to quality services and maintaining a rigorous safety
deem the project successful. These values may be guided by a cor- program. Company A demonstrates its values by sup-
porate mission statement, personal character, or best practices and plying and requiring safety training for employees,
experiences. Values may be many: an engineer may focus on design having mechanisms in place for employees to report
effectiveness or sustainable use of materials; a competitive work issues and of responding to reported issues. Values
environment may encourage timeliness or innovative processes; a require action to be effective and meaningful.
safety officer may focus on identifying risks during construction
processes. Values compete to varying degrees in each team member’s Components of Quality Management
mind at different phases before the project’s completion. Shifts in A large percentage of workplace deaths are ‘probably’ or ‘defi-
values may occur when timelines become compressed or budgets fall
short, requiring compromise to finish the job. Safety should always nitely’ caused by design-related issues (McGeorge et al., 2013).
This places a distinct burden on designers, as their planning and
KEY TAKEAWAYS construction decisions can greatly affect the safety of a project.
Going through the process of safety-oriented design and plan-
•Quality management plans should be incorporated in all phases of ning has the potential to reduce costs. Retrofitting safety features
after construction has begun can be costly and inconvenient.
project development, with safety management being a key consid-
eration during design and construction. Generally, quality programs are an opportunity to generate infor-
mation about how well actual performance measures up to intended
•The entire team is responsible for applying critical thinking during performance. A quality management plan should be incorporated
early in the project, perhaps as early as general project planning. As
quality and safety management. measurable objectives are defined, so should the objectives will be

•Project leaders should be prepared to constantly improve man-

agement processes to promote a safe working environment.

44 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org

ALITY ASSURANCE
NAGEMENT

AZMANJAKA/ISTOCK/GETTY IMAGES PLUS met (Furst, 2015). During the development of a project, some tech- also an opportunity to determine whether different processes may
niques include visualizing the life cycle of the construction project be streamlined, whether waste can be reduced, or whether safety can
(Golabchi, 2018) and engaging all stakeholders and participants be improved. Quantitative observations can be done at this time:
meaningfully on how the project design will impact those involved. safety incidents reported, units produced, number of errors and any
other records of performance during the quality control phase.
Methods to implement safety considerations during design have
been presented in NIOSH’s Prevention Through Design (PTD) ini- Another aspect of quality management, separate and discrete
tiative as a methodology to reduce safety-related losses during the from quality control, is quality assurance. This measures how well
design process. To further increase cost savings, project managers the effort meets stated project goals. Note, the term stated project
should engage stakeholders early in the process to identify safety goals. If goals are not articulated, how can a team be expected to
and health risks while the cost associated with changing decisions achieve them? As stated, clearly defined project goals and values
is still low. For example, field visits are necessary to determine are a critical lifeline when the project experiences turbulence.
whether site access challenges or particular features on the site exist
that should be avoided or preserved. For example, the stakeholder Example: Company A has been awarded a large con-
meeting may reveal the presence of an endangered species habitat tract. Within the proposal, the company describes its
or archeological features that are fragile or of cultural importance. technical proficiency and safety protocols applicable
to the service being supplied. Company A has a sub-
The project management plan should include a quality control contract with Company B to provide quality assurance.
plan and a quality assurance plan (USACE, 2006). At this time, safety Company A informs Company B of quality management
management should be incorporated as a quality management goal. criteria, including required personal safety measures,
Safety management is like other management processes: policy, proce- site safety considerations and criteria that describe
dures and measurement are all necessary phases for implementation “quality performance.” The quality criteria are specific
(Karanikas, 2014). Therefore, safety management is well-suited for full and measurable. Company B responds by implementing
integration with the development of quality management plans. a quality management plan: comparing actual perfor-
mance to the stated goals. Company B may provide this
Two key and distinct processes in quality management have by monitoring the site, recording achievements and de-
been raised: quality control and quality assurance. In construction ficiencies in quality and safety, and providing guidance
projects, a quality control specialist ensures that the construction on how to keep performance on track.
is being built to specifications, particularly with regard to meeting
structural demands. This may be the time for testing concrete, sur- Imagine this situation if the role of Company A is replaced
veying grade or ensuring that the punch list is completed. This is by a project or program manager, and Company B is re-
placed by a team member in your organization. Could this
FIGURE 1 scenario be implemented in real life? What obstacles would
you face implementing a quality assurance program?
SAFETY & QUALITY MANAGEMENT
The quality assurance program provides for consistent commu-
Schedule and budget may compete with service and safety goals. nication between the project action and the project goals. Quality
Revisiting safety goals throughout the project ensures consistency. assurance gives feedback to the owner, indicating locations where
processes should be improved, although not necessarily how.
Timeliness Separating quality assurance and quality control is fundamental,
and budget because if the same entity is set to the task of evaluating how work
is going and whether work can be improved, there will likely be
Safety and some bias to think that everything is fine. Instead, if a quality pro-
quality gram is maintained with two distinct operations, there are dual
perspectives maintaining the course for project success.

The ability of a quality assurance specialist to do his/her job is
limited by the ability to understand 1) the owner’s expectations;

assp.org JUNE 2020 PROFESSIONAL SAFETY PSJ 45

2) the specifications defined in the contract or service agreement; to the employees? Also, if the company workforce as a
and 3) processes defined by quality control. If information is not whole values safety as well as quality, are workers em-
shared across these three sectors, it would be understandable for powered to manage safety among themselves, correcting
conflicts in communication to occur on the jobsite. unsafe procedures as they are observed? Despite analo-
gous processes in safety management and quality man-
As discussed, components of quality management include: agement, conflicts will likely arise. This is due to perceived
1) Quality assurance: Provides assurance that the quality metrics conflicts in values between productivity and safety.
(previously referred to as values) will be met throughout the project.
2) Quality control: The process through which quality is con- Example: Company D practices a policy of stopping
trolled by observation and correction. production when safety concerns arise, while also em-
Safety may be increased via concerns of the project owner, phasizing high productivity goals. Shutting down a proj-
the legal terms of the contract and as a good business practice ect for safety would directly affect the production rate.
for an effective jobsite. Conducting a project safely saves time Unsafe construction practices greatly increase the cost of
and money. When developing a quality assurance plan, the business over time. However, higher production rates di-
risks inherent in the project, special considerations and critical rectly translate into gains for the company, whereas safe-
design features should be identified (USACE, 2006). These aid ty defers costs, a concept that may seem more intangible
in communicating risks that may not be obvious otherwise. to a naive employee (Forrest, MacFarlane & Ross, 1997).
When implementing a quality management plan, an effective
way to implement quality assurance is to supply the inspector Assigning safety officer responsibilities to a worker may be more
with a complete checklist and standard operating procedures. The problematic than assigning safety responsibilities to the same person
checklist is a tool to record whether the expectations are being met who conducts quality assurance. Placing the burden of safety en-
(Figure 2). When a new quality assurance inspector encounters a forcement on the worker may reduce the safety oversight of a project,
site, having a checklist ensures that oversight on all project items as the worker may experience conflicting objectives to both produce
remains consistent. Acquiring quality assurance feedback can en- work and enforce safety concerns. As time is a limited resource, the
sure that processes continue smoothly, especially for long-term or worker would be put in a position of constantly weighing both of
complex processes. Being aware that these items are being watched these values. This would be especially challenging in a workplace
brings project goals to the forefront. Such cognizance is necessary where safety culture is weak, because in addition to time constraints,
for safety programs to be effective, as it translates to all parties ac- there may be social pressures to neglect safe or proper procedures.
knowledging, repeating and enforcing that the criteria shall be met.
Managing for Quality in Construction Safety Programs
The Business Case for Integrated Designers and project owners set the tone for a project. If risks have
Construction Safety & Quality Management
been considered, plans have been made for potential safety issues and
Many costs are incurred when a company is found liable after an communication channels have been established from the beginning,
injury or fatality: work injury compensation, return-to-work job the project team should have a good foundation to process critical
training, prorated insurance rates and survivor’s benefits for depen- issues as well as a means to implement standard policies for unfore-
dents (Rechenthin, 2004). Conversely, maintaining workplace safety seen obstacles. These policies may be implemented by training for
requires ongoing project costs to be effective: housekeeping, reduc- reporting and identifying hazards and quality concerns, responding
ing clutter and maintaining tidiness, supplying PPE, and proper ac-
cess and siting (e.g., scaffolding locations, reducing workplace strain FIGURE 2
from processes that require reaching or lifting). They affect worker
health and thereby foster efficiency. These processes are less expen- EXAMPLE QUALITY ASSURANCE
sive than the costs associated with a workplace fatality or injury. INSPECTOR'S CHECKLIST

Both quality and safety management systems, require congruent Set up the worksheet to be simple and concise, require only the most
organizational measures and philosophies (Karanikas, 2014). To be important tracking information. The checklist should evolve over time
effective, both systems require a commitment by senior manage- and consider feedback from inspectors.
ment and workers. Both also require training in place to commu-
nicate expectations and provide skill development. Documentation
allows for consistent communication and review as the project pro-
gresses. After documentation, managerial review is necessary for in-
cremental improvement, streamlining processes and reducing waste.
By integrating safety and quality management goals, it is monitoring
and the project itself will likely result in reduced duplications, higher
efficiency and productivity improvements (Winder, 2000).

Example: Through Process C, a product is assembled
in an assembly line. The process manager may observe
the process to ensure that all steps in the assembly are
performing effectively. During this time, if safety was
included in the quality management goals, the process
manager may also inspect the use of protective equip-
ment: Are steel-toed boots intact and without excessive
wear? Are workers following proper lockout/tagout proto-
col? If processes are being streamlined, are they still being
conducted in a way that minimizes safety risks or injury

46 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org

to concerns, rewarding mitigation, and streamlining processes, there- tion activities and safety. The worksheets Aubrey E. Harris
by creating a positive feedback loop to constantly improve workplace may be updated as processes change, metrics P.E., M.S.C.E., is a civ-
processes. Managing for change becomes much more tangible during are better defined or safety issues arise. il engineer in hydraulics
the construction phase. The most thoughtful plan for reporting and for the U.S. Army Corps
response are useless if not implemented. The success of a program is •Project managers allow for change in of Engineers, Albu-
dependent on buy-in from the organization and its parts. work schedules to improve safety, such as querque District. She
reducing the hours worked per week, allow- volunteered to support
When managing for quality, discussing the quality of safety pro- ing ample breaks for worker, as reducing quality assurance for de-
grams themselves may be one of the most sensitive topics in data the hours worked per week makes workers bris removal missions in
collection. Workers who are asked to provide input on a safety pro- better rested and less prone to mistakes. the Napa and Sonoma,
gram may respond dishonestly for various reasons, likely because CA, fires. She has experi-
they want to present themselves and their employer in the best light. •Team members should be empow- ence as an office-based
Respondents may fear fallout from reporting honestly, be defensive, ered to identify and address near-misses engineer working with
have their egos involved or respond to maintain their self-deception during heavy equipment operation. construction crews
(McGeorge et al., 2013). McGeorge et al. present several strategies and teams with diverse
to reduce the resistance and to reassure respondents to gain useful •Project managers should provide resourc- backgrounds. Harris is
data. For example, ask “when an incident does happen, what do you es for internal checks, such as supervision pursuing a doctorate in
think would happen in your organization?” The response could be at critical processes (e.g., materials removal, civil engineering with
enlightening when answered honestly. Other questions may focus brake checks before operating in hilly areas, a minor in community
on whether organizational and reporting information has been dis- frequent site and support facilities inspections. and regional planning
seminated well and can gauge whether employees are empowered to at University of New
address construction safety issues: “Are you aware of the safety pro- •To be effective, project managers Mexico.
gram in your organization?” or “Who is the quality manager and the should analyze the documentation re-
safety officer of this project at this phase?” ceived from jobsites.

More Examples of Quality Management Conclusion
U.S. Army Corps of Engineers (USACE, 2006) indicates spec- The process for developing a design and a quality management

ifications for developing the project and conducting risk assess- plan and implementing that plan has become increasingly important.
ments and specifications for the quality management program. Project management has begun to incorporate many interdisciplinary
These specifications compose the plan and the quality control for specialties. The resulting expansion of scope increases the likelihood
the project. This means that while a project description is being of miscommunication and unmet expectations. Generating an at-
developed, there is an analogous recording of safety concerns, mit- mosphere in which employees are empowered to participate in safety
igation methods, site risks and best practices. Once this project de- programs is challenging. The magnitude of the task is somewhat off-
velopment is complete, if the primary agency is a government firm, set by the fact that it is an iterative process. Generally, if participants
the contract for construction may be drafted. A private firm may are perceptive and responsive, many incidents can be anticipated.
draft internal service agreements for the task. Public contractors Whether safety concerns are addressed requires the support of senior
may submit proposals that are evaluated for their technical effec- management. Considering that site conditions for construction are
tiveness, their safety plan for the project and their past experience. constantly in flux, the eruption of conflict or concerns will surely a
continuing issue. What can be improved, however, is the process to
Whoever is performing the construction work should have a clear resolve quality and safety issues. The nature of the task may explain
understanding of 1) the field conditions; 2) the critical safety con- why developing a value-oriented workforce has come to be a critical
cerns and how they are to be managed; 3) the resources available and issue in recent years. Humans have demonstrated the capacity to
the magnitude of the large, long-term project; 4) the offeror’s spec- construct fantastic feats, but successful project completion greatly
ifications and expectations of quality. It may be helpful for the con- depends on whether individuals have the will to achieve it. PSJ
tractor to have access to the offeror’s quality assurance plan and the
quality control plan to understand the expectations for the project. References

Having an outside entity manage the quality assurance re- Behm, M., Veltri, A. & Kleinsorge, I.K, (2004, Apr.). The cost of safety: Cost
sponsibilities is a wise choice. With this method, the assigned analysis model helps build business case for safety. Professional Safety, 49(4), 22-29.
quality assurance is nearly last in line to receive information and
does not have internal bias from designing the contract specifi- Forrest, E., MacFarlane, C. & Ross, D. (1997). Safety management and
cations. The chain of command, methods of reporting and sys- its relationship to total quality management. Royal Society for the Pre-
tems operations are clearly defined, vetted and communicated. vention of Accidents Conference, Glasgow, Scotland.
Change is managed and, as new safety issues or site concerns are
raised, procedures and policies are adapted to address them. Furst, P. (2015). Construction quality management. International
Risk Management Institute Inc. Retrieved from www.irmi.com/articles/
The following example shows how quality management can expert-commentary/construction-quality-management
progress through a project:
Golabchi, A., Han, S. & AbouRizk, S. (2018). A simulation and visualiza-
•A systematic process brings normality to construction oper- tion-based framework of labor efficiency and safety analysis for prevention
ations, even if each construction phase is different. If each phase through design and planning. Automation in Construction, 96, 310-323.
has a safety toolbox session, a specific quality assurance task, a
safety checklist and the same methods of reporting concerns, Karanikas, N. (2014). Defining the interrelationship between safety and qual-
quality management remains consistent throughout the process. ity management systems. International Journal of Management, 3(1), 51-62.

•Quality control personnel generate inspection worksheets for McGeorge, D., Zou, P. & Palmer, A. (2013). Construction manage-
quality assurance personnel. Quality assurance personnel are ment: New directions. Oxford, U.K.: Wiley-Blackwell.
trained on filling out the worksheet at the jobsite to check construc-
Rechenthin, D. (2004). Project safety as a sustainable competitive ad-
vantage. Journal of Safety Research, 35(3), 297-308.

U.S. Army Corps of Engineers (USACE). (2006, Sept. 30). Engineering
and design quality management (Regulation No. ER 1110-1-12). Retrieved
from https://planning.erdc.dren.mil/toolbox/library/ERs/er1110-1-12.pdf

Winder, C. (2000). Integrating occupational health and safety, environ-
mental and quality management standards. Quality Assurance, 8(2), 105-135.

assp.org JUNE 2020 PROFESSIONAL SAFETY PSJ 47

SAFETY MANAGEMENT
Peer-Reviewed

Utilizing Skill
to Improve

BEHAVIOR-
BASED SAFETY

By Priyadarshini Dasgupta, Junaid Muhammad and Lawrence Mauerman

IIN MEDICINE, HUMAN ERROR reportedly contributes to more with behavior that is more or less a symptom of internal per-
than 1 million injuries and between 44,000 and 98,000 deaths ception; hence a behavioral safety program cannot be success-
each year (Kohn, Corrigan & Donaldson, 2000). In occu- ful unless a change in internal perception takes place (Hopkins,
pational settings, workers’ erroneous behaviors are getting 2006; Smith, 1999).
increasing attention because these behaviors contribute to
avoidable injuries and illnesses. Gravina, King and Austin Due to the limitations, BBS should be implemented to-
(2019) argue that behavior-based interventions can yield gether within the psychosocial climate of an organization
positive results but often suffer from poor leadership support (DeJoy, 2005). The psychosocial climate is closely associated
(Sulzer-Azaroff & Austin, 2000). with person-based safety (PBS) in terms of utilizing per-
Behavior-based safety (BBS) programs attempt to reduce son-based factors (e.g., emotion, tolerance, attitude, empow-
workers’ critical behavior and ameliorate workers’ safety and erment, ownership, interpersonal trust) to predict traditional
health at the workplace. In the early 1970s, BBS programs safety terms such as compliance and enforcement (Geller,
gained attention because they had a direct effect on incident 2001). Few studies have attempted to correlate PBS and BBS
prevention (Guo, Goh & Wong, 2018; Nunu, Kativhu & Moyo, components. In one such study, Bronkhorst (2015) demon-
2018). Yeow and Goomas (2018) studied BBS program effective- strated that worker behavior tends to become unsafe while
ness. The researchers granted small incentives to participants working under demanding work pressure. The results of this
so that underreporting to gain large incentive could be avoided. study positively correlated coworker support with workers’
The study suffered from the Hawthorne effect, where work- safety behavior. Nevertheless, some workers remained un-
ers only performed safely in the presence of researchers and affected in that situation. However, the coping mechanism
stopped continuing safe performance once the researchers left behind such escape has not yet been identified. Another
the site. Similarly, the safety climate on a construction site in study by Lietão, McCarthy and Greiner (2018) attempted to
China improved after implementation of a BBS program, but examine the link between job demand, control, support and
deteriorated soon after the program was completed (Zhang & safety climate with health, well-being and safety. This study
Fang, 2013). Therefore, the authors of that study suggest that a established that supporting work environment and greater
continuous BBS strategy should be implemented and followed scope to make decisions at work provides employees with an
in management practice. BBS is popular and useful, but it deals ideal work atmosphere.

KEY TAKEAWAYS To target a successful BBS program, the PBS component
must be investigated. Since studies that attempt to investigate
•Behavior-based safety programs aim to improve worker safety and both BBS and PBS are rare, the authors attempted to identify
a predictive factor of PBS that guarantees the success of BBS.
health by reducing erroneous behaviors. Behavior can be the out- The goal of this article is to identify a theoretical component
come of internal beliefs, perceptions and attitudes often referred to of PBS that will help reduce workers’ at-risk behavior and im-
as internal or person-based factors. prove BBS at work.

•This article discusses different theoretical models to recognize and Person-Based Safety
Psychology can be used to change unsafe and erroneous
evaluate different person-based internal factors. It aims to identify
a predictive factor that will help to reduce workers’ at-risk errone- worker behavior with two approaches: BBS and PBS. The
ous or critical behavior by reducing job stress and that will endorse person-based approach claims that observable behavior is
behavioral safety as an outcome directly related to their tasks. not enough to analyze the internal perception of people. BBS
illustrates that behavior is motivated by its consequences and,
•The authors suggest that utilizing job-specific skills at work would thus, behavior can be changed by controlling the perception
before a behavior is performed. Therefore, we need to assess
enable workers to reduce negative outcomes of psychosocial factors
and, therefore, guarantee execution of expected behavior.

48 PSJ PROFESSIONAL SAFETY JUNE 2020 assp.org