Professional Safety - July 2019

Contractor
Safety

PREQUALIFICATION

Safety
Rewards
Wellness
Initiatives
Understanding
Young
Professionals

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CONTENTS
Features

Peer-Reviewed

22 27 32

CONTRACTOR SAFETY SAFETY REWARDS TSSCP
PREQUALIFICATION How They Can Advancing a Transit
The Significant Help & Hinder Strategic Safety
Limitations of Loss Rates Culture Paradigm
By David Oswald, Fred
By David W. Wilbanks Sherratt and Simon D. Smith By Levern McElveen

Hiring organizations give great No clear consensus exists as to This article discusses the transit
weight to injury history when whether companies that use safety strategic safety culture para-
conducting prequalification of rewards are safer than those that digm (TSSCP), a tool designed
prospective contractors. The do not. The study presented in this to enhance safety culture pro-
validity and reliability of this article investigated a rewards sys- cess in the U.S. transit industry.
practice are questionable, as the tem used on a large construction The model is based on the Asian
data are lagging, often statistically project. The results suggest that railway model of safety excel-
insignificant and normally not safety rewards are worth incorpo- lence, an approach to establish-
audited. Contractors have been rating in wider safety management ing a sustainable safety culture
known to produce false data, and systems, as they can influence safe in the transit industry. The
overinterpretation of small num- behaviors of more than half the article discusses transit safety
bers undermines the utility of frontline workforce. Reward sys- culture, and outlines factors of
injury rates. This article discusses tems are only beneficial when de- TSSCP such as design, the role
the use of experience modifica- cisions and protocols around the of leadership, guiding princi-
tion rate statistics such as injury systems are deemed to be fair. This ples, training, employee engage-
rates, which presents unique chal- fairness helps, rather than hinders, ment, workforce development
lenges that are not readily solved. the promotion of a just culture. and diversity, and strategy.

JULY 2019 ABOUT PROFESSIONAL SAFETY
VOL. 64, NO. 7
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
The use of developments in the research and technology of incident prevention, industry
statistics such best practices and safety management techniques.
as injury rates
when conducting Judgments made or opinions expressed in Professional Safety feature articles,
prequalification news sections, letters to the editor, meeting reports or related journal content
of prospective do not necessarily reflect the views of the editor, nor should they be considered
contractors presents an expression of official policy by ASSP. They are published for the purpose of
unique challenges. stimulating independent thought on matters of concern to the OSH profession
Photo Drazen and its practitioners.
Lovric/E+/Getty
Correspondence should be addressed to the editor. Editor reserves the right
Images to edit manuscripts and other submissions in order to improve clarity and style,
and for length.

2 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org



CONTENTS
Departments

6 President’s Message 18 Best Practices EDITORIAL STAFF
2019-20 Society President Diana Categorizing program gaps to Tina Angley, Editor
Stegall outlines her goals for the identify improvement opportunities (847) 768-3438;
coming year [email protected]
21 Worth Reading
7 ASSP Connection Book reviews of Forecasting Sarah Astra, Associate Editor
Society partnership agreement, Tomorrow and Safety Leadership (847) 768-3414;
women and safety podcast series, and Professional Development [email protected]
ASSP Fellow designation
42 Standards Insider Griffin White, Assistant Editor
8 Safety Matters A look inside ANSI/ASSP A10.40-2007 (847) 768-3468;
Visual literacy training, mental (R2018), Reduction of Musculoskeletal [email protected]
health, robots in the workplace, fall Problems in Construction
protection awareness Publication Design Inc.
43 Best Practices Design Consultants
12 Best Practices Ergonomics is essential to
Seven steps to creating value-driven manufacturing excellence EDITORIAL REVIEW BOARD
workplace wellness initiatives Frank G. D’Orsi, CSP, ARM, Chair
46 Product Pulse
14 Leading Thoughts The latest safety innovations Frank J. Bruzzese, CSP, CIH, CPCU
Four areas to consider when
working with and retaining young 47 Continuing Education Salvatore Caccavale, CHMM, CPEA
professionals Professional development
opportunities during July, August David A. Dodge, P.E., CSP
17 Checkpoints and September
Legal considerations of using Cari M. Elofson, CHST
independent contractors: A practical 48 By the Way
guide for safety professionals Under the sea E. Andrew Kapp, Ph.D., CSP, CHMM

Professional Safety copyright Professional Safety is available Steve Minshall, CSP, CIH
©2019 by American Society of free online to ASSP members at
Safety Professionals. All rights www.assp.org/publications/ Justin J. Molocznik, CSP, CHST
reserved. No copyright is claimed in professional-safety. Articles are
any works of the U.S. government also available via microform SOCIETY OFFICERS
that may be published herein. and/or electronic databases
For information on reprinting or from ProQuest, P.O. Box 1346, Diana M. Stegall, CSP, CFPS,
reproducing articles published in Ann Arbor, MI 48106-1346 USA; ARM, SMS, CPCU
Professional Safety, visit www.assp phone +1 (800) 521-0600. For President
.org/publications/professional-safety. specific format details, visit www.proquest
.com. Deborah R. Roy, M.P.H., R.N.,
PSJ (ISSN 0099 0027) is published CSP, COHN-S, CET, FAAOHN
monthly by the American Society of Safety POSTMASTER: Send address changes President-Elect
Professionals, 520 N. Northwest Highway, to Change of Address Dept., ASSP, 520 N.
Park Ridge, IL 60068-2538 USA; phone (847) Northwest Highway, Park Ridge, IL 60068- Bradley Giles, P.E., CSP, STS,
699-2929; [email protected]. 2538 USA. GIOSH
Periodicals postage paid at Park Ridge, IL, Senior Vice President
and at additional mailing offices.
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

ADVERTISING REPRESENTATIVE
Michael Sanders
(847) 232-2038;
[email protected]

4 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org

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Learn leadership skills from industry experts.

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ASSP books cover a variety of relevant safety topics and are authored by thought leaders
in the industry. Our members receive a 20% discount off of ASSP published books.

Learn more at assp.us/safetybooks

PRESIDENT’S MESSAGE

WE NEED EACH OF YOU

Diana Stegall As I pondered my first message value of the profession and workplace
as ASSP President, as well as my goal violence prevention.
Connect With Diana for these monthly messages through-
out the next year, I reflected on Steven In each of these areas, we can help
Join Diana on LinkedIn, follow Covey’s well-known counsel to “begin companies better understand that safe
her on Twitter or comment on with the end in mind.” I also thought environments not only protect workers
her message at www.assp.org/ about an approach that I have incor- but also help increase productivity, boost
news/presidents-message. porated into my personal leadership corporate reputation and improve the
style—clearly defining the purpose or bottom line. As our profession continues
As a objective of an activity. to evolve, we must understand risk and
member-focused its impact on organizational success. We
organization, we Certainly, I want to discuss trends and are problem solvers first and foremost,
need your ideas developments in the safety profession and and must seek out more opportunities to
and contributions highlight key Society activities and stra- demonstrate to our employers the value
to advance the tegic initiatives. And I want to share my we can deliver through those skills.
profession, improve perspectives as your elected president.
We must also recognize that risk man-
our Society But I also want these messages to serve agement is more than risk assessment.
and elevate the as a call to action to you to get more This involves understanding the variety
practice of safety. involved in ASSP. As a member-focused of risk controls that are available to help
organization, we need your ideas and companies take on new endeavors in the
contributions to advance our profession, safest, most efficient way.
improve our Society and elevate the prac-
tice of safety. We need each of you. In addition, we know that focusing on
risk rather than on compliance can help
In all of my volunteer leadership roles our corporate leaders recognize how our
with ASSP, I have focused on ensuring initiatives reduce turnover, improve pro-
that our members understand how to ductivity and positively affect financial
be successful in their ASSP endeavors. operations. And when we use our exper-
These endeavors may range from taking tise to help our employers address known
continuing education courses to advance risks such as workplace violence, we can
their knowledge, skills and abilities, improve safety in every workplace and
to submitting a conference speaking across all worker populations.
proposal or writing an article or book;
from learning what is required to be a I am excited and honored that you
volunteer leader in a member communi- elected me to lead this incredible organi-
ty to using the tools we provide to help zation of nearly 39,000 members. ASSP
members support ASSP’s strategic initia- has been a great influence in my career
tives in that community. If you are not as a safety professional. Through ASSP
sure how to get involved, visit our Get I have made lifelong friends and I have
Involved web page (www.assp.org/ learned so much from so many of you
membership/get-involved) or ask one of over the years. I appreciate being able to
our many dedicated volunteer leaders. reach out when new situations arise or to
learn new ways of addressing common
As our organization continues to grow problems. Your knowledge and commit-
and improve, we are in a great position ment to OSH, this organization and our
to move ASSP forward. We are dedicated profession is truly remarkable.
to creating a more diverse and inclusive
profession and organization. We are I look forward to working with you
constantly scanning the environment in this year as we continue our journey as a
which we operate so we can anticipate global safety leader, advancing this great
and respond to changes. Most impor- profession and making a difference in
tantly, we are committed to ensuring that people’s lives. PSJ
your member experience is positive.
Diana Stegall, CSP, CFPS, ARM,
While a new president takes the helm SMS, CPCU
of ASSP each year, our four strategic
pillars—education, standards, member
communities and advocacy—are our un-
wavering guideposts. Within these areas,
I will focus in the coming year on a few
key areas including risk management,

6 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org

ASSP CONNECTION

ASSP & NIOSH RENEW PARTNERSHIP

ASSP and NIOSH have renewed a partnership agree-
ment that outlines how the organizations will collaborate to
advance workplace safety and health over the next 5 years.
ASSP 2018-19 President Rixio Medina, CSP, CPP, and NIOSH
Director John Howard signed the memorandum of under-
standing on May 22, 2019.

“We have a common mission to prevent workplace inju-
ries, illnesses and fatalities, so we want to benefit from each
other’s experience and combine resources where possible to
improve occupational safety and health performance,” Me-
dina said.

According to the agreement, ASSP and NIOSH will work
cooperatively to advance safety research; promote the work-
place implementation of research results; promote best prac-
tices and professional development opportunities in the OSH
profession; encourage employers to develop and utilize safety
and health management programs; and other joint ventures
that advance OSH outcomes worldwide.

New Designation Advance Your Career
for Society Fellows
Through Authorship
ASSP has introduced the FASSP designation
for Society Fellows. Used after an individ- Publishing a peer-re- Manuscripts submitted
ual’s name, FASSP is a recognizable way to
identify those who have achieved the Soci- viewed feature article in for peer review are assessed
ety’s highest honor.
Professional Safety is a great by ASSP’s Editorial Review
ASSP Fellows have made significant
contributions to the OSH profession. The way to gain professional Board. The group will provide
distinct group of forward-thinking experts
provide industry leadership while promot- recognition and advance comments to improve the
ing a culture of engagement. The honor
of Fellow recognizes an ASSP member’s your career. By doing so, article to ultimately help get it
lifetime commitment to worker safety and
health. Nominees must have a history of you identify yourself as an published.
significant service to the Society as well as
15 years of major contributions to the OSH expert in the OSH field and By contributing to the pro-
profession. Individuals are approved as Fel-
lows by the ASSP Board of Directors after a share your knowledge with fession’s body of knowledge,
recommendation by the Society’s Technical
and Professional Recognition Committee. other safety practicitioners, you encourage others to learn

To see the Society’s list of Fellows dating while also building your new perspectives about issues
back more than 50 years, visit https://bit
.ly/2KJTqNY. résumé and earning credits facing safety professionals

Fostering a to help maintain industry today. For guidelines and
culture that values
credentials, such as those additional information, visit
diversity.
from BCSP. https://bit.ly/2XaCZMA.
JAKKAPAN21/ISTOCK/GETTY IMAGES PLUS

ASSP’s McNelly Hosts Women
& Safety Podcast Series

ASSP has partnered with The WAM Podcast on a new six-episode series about the
impacts of gender on workplace safety and health. The 30-minute episodes are host-
ed by ASSP CEO Jennifer McNelly and presented by Jacket Media Co.

In the first episode, McNelly speaks to Cori
Wong, assistant vice president for gender equity
at Colorado State University. They discuss how
prioritizing gender diversity and inclusion can
improve OSH. The concepts shared can help safety
professionals reframe their thinking about gender
in the workplace.

“Through these conversations, I hope to bet-
ter understand the barriers and challenges that
women and other marginalized groups face in the
workplace,” says McNelly. “These experiences can
affect a wide range of outcomes, including their
safety on the job.”

Listen to the podcast at https://bit.ly/2Nhq5wn.

assp.org JULY 2019 PROFESSIONAL SAFETY PSJ 7

SAFETY MATTERS

ASSP Update

ASSP PUBLISHES CLAUDIOVENTRELLA/ISTOCK/GETTY IMAGES PLUS

DIGGER DERRICK

STANDARD

The ANSI/ASSP A10.31-2019 stan-
dard, Safety Requirements, Definitions
and Specifications for Digger Derricks,
has been published. The standard applies ANSI/ASSP A10.31-2019
to special multipurpose vehicle-mounted
machines, commonly known as digger Study Finds Visual Literacy
derricks, which are primarily designed Training Helps Employees
to accommodate components that dig Identify Hazards
holes or set poles, and position materials
and apparatuses. When implemented, National Safety Council’s Campbell Institute
this standard will help protect workers has released the findings of its pilot study show-
and decrease the number of injuries and ing that workers trained on the concepts of visual
fatalities resulting from digger derrick literacy are able to spot workplace hazards more
incidents on jobsites. accurately than those who are not trained in this
concept. The study, “A Second Look: Update on
For more information, visit https://bit Visual Literacy,” was created in collaboration
.ly/2X10hV2. with Center for Visual Expertise and Campbell
Institute member organizations. In this study,
DOL Tool Kit Helps Employers researchers sought to answer whether being more
visually literate enables workers to perceive and
Understand Mental Health Issues comprehend more about their work environ-
ments, allowing them to see more hazards and
The U.S. Department of Labor mental health condition each visualize the potential consequences should the
hazards continue to exist.
has created a resource to help em- year and work plays an import-
“About 90% of the information people consume
ployers better understand mental ant role in their wellness,” says is visual,” says Campbell Institute’s John Dony.
“Taking in that much visual data can lead us to
health issues and provide guidance Jennifer Sheehy, deputy assistant have inattentional blindness [and] only seeing
what we deem important to see but being blind to
on cultivating a work environment secretary of labor for disability many other details, like potential hazards. That’s
why training workers to better see where those
that supports employees with relat- employment policy. “Employers hazards might exist is crucial to workplace health
and safety.”
ed conditions. The Mental Health that understand the importance
According to the researchers, a visual literacy
Tool Kit is an online gateway to of providing a supportive envi- framework involves three key elements:

background, tools and resources for ronment that empowers these •reading: taking pictures or a first look of an area,
then observing key details;
employers that provide guidance employees are doing what is right
•comprehending: verbally describing the visual
on how to cultivate a work environ- for their employees and for their information in front of the person and assigning
meaning to what the person sees by analyzing and
ment that supports employees with businesses.” interpreting the visual data;

mental health issues. The tool kit summarizes work- •writing visual language: responding to the haz-
ard the person sees.
“By some estimates, one in five place mental health research,
According to the study, 132 issues were identi-
American adults experiences a describes mental health initiatives fied and 25 new workplace hazards were corrected
within 3 months after visual literacy training was
implemented by companies of completed at one of the companies studied. The
researchers concluded that training employees in
varying sizes and industries, and visual literacy has led to improvements and fixes in
the companies’ workplaces.
provides links to resources that
Read the study at https://bit.ly/2ZPx1SP.
employers can use to start their

own initiatives. The tool kit is built

around:

•building awareness and a sup-

portive workplace culture;

ND3000/ISTOCK/GETTY IMAGES PLUS •providing accommodations to

employees;

•offering employees assistance

when necessary;

•ensuring that employees have

access to treatment options.

Learn more about the tool kit

at www.askearn.org/mental

health.

8 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org

U.K. Government Invests KSWINICKI/ISTOCK/GETTY IMAGES PLUS
Money in Robots for
Inspection & Maintenance

U.K. government has been
awarded £19.6 million from the
Industrial Strategy Challenge
Fund to develop ground-based,
airborne and underwater ma-
chines for maintenance and
inspection work.

“The projects demonstrate
how robots and artificial intelli-
gence will revolutionize the way
we carry out complex and dan-
gerous tasks, from maintaining
offshore wind farms to decom-
missioning nuclear power facil-
ities,” says Mark Walport, U.K.
research and innovation chief
executive. “They also illustrate the leading role that the U.K.’s in-
novators are playing in developing these new technologies, which
will improve safety and boost productivity and efficiency.”

The funding will support projects including Prometheus,
a mine inspection robot that utilizes aerial photography and
quick attaching technology to get up close to inspect and fix
issues at height.

An additional £7 million has been awarded to Sheffield, Bir-
mingham, Bristol and Leeds universities to develop miniature
robots that find and repair cracks in underground service pipes
using sensors and navigation systems. The government says
the technology can safeguard workers by sending robots rather
than people into potentially hazardous situations.

Organizations Collaborate

to Make OSH Content

Available on Wikipedia

According to Pew Re- of writing for Wikipedia.

search, Wikipedia averages NIOSH staff members

more than 18 billion page were available to provide

views and adds more than suggestions and follow up

20,000 new articles each with students when they

month. Because of the had technical questions or

website’s reach, Harvard needed additional training.

University, NIOSH and According to NIOSH, this

Wiki Education Foundation project taught the students

have partnered to create to reference their work ap-

and improve OSH content propriately and avoid pla-

on Wikipedia while also giarism while also allowing

helping OSH students hone some to encounter scientific

their skills and expand their writing for the first time.

knowledge. As part of this This project made OSH in-

collaboration, Diane Ce- formation more accurate and

ballos, a Harvard research easily accessible to others, ac-

scientist and instructor, as- cording to NIOSH. For exam-

signed students at Harvard ple, the students added content

T.H. Chan School of Public to an article about chloroprene

Health a group project to add and uploaded a HazCom

to or improve OSH content pictogram to Wikimedia

on existing Wikipedia pages. Commons so it can be used by

To help their writing, anyone. Another student cre-

the students used the Wiki ated a Wikipedia article about

Education platform, which OSH in the casino industry

is a resource that offers and contributed photographs

staff support and training he had taken.

materials to help students Read more about the project

understand the mechanics at https://bit.ly/2XAGLTt.

assp.org JULY 2019 PROFESSIONAL SAFETY PSJ 9

SAFETY MATTERS

AS Robot Designed to Reduce
SP
Risk in Livestock Production
AMERICAN SOCIETY OF
SAFETY PROFESSIONALS A new technology is being and the plastic exterior was

tested in livestock production replaced with tough metal.

Professional Development Conference work to reduce injuries and The robot was customized for
Marriott Riverwalk in San Antonio, TX
risk to workers. Large live- the needs of the operation: a
August 12 - 14, 2019
stock are protective of their blower added the ability to

territory and offspring, and press the cows forward with-

commonly act unpredictably out touching them, and wiry

during breeding and birthing waving arms with plastic bags

periods. Those who work tied to the ends were added to

with cows can suffer fractures whip back and forth, mimick-

· Professional Networking Opportunities from kicking, lacerations, ing the sound and motion of
· Dynamic Keynote Speakers
· Engaging Breakout Sessions punctured lungs, bruising, workers waving their arms. An
· River Cruises Down the River Walk
· Earn 1.7 Continuing Education Units dislocation and nerve dam- audio player plays recordings

age. Bureau of Labor Statistics of whistles and a voice saying,

reports that in 2017, cattle “Hey, hey, hey, come on. Let’s

injured 1,360 workers. Brad move it” to help drive animals

Churchill, a slaughter opera- forward. Because the robot is

tions manager at Cargill Meat operated remotely, workers no

Solutions, came up with a longer have to walk behind the

new technology that he hopes cattle where they can be ex-

will reduce worker injuries. posed to kicks or attacks.

After seeing a video of a The robot is being tested at

robot that was developed for plants in Nebraska and Penn-

security purposes by a Rus- sylvania. “From a safety stand-

sian technology company, point you don’t have to have an

Churchill decided to create individual there pushing cattle

his own version. Cargill rede- forward,” says Cargill’s Sam-

signed the robot for the needs my Renteria. “So, if the animal

of the operation, naming it decides to turn, it is not a per-

R2DMoo. son hurt. It is just a machine

The robot’s wheels were that we can fix.”

designed to move along the Read more at https://bit

trampled and muddy ground, .ly/2NgT8Ai.

Learn more and register at:
https://regionthreepdc.com/

Big City. Big Family Fun. CPWR Publishes Infographics
for Fall Protection Awareness
10 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org
CPWR—The Center for Construction Research and Train-
ing has published a series of infographics on safe practices to
mitigate falls from equipment, falls from skylights and holes,
and proper wear of personal fall arrest systems. Developed in
conjunction with NIOSH, the infographics detail preventing
suspension trauma; proper lanyard length; and fatal falls in
construction. CPWR has also updated two previously pub-
lished infographics to reflect new data and resources: “Did You
Know That Falls Are the Leading Cause of Death in Construc-
tion?” and “Aerial Lifts.” The infographics can be used to lead a
toolbox talk, printed as a poster or included in a newsletter.

View the infographics at https://bit.ly/2J8otzQ.

EU-OSHA Report Highlights Technology CDC Report
Identifies Occupations
to Help Identify Health Problems at Higher Risk for CTS

European Agency for Safety and identify adverse health effects CDC released a report that identifies occupations
that are at higher risk for carpal tunnel syndrome
and Health at Work (EU-OSHA) and provide time for response to (CTS). According to American Academy of Ortho-
paedic Surgeons, CTS causes pain, numbness and
published an observatory report minimize the impact of potential tingling in the hand and arm, and can be caused by
repetitive hand use, certain hand or wrist positions,
about early detection of new risks health threats. and a combination of other factors.

and work-related diseases. The Researchers identified 75 surveil- Researchers found 139,336 cases of the disorder in
full-time equivalent workers in California. This trans-
report defines alert and sentinel lance systems used in 26 countries, lates to workers’ compensation claims for CTS at a rate
of 6.3 per 10,000 full-time workers from 2007 to 2014.
systems as an umbrella term for then provided in-depth analyses In addition, women were at higher risk for CTS than
men, with rates of 8.3 and 2.5 respectively. Workers in
timely surveillance systems that on 12 of them to show the different certain industries such as textiles, fabric finishing, coat-
ing mills, apparel accessories and other apparel manu-
collect information on diseases to approaches that can be used. In facturing were at higher risk for developing CTS, with
workers in textiles, fabric finishing and coating mills
initiate health interventions and each analysis, the researchers eval- industries at approximately six times the average rate.

prevention. uate the system’s aim and objec- Researchers suggest that
employers in these industries
The report discusses how this tives, reporting parties, workflow, implement intervention mea-
sures, including ergonomic
technology operates to identify work-relatedness, communication, evaluations, and develop tools
and instruments that require
emerging health problems at work, data storage and usage, and finan- less-repetitious movements
and correct workers’ awkward
detect new combinations of health cial aspects. postures when on the jobsite.
Read the report at https://bit
problems, identify exposure and “Work-related ill-health and .ly/2ZUKQQa.

work settings at an early stage to injury are costing the EU 3.3% of

prevent work-related health prob- its GDP,” says EU-OSHA Director

lems, and support evidence-based Christa Sedlatschek. “That’s €476

policy making. Often, these systems billion every year that could be ALEKSANDARGEORGIEV/E+/GETTY IMAGES

are made up of sensors that capture saved with the right occupational

events or changes in the environ- safety and health systems, poli-

ment; event detection equipment; cies and practices. We hope that

tools to aid the decision-making EU-OSHA’s project will serve as an

process after detecting an event inspiration to implement alert and

or signal; and subsystem tools to sentinel systems in those countries

generate messages for stakeholders where they do not already exist.”

derived from a detection system. Download the report at https://

These all work together to forecast bit.ly/2UIZDeP.

assp.org JULY 2019 PROFESSIONAL SAFETY PSJ 11

BEST PRACTICES

Seven Steps to Creating Value-Driven

WORKPLACE WELLNESS INITIATIVES

By Caley Mancl

Research shows that wellness initiatives may provide a financial benefit for companies that are dealing with
costly healthcare expenses. Common health issues such as high blood pressure, cardiovascular disease, obesity
and diabetes are often viewed as low-hanging fruit that can be addressed through corporate wellness initiatives.

The financial impacts of an em- programs, there was a key emphasis on the such as sporting events and family picnics);
ployee who suffers a heart attack can return on investment. Understandably, de- •Finance: Managing your economic life
cost a company thousands of dollars in cision-makers base their companies’ bud-
insurance costs, not to mention the ram- gets and programs on the benefit-to-cost to reduce stress and increase security [e.g.,
ifications of temporarily or permanently ratio. However, a company’s degree of meetings with 401(k) providers or fiducia-
replacing that employee on the job. employee wellness is not easily measured ries to manage financial well-being];
as a dollar-for-dollar expense and return.
According to Baicker, Cutler and Song Rather, it is helpful to look at the benefits •Physical: Having good health and
(2010), “medical costs fall by about $3.27 of such programming through a prism of enough energy to get things done daily
for every dollar spent on wellness programs overall value to employees and the com- (e.g., having on-site resources and ex-
and absenteeism costs fall by about $2.73 for pany. Instead of return on investment, the perts for exercise and nutrition, partici-
every dollar spent.” Other experts tout the emphasis is on the value on investment. pating in health challenges);
value-based benefits of workplace wellness
initiatives, focusing more on factors such as When Bradley launched its program •Community: Liking where you live
company morale and job satisfaction. nearly 10 years ago, there was an effort to and work, feeling safe and having pride
tie the program to input and output. Today, in your community (e.g., volunteer out-
Bradley Corp., a Wisconsin-based man- while the company’s financial investment reach in the community such as partici-
ufacturer of industrial safety products and is still taken into account, the key emphasis pating in Habitat for Humanity).
commercial restroom fixtures, launched its has been on the program’s value. Employ-
workplace wellness initiative in 2010. “Our ees and their families are the company’s Here is an example of a multidimension-
main intention has been to raise aware- most valuable assets. Instead of looking al wellness activity: Throughout November,
ness of the importance of total health and only at dollars saved, it is important to con- employees are invited to write down some-
well-being,” says Diane Rudy, Bradley’s vice sider other benchmarks such as job satis- thing for which they are grateful and post it
president of human resources. “Ultimate- faction and employee morale. For example, on a wall of gratitude. These acknowledge-
ly, we want to catch health issues early so ask questions such as, Is the program ments might focus on a coworker, a family
employees have the very best outcomes. In engaging employees and gaining traction? member, a successful project or the weath-
general, these efforts can also result in lower Does the program help recruit and retain er. Not only does this help employees focus
cost claims.” employees? Are there success stories? These positively, it also speaks to the dimensions
types of indicators give feedback and mo- of purpose, social and community.
As part of the initiative, the company mentum for improving the program.
offers on-site exercise classes, wellness In all, broadening the scope of a well-
clinics and fitness challenges. In addition 2) Establish a Clear ness initiative to encompass the entire
to offering fruit and other healthy snacks Employee-Focused Objective spectrum of well-being increases the
at its facilities, the firm employs an on- depth, efficacy and overall value of a
site health coach to help guide employees A wellness program should be tied to a company’s wellness program.
to more healthful habits. clear objective. What does the company
want to accomplish long term? Compa- 3) Engage Employees
“Our employees’ responses to these nies want employees to be healthy but With Health Experts
health initiatives have been remarkably how will that happen?
positive,” says CEO Bryan Mullett. “Over To augment a company’s wellness pro-
the past few years, we’ve seen greater Bradley’s wellness objective is to gram, it is helpful to employ a dedicated
awareness, participation and engagement create a distinct culture of well-being on-site wellness coach. This demonstrates
in Bradley’s wellness program, and have throughout the company. The strategy a company’s commitment to wellness,
heard many health success stories. With- for meeting that objective is to ensure individualizes the outreach and helps
out a doubt, our employees are healthier, that wellness activities and events sup- workers track successes.
happier and more engaged in their work port employees’ overall lifestyle, not just
and our company because of these efforts.” physical health. Therefore, the company Once per week, Bradley offers employ-
organized its program and activities to ees an accredited on-site wellness expert,
Based on these experiences, following focus on five dimensions of well-being: Garrett Stangel, who focuses on educat-
are several recommendations for devel- ing, motivating, training and counseling
oping an employee-focused and impact- •Purpose: Liking what you do each employees individually or in groups. Stan-
ful wellness initiative. day and being motivated to achieve goals gel finds ways to create an easy dialogue
(e.g., comprehensive and interactive per- with employees while they are at their
1) Consider the Value of Wellness formance reviews); cubicle or out on the shop floor. He asks
Programs, Not Just ROI how they are feeling, including how they
•Social: Having supportive relationships are managing stress, aches and pains.
Years ago, when companies first rec- and love in your life (e.g., company outings
ognized the need for health and wellness “Both office and shop positions often
require repetitive movements, so I remind
people to take a break, stretch, strengthen

12 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org

niques, and reset their minds and bodies,” and participation is to organize wellness Through its workplace wellness
says Stangel. “Workers typically have about committees whose members represent initiative, Bradley offers on-site
90-minute attention spans. Pushing beyond the departments in which they work. exercise classes, wellness clinics and
that limit can make employees feel like Committee members regularly gather in- fitness challenges. In addition to of-
they’re burning the candle at both ends.” put from fellow employees to share with fering fruit and other healthy snacks
program organizers. This feedback keeps at its facilities, the firm employs an
Stangel also participates in new em- the activities relevant, fresh, creative and on-site health coach to help guide
ployee orientations, and corporate and tailored to its core audience. It also helps employees to more healthful habits.
community events as a go-to resource for employees take ownership of the pro-
health and wellness advising. gram, which can increase engagement. Awards initiative is driven by a set of criteria
outlined in WELCOA’s seven benchmarks.
“Periodically, Bradley checks employees’ “I’ve been a member of the wellness
health with biometric screenings and blood committee for more than 2 years and I 7) Anticipate Participation Challenges
pressure, height and weight measurements,” really appreciate being able to advocate Expect employee participation levels
Stangel says. “Helping out with these health for the company and its commitment to
check-ins opens the door for me to discuss employee health and well-being,” says to fluctuate over time. Several factors can
health concerns right on the spot. Similarly, product manager Valerie Bonney. “Our affect the level at which employees engage
when Bradley employees see their doctor for wellness committee helps get the word out with the program. First, each employee is
an annual physical, they become eligible for a and pique interest about upcoming events on his/her own wellness journey. While
$50 gift card. When they turn in paperwork and activities, as well as success stories. some are naturally inclined to exercise,
to verify the checkup, I offer to help them E-mails, message boards, posters, flyers others may be dealing with chronic pain
keep focused on any health-related goals and announcements at meetings help or injuries, and lack time or motivation.
they may have discussed with their doctor.” keep the program top of mind.” An employee’s availability and participa-
tion may change from one month or year
4) Use Organizational Tools 6) Promote Benefits & Successes to the next. Also, some departments in a
to Track & Motivate Employees Internally & Externally company may have greater flexibility than
others for taking the time to participate in
Many healthcare insurance plans offer While it is important to highlight wellness activities during work hours.
monitoring and incentive programs to help employees’ accomplishments internally,
companies and employees with their wellness consider sharing your program’s col- Companies should also recognize that
journeys. By using online tracking platforms lective successes via qualified nonprofit some employees simply may not see the ben-
in which employees accumulate points for third-party organizations. Bradley efit of such programs. Interest and partici-
participating in activities, these online pro- has worked with Wellness Council of pation are ultimately a personal choice, and
grams help drive and track employee involve- America (WELCOA) to ensure that its it is OK if some choose not to be involved.
ment. For example, roughly 60% of Bradley initiative meets industry standards. With Regardless of whether an employee chooses
employees use Go365, a wellness and rewards more than 6,000 member organizations to participate, the gesture of offering such
points program offered by Humana. The located throughout North America, a program demonstrates that the company
program allows users to complete and update WELCOA is known for its results-orient- cares for and values each employee.
their health assessment, set challenges and ed approach to workplace wellness.
milestones, and submit verification of eligible Finally, wellness programs need not be
activities (e.g., completing an exercise class Along with local affiliate Wellness an all-or-nothing proposition. As long as
or donating blood) to earn points. As users Council of Wisconsin, WELCOA recently employees are aware of the opportunities
receive points for logging their health-related presented Bradley its second gold-level Well and take time to engage when they need
activities, they are able to redeem them in Workplace Award for its commitment to to, they are receiving valuable resources
a virtual mall for items such as gift cards to the health and well-being of its employ- while working in a supportive culture
major retailers. In Go365, users can earn re- ees (Bradley, 2015). The Well Workplace that prioritizes well-being. PSJ
wards when completing healthy actions such
as prevention activities (e.g., annual wellness References
visits, flu shots, bone density screenings),
community events (e.g., volunteering, fitness Baicker, K., Cutler, D. & Song, Z. (2010,
and nutrition classes, health-related fund- Feb.). Workplace wellness programs can gener-
raising events) and verified workouts (e.g., ate savings. Health Affairs, 29(2), 304-311.
documented exercise by trainers or coaches,
electronic fitness trackers). Bradley. (2015, April 7). Bradley earns well
workplace award by Wellness Council of Amer-
Offering a multidimensional program ica (Press release). Retrieved from www.bradley
such as the five dimensions of well-being corp.com/news/bradley-earns-well-workplace
will broaden the range of trackable health -award-by-wellness-council-of-america
activities, making the program more valu-
BRADLEY CORP. able to a wider range of employees. Caley Mancl is a human resources generalist specializing in benefits and wellness at Bradley Corp., a
manufacturer of locker room products, plumbing fixtures, washroom accessories, partitions and emer-
5) Invite Employees to Give gency fixtures. Mancl is responsible for developing, coordinating, and leading all the health and well-
Input & Take Ownership ness programming at the company including monitoring the wellness budget and compliance. Mancl
holds a B.S. in Kinesiology with a minor in Business from University of Wisconsin-Milwaukee.
The success of health and wellness
programs are tied to employees’ level of
engagement. One way to increase interest

assp.org JULY 2019 PROFESSIONAL SAFETY PSJ 13

LEADING THOUGHTS

Understanding, Working With & Retaining

YOUNG PROFESSIONALS

By Wyatt Bradbury

Millennial and Generation Z employees combined (the young group of emerging
professionals) made up 40% of the total labor force in 2016. Millennials constitute 35% of the
labor force and are the single largest generation employed (Fry, 2018).

Wyatt Pew Research Center (2019) defines Millennials other professionals. Career paths allow entry in the
Bradbury as those born between 1980 and 1996, coming of age profession as coordinators, analysts and technicians
prior to 2018 and the first generation to do so in the and advancement into titles such as vice president,
Wyatt Bradbury, new millennium. Generation Z is the group of young senior consultant and director. Young professionals
ASP, is a commercial professionals who follow. Besides the obvious fact that are met with resources, opportunities and advice
account manager faces are getting younger, it has become clear that the about how to navigate them all. Each day affords a
for Grainger. He is U.S. workplace is drastically changing as a result. chance to expand views beyond the books and learn
pursuing a Master‘s something new. Instead of blazing trails and building
of Engineering with To many, young professionals (both generations bridges for the first time, young professionals are able
a concentration in combined) are a confusing group of folks. Labels, to wander, question and develop. Instead of knocking
Advanced Safety stereotypes and generalizations were all in place hard against the same doors for small wins, they must
Engineering and Man- when I started my first professional safety job. Since prioritize which door to knock on first.
agement from Uni- my first day, I have worked to debunk the stereo-
versity of Alabama at types placed on me and demonstrate that I am a In many ways, young professionals may not know
Birmingham, as well as valuable asset to the profession. In some ways, the what direction to go in their safety career until they
a B.S. from Columbia disruption and confusion about younger profession- start walking. This contrasts with the number of
Southern University. als is more prevalent in safety than in other indus- earlier professionals who first became established in
Bradbury serves as tries. However, pointing fingers at or discrediting their company or industry, then switched into a safe-
President of ASSP’s professionals solely because of their generation does ty-focused role as an opportunity arose. A plethora
National Capital Chap- little to advance the safety profession or develop a of internships are available help, but there are many
ter and serves on the lasting legacy that each generation can be proud to more young professionals who know they love safety
planning committee have contributed to. but are not sure how, where or in what context they
for the Mid-Atlantic want to apply it daily. To guide them, they need vet-
Construction Safety The concept of passing the torch from one gen- eran professionals to candidly talk about their career
Conference. He is eration of OSH professionals to the next cannot be paths and experiences. It is important to have open
a member of the imagined as a relay race in which we run a designat- conversations about what it means to change roles
Society’s Emerging ed portion, hand off the baton, and let the next per- within a company or between companies. Without the
Professionals in OSH son run with the legacy and glory of all hanging in valuable insight gained from learning from those who
Common Interest the balance. Our profession is a marathon in which blazed the trails, decisions about professional develop-
Group. the destination, in many ways, is the journey. Men- ment and career paths will all be based on conjecture.
toring is similar to training for a marathon except Additionally, declining to support opportunities for
that it goes both ways, as the generations encourage growth, development and networking in our young JACOBLUND/ISTOCK/GETTY IMAGES PLUS
each other to overcome their deficiencies and suc- professionals may exacerbate some of the negative
cessfully complete the marathon together. stereotypes that exist.

Each professional, no matter the generation, has a Instead, help young professionals understand how
unique set of experiences, failures and successes that to take advantage of the most relevant opportunities
have shaped them into who they are. The Millennial and what is required for additional doors to open, or
and Z generations, like every other, are a product of explain why they might never open.
the societal system. Not every aspect discussed here
applies to each individual, but all can be seen some- 2) Education
where in our workforce and in our profession. Fol- Instead of choosing safety as a career, then seek-
lowing are four areas that safety professionals can
consider to help them understand, work with and ing education, safety professionals have the oppor-
mentor young professionals in the workplace. Those tunity to choose safety through education. All levels
who have gone before these younger generations can of safety degree programs are available and seeing
teach the soft skills they would not otherwise learn increased enrollment. For many safety positions, an
without the guiding hands of mentorship. associate’s, bachelor’s or master’s degree is expected.
BCSP certification is also one of the first profession-
1) Navigating Opportunities al goals that safety professionals work to achieve.
Millennials and Generation Z are the only two Young professionals read journals and use any
number of resources to find answers to questions.
generations working in the safety industry that were They often have a great deal of knowledge that is
born after OSHA was established. Organizations such miles wide but only inches deep. When it is time to
as ASSP can connect these generations to training, put all that knowledge into practice, they may falter,
educational development and, most importantly, through no fault of the educational system. At other

14 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org

times, education becomes a barrier dividing the young professionals provides both parties a road map Taking the
haves and have nots. for reprogramming goals and objectives. time to de-
cipher and
It is important for young professionals to know 3) Technology & Automation align goals
that the education that many of them went into Let’s face it, the lives of young professionals have as well as
debt for is still valuable, but be given the time and determine
space to learn and fail when practicing their craft. been one evolution of technology. Every time I visit
They must learn from the mistakes of others but still home I see a picture of myself at age one banging on the skills
experience some of the hard knocks. Some young the keyboard of my dad’s first computer. This com- that might
professionals also need to learn the soft skills of puter arrived near the midpoint of my father’s life.
leadership, patience, empathy and active listening. Can metrics be tracked effectively using basic Excel be weak
functions? Absolutely. Does PowerPoint still effective- or lacking
In the book The Go-Giver (Burg & Mann, 2015), ly provide a visual during trainings? Probably more within a
the protagonist, Joe, is an ambitious individual who than any other application. Has all of this technology company’s
is working hard to achieve success for himself and changed the way we communicate? Without a doubt. young pro-
record profits for his company. His approach and Progression of technology is a reality that young pro- fessionals
persona remind me of young professionals I know. fessionals have learned to embrace. provides
Through the course of the book, Joe comes to realize both parties
that simply achieving success in and of itself is an Sometimes a phone call should precede an e-mail to a road map
inadequate goal that seems to take more from the certain individuals. Some folks might need an in-per- for repro-
world than it gives no matter how noble the spin of son visit to follow up and ensure that their questions gramming
achieving success. Through a focus on serving oth- and concerns are addressed. Maybe that safety man- goals and
ers, increasing the value he brings, placing the needs agement system or app that we think everyone should objectives.
and interests of others first and being an authentic use requires insight from other stakeholders. While
individual, Joe succeeds at a level he never could have it might seem that younger generations rely on tech-
dreamed, all because he put others before himself. nology, it is because their lives have evolved with it to
date. Help the younger professionals on your teams
The system through which I was educated re- understand how to communicate effectively through
warded achievement, performance and victory, not multiple methods and use different styles to their
service, gratitude, authenticity or humility. It is not advantage. Help them understand the greater impact
that I am incapable of the latter, but that I need help that technology has on the company as a whole.
understanding what those concepts mean and how
they apply in our increasingly dynamic and diverse My first full-time safety job was in construction.
working environments. This role was the first time I had interacted with old-
er-generation and blue-collar employees in a profes-
The education system as a whole necessitates a fo- sional setting. I failed miserably at first. As a product
cus inward on our knowledge, achievements, awards of the digital age, I started communication with
and skills. It prioritizes individual achievement and e-mail, only following up on the phone or in person if
success. Young professionals get jobs based on the I really needed to. That is what I had been trained to
degrees, internships, leadership positions and awards do. I thought picking up the phone was a time-con-
won. They need other generations to help them learn suming exercise that gave me far more information
to focus on outward success, in some cases, for the than I actually needed.
first time. This does not mean young professionals
are selfish and entitled individuals. On the contrary, I pushed hard for electronic safety management.
it means that the goal instilled in them has been to Why shouldn’t we automate our system so that less
work hard and achieve demonstrable success for time is spent administrating and more time can be
employers, teams and themselves. Now, instead of spent advocating? What I came to realize, however,
achievement, they must learn to focus on serving oth- is that a phone call helped me to be perceived as a
ers and ensuring the success of others, much like Joe person, not a position, and that people are far more
experienced in The Go-Giver. likely to go the extra mile for other people than for
a title or authority. Although safety management
If the young professionals in your workplace do systems are efficient, people can be easily removed
not take an approach or possess a skill you need from from the equation, desensitizing the system. Not all
them, use their strong ability to grow and learn to de- companies are able to absorb that.
velop and achieve that skill. In the way that I entered
the workforce lacking soft skills, I know my ability to Starting out in the business world is often the first
self-reflect, respond to direct coaching and learn from time that most of our communication takes place with
mistakes is unmatched because the education system people outside of our own generation. It has been a
has programmed me to overcome weakness and fault struggle for me personally (as I am sure my employers
in the pursuit of achievement. Do not simply write to date would attest) to grasp some of these unfamil-
off young professionals because they do not have a iar, albeit tried and true, techniques. I was missing a
skill on their first day. Chances are, like many other guiding hand as I navigated for the first time these
issues we find in our profession, it is a systemic failure, approaches to interactions with established generations
not an individual failure, that simply replacing an in business. If a relationship needs to be built in person
operator will not solve. However, taking the time to or over the phone, expressly communicate that to the
decipher and align goals as well as determine the skills young professional who may have always depended on
that might be weak or lacking within a company’s e-mail. If certain people should be approached with

assp.org JULY 2019 PROFESSIONAL SAFETY PSJ 15

LEADING THOUGHTS

By support- a level of deference, help the young professionals un- Rodriguez (2018) speaks of developing an innova- MONKEYBUSINESSIMAGES/ISTOCK/GETTY IMAGES PLUS
ing the de- derstand what that looks like. Most of my professional tion team within companies led by the youngest of
velopment communication issues have not been with my message professionals whose mission is to generate off-the-wall
of an idea, or even my tone, but with the means that I am using to ideas. Through these teams, the seasoned members
regardless of communicate it. For a technology-dependent genera- of the company help provide context, perspective and
whether it tion, young professionals may need help understanding experience to the ideas shaping innovation in its most
is eventually when to stop typing and start talking, and how much of pure form. By also reducing the impediments to re-
implement- the same goes for the systems we are trying to build. sponsible action and allowing critically thinking stake-
ed, many holders from all groups to have a seat at the table, ideas
necessary 4) Thinking, Communicating, Acting go through a primitive management of change process
For many young professionals, each doctor’s visit that allows for practicability and efficiency to be natu-
business rally assessed. Now, not only are ideas welcomed, but
skills are growing up was an opportunity to practice speaking also young professionals are helping to build efficiency
strength- our minds to address needs and concerns with an au- of process as they are mentored by and learn from
ened along thority figure. It was a chance to tell that professional some of the best minds in the company.
the way. with a respected title that we had a concern or issue. In
return, we received the person’s undivided attention, Young professionals have been trained to share ideas.
compassion, reassurance and advice. Let them know that these ideas matter. By supporting
the development of an idea, regardless of whether it
I can remember my sixth-grade teacher, Mrs. Bristow, is eventually implemented, many necessary business
requiring us to use the GATE depth and complexity skills are strengthened along the way. Stifling the cre-
icons to look for patterns, unanswered questions, big ative potential of professionals will have lasting effects
ideas, trends, details and ethics in nearly every as- on their energy and enthusiasm, similar to what a lack
signment (Hanson-Smith, 2016). These symbols were of frontline employee engagement in the safety process
prompts for our writing assignments that challenged us does to safety system implementation in the field.
to expand our views, and provide context and reason to
our arguments. The icons helped the class develop the Conclusion
habit of thinking critically and challenging the world Engaging young professionals in the workforce can
around us. From early elementary grades on, our teach-
ers told us to ask challenging questions, think critically be a challenge for both the employer and employee.
and do what it takes to find the truth. For some, chal- However, the concepts discussed in this article should
lenging the system has been an expectation and trait provide insight into some elements of the relationship.
that was sought after and cultivated. Innovation has I hope that these ideas foster conversations that would
been desired and celebrated, as has diversity in perspec- otherwise not have occurred and provide perspective,
tive, approach and thought. clarity and depth that is desperately needed by the
next wave of safety professionals. If nothing else, I
When young professionals show up to the professional hope some communication results to help build re-
environment and begin asking questions or trying to lationships across the generations, allowing us all as
change things, help them understand why things are the professionals to begin looking at issues from the di-
way they are. Instead of responding, “that is how we have verse perspectives that abound in the OSH profession.
always done it” or “we discussed this last year and a deci-
sion was made,” provide the background and history that As we begin to pass the torch of leadership from
only experience can give. I could offer many examples one generation to another, remember that we are
of supervisors in various contexts stifling ideas and not not simply passing the baton and walking off the
providing a worker with opportunities to learn, grow or track. We are training for and running a marathon
understand why an idea is not of interest or how to better in which younger and older generations have a goal
present it for the next time. Remember, the education of challenging each other to complete a race they
system trains students to engage with authority and to can be proud of, and leaving nothing on the course
never simply accept “no” without rationale. The tran- except the example of intergenerational cooperation
sition to the professional world will undoubtedly take and communication for others to follow. PSJ
adjustment; supervisors clearly explaining how expecta-
tions are different and providing even a limited amount References
of context could be a satisfactory middle ground.
Burg, B. & Mann, J.D. (2015). The go-giver. New York,
If a professional presents an idea, give him/her an NY: Random-House.
opportunity to develop a business case. Help that
individual interact with other stakeholders to widen Fry, R. (2018, April 11). Millennials are the largest gener-
his/her understanding of the effects the change might ation in the U.S. labor force. Retrieved from www.pew
have. Let the person practice giving a presentation to research.org/fact-tank/2018/04/11/millennials-largest-gen
the C-suite even if in mock form. Let creative young eration-us-labor-force
professionals present seemingly off-the-wall ideas
at a safety committee meeting so that feedback and Hanson-Smith, K. (2016, June 20) Introduction to the
diverse perspectives can be shared (Rodriguez, 2018). iconic prompts for depth and complexity. Retrieved from
If an idea is off the wall, explain why it is. If the idea www.scusd.edu/sites/main/files/file-attachments/icons
has already been tried, let the person review the full _for_dandc.pdf
context as to why it was not implemented.
Pew Research Center. (2019, Jan. 17). Millennials. Re-
trieved from www.pewresearch.org/topics/millennials

Rodriguez, J.A. Jr. (2018, Nov.). Building a world-class
safety culture through the power of innovation. Presented at
EHS Today Safety Leadership Conference in Louisville, KY.

16 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org

CHECKPOINTS

INDEPENDENT CONTRACTORS

A Practical Guide for Safety Professionals

By Pamela Williams and Lariza Hebert

In today’s workforce, many companies are increasing their use of independent contractors, subcontractors and
temporary workers. Businesses often cite the need for labor with a certain expertise on a project or task (which may
include a requirement for specific certifications or other special qualifications) as a reason for using such workers.

Companies should bear in mind that an independent contractor is not an orientation and training prior to begin-
that although they may classify workers employee, several basic processes should ning work on the project.
as independent contractors or as non- be implemented and followed:
employee temporary workers, OSHA Periodic Review of Work Progress
may not agree with this assessment. In •Execute a written agreement that Although a delicate balance must
fact, over the past few years employers clarifies the independent contractor
have been grappling with the issue of relationship and specifically identifies be maintained to ensure that the inde-
whether persons designated as indepen- the terms of the arrangement between pendent contractor retains the right to
dent contractors will be treated as such the parties. determine the method and manner of
to comply with various employment performance, periodic review is often
laws, including those relating to work- •Ensure that the company does not necessary to assess work progress. This
place safety under the OSH Act. This direct the manner or method of how review can be accomplished in various
dilemma has been challenging for com- the independent contractor performs ways, including site walkthroughs and
panies and requires close monitoring the work, other than to establish pa- daily checklists.
because employers may have potential rameters for the final desired work
responsibility and liability under OSHA product. Safety Audits or Reviews
for nonemployees in some situations, In addition to reviewing progress of
including those involving multiemploy- •Include language in the written agree-
er work sites. ment that specifies respective OSHA-re- the project, it may be helpful to monitor
lated responsibilities such as training and the work for compliance with safety
Employee or Not? adherence to safety protocols. regulations, including site-specific re-
To determine whether an independent quirements. Random safety reviews help
Best Practices for Companies ensure compliance and may include var-
contractor is considered an employee by Using Independent Contractors ious efforts such as audits of job safety
OSHA, several factors may be consid- analysis documentation relating to the
ered, including: Even if the parties execute a sound project, and safety training conducted
written agreement clarifying the busi- by the independent contractor relating
•which party has the right to control the ness relationship and outlining the pa- to the project.
manner and means by which work is ac- rameters of the project, various practices
complished, including the work schedule; should be followed to ensure adequate Conclusion
protection for the company. While the use of independent con-
•the level of skill or qualifications re-
quired to perform the work effectively Validate Qualifications tractors continues to grow, companies
(including potential requirements for Before engaging an independent con- should be mindful of frequently un-
specific accreditations); recognized risks associated with such
tractor, it is important to confirm that relationships, including those relating
•which party will provide the required the contractor possesses all necessary to safety and health issues. As a result,
instruments and tools; specialized skills and qualifications, companies must take extra precautions
including any required certifications. to ensure that independent contractors
•whether the work is usually per- Additionally, it is helpful to review past comply with all safety policies, rules and
formed by a specialist who works inde- experience and any available information regulations applicable to the project.
pendently or under the direction of the regarding safety and health performance. Failure to do so could result in the com-
employer; pany receiving costly OSHA citations
Site-Specific and penalties, and increase the risk of
•whether the relationship between the Orientation & Training harm to workers. PSJ
parties is ongoing or of limited duration;
Ensure that independent contractors
•the manner of compensation, includ- receive appropriate site-specific safety
ing a consideration of whether benefits
GURUXOOX/ISTOCK/GETTY IMAGES PLUS will be paid; Pamela Williams is a partner at the Houston office of Fisher Phillips and is board certified in
labor and employment law by the Texas Board of Legal Specialization. She has more than 20 years
•whether the parties believe they are cre- of experience handling labor and employment litigation matters in arbitration, as well as state and
ating an employer/employee relationship; federal courts. Williams also assists clients with compliance, training and workplace investigations.

•whether the independent contractor Lariza Hebert is an associate in the Fisher Phillips Houston office where she represents clients
is engaged in a distinct occupation or in a broad range of labor and employment matters including unlawful discrimination, harassment
business. and retaliation claims, independent contractor issues, employee leave issues and trade secret liti-
gation. Hebert has litigated before state, federal and administrative agencies, and has participated
Given these criteria, what should a in dispute resolutions before the Equal Employment Opportunity Commission and Texas Workforce
company do to bolster independent con- Commission.
tractor arrangements? To ensure that a
company is in the best position to assert

assp.org JULY 2019 PROFESSIONAL SAFETY PSJ 17

BEST PRACTICES

CATEGORIZING SAFETY
PROGRAM & PROCESS GAPS

Identifying System Opportunities for Improvement

By Jim Burk, Janet Hendry and Victor Liu

Internal safety audits often identify program or process gaps called findings. By effectively and completely
defining, correcting, implementing and sustaining corrective action plans, audit findings can lead to reduced
risk at the affected site.

Categorizing these findings into Knowledge •When new employees enter safety-crit-
fundamental gap categories can allow in- Knowledge is one of the most fundamen- ical roles (e.g., safety leader, operation
dividual sites, business units or the entire leader), can something in the company
organization to add even more value and tal gap levels that may hinder alignment. onboarding process be improved to en-
identify system-wide gaps that extend Organizations will not perform corporate or sure that they are knowledgeable about
risk reduction throughout the entire regulatory compliance if they do not know the corporate safety standards and which
organization by strengthening related that the requirement exists (lack of knowl- regulations apply to their operations?
safety systems. edge), or if they know the requirement exists
but misinterpret or are confused about •If audit findings are the result of a
Fundamental Gap Categories the requirement. The knowledge gap often lack of knowledge, which organizational
Several gap factors may prevent occurs when new standards or regulations systems can be implemented to effectively
are introduced. If key individuals are not communicate safety standards and regu-
organizations from aligning with aware of new requirements or of changes in latory changes to ensure that sites modify
corporate standards or regulatory existing requirements, they may not per- their activities to align? If an organization-
requirements. Each is distinct and form in a manner to ensure alignment. In al system is already in place, how can these
identifies opportunities for organiza- addition, when key individuals are new to systems be improved or strengthened?
tional improvement. These factors or an organization, current gaps may remain
categories include knowledge, process until they are knowledgeable about orga- Process Design
design, execution, measurements and nizational requirements. New related gaps Once sites have the required knowledge,
corrective action. These categories may also develop until the key individuals
tend to be hierarchical and built upon gain knowledge and understanding of the it is essential to create and implement
each other, making it difficult to oper- requirements. standards and regulation processes. A
ate at the highest level of effectiveness process design gap occurs when the site
and compliance if a gap exists at a When many audit findings fall into knows the requirements for the creation
lower level. the knowledge category, an organization and implementation of a specific process,
should consider the following: but during the design phase it creates a

TABLE 1

EXAMPLE CATEGORIZATION OF INTERNAL SAFETY AUDIT FINDINGS

Findings in each Gap category Expectation Gap
gap category Knowledge Knowledge of corporate or Lack of knowledge of
12 regulatory requirements corporate or regulatory
Process design requirements
18 Documented methodology Lack of alignment with
Execution for alignment with corporate or regulatory
51 requirements requirements
Measurement Performance follows Gap in performance against
4 defined methodology corporate or regulatory
Corrective requirements
0 actions Verification of execution Lack of performance self-
aligning with and auditing against corporate or
achieving intended results regulatory requirements
Documented plans to close Incomplete or ineffective
identified gaps are tracked plans to close identified gaps
to completion or no tracking to completion

18 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org

process that is less than what is required, 1) The site’s properly designed process system (e.g., routine inspections and au-
therefore creating a safety gap. Although has not been used. dits), gaps that develop in the established
employees may be fully using the process safety processes may go undetected and
that was developed, the site still may not 2) The site’s properly designed process create risk. Or, if sites have created mea-
achieve alignment simply because the has been used incorrectly. surement systems but these inspections or
gaps in the process fail to document or audits are not well designed or executed,
achieve the required process. 3) The site’s properly designed process developing gaps can remain undetected.
has been used inaccurately (contains in-
Organizations should consider a man- accurate information or data). Findings in this category should lead
datory document and program review to a review of the organization’s measure-
process, an internal audit process, and a 4) The site is correctly using the prop- ment systems. Are inspection forms well
document control process to ensure that erly designed process, but has not com- designed and contain the required infor-
required forms and processes are created pleted the full application of the process mation? Have employees who conduct
in full alignment with requirements, and to the affected activity or site. the inspections or audits been adequately
that unauthorized changes are prevented. If trained? Has the measurement system
these types of control processes are already If findings fall within the execution cate- been adequately resourced or staffed?
in place, they should be reviewed to deter- gory, organizations should review their asso-
mine what weaknesses in the process al- ciated process training, as well as resources Corrective Action
lowed gaps to develop and how these design that have been allocated to the implementa- Even with all the previous controls for
and control processes can be strengthened. tion of standards, regulations and associated
processes. Improving classroom and hands- the lower level gap categories in place,
Execution on training can improve the completeness an organization can face risk if detect-
An execution gap may exist if an orga- and accuracy of processes. Understanding ed gaps fail to be addressed or are not
resource needs can reduce or eliminate the addressed in a robust manner. This can
nization has knowledge of the require- risk associated with these requirements in a occur when an organization does not
ments and has properly designed the more timely and effective manner. have a corrective action system or if the
required processes, but the risk the pro- corrective action system in place is not
cesses are designed to control still exist. Measurement well designed. Accountability for and
An execution gap occurs in four ways: Measurement systems enable organi- tracking of corrective actions is essential.

zations to sustain their safety systems. If
a site has not established a measurement

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assp.org JULY 2019 PROFESSIONAL SAFETY PSJ 19

BEST PRACTICES

FIGURE 1

EXAMPLE GAP CATEGORIES IN 11 PLANTS, 2015-2018

Identified corrective action findings may Knowledge 4% 2%
indicate that a review of the organization’s Process design 10%
corrective actions process is warranted. Execution 15%
Does the organization have a process that Measurement
clearly documents the gap to be addressed? Corrective action 69%
Has a meaningful plan been developed to
effectively close the identified gap? Are re-
sources available to implement the closure
plan, and is a responsible individual as-
signed to lead the plan to completion? Are
recurring status meetings held by leader-
ship to ensure that progress is being made
and that the plan is executed as designed?
What metric is communicated?

Establishing a Safety levels. It reflects good knowledge of what is programs and processes. This education
System Maturity Table required, but that more work needs to be can be implemented in a manner that will
done on defining how to do things. Once a better ensure optimal risk control.
Contrary to popular belief, findings site has conquered this level, findings can
generated through an internal safety au- move up into the measurement and correc- Conclusion
dit process are a good thing; they serve to tive action categories. Safety site audit findings are useful in
help the audited site address specific risks
to alignment with corporate or regula- Organizational Opportunities identifying and addressing specific risks.
tory requirements. By categorizing the The gap category analysis is not lim- However, by better understanding the
findings into gap types, the entire orga- underlying fundamental gaps that create
nization is able to identify system-wide ited to enabling a specific site to identify the observed findings, individual sites,
weakness in systems that, if addressed, system improvement opportunities; this business units and entire organizations
can more effectively reduce risk. same methodology can be used to help can enable themselves to better identify
leaders understand their organizational and improve their safety-related systems
A well-designed and fully mature system-wide opportunities. Figure 1 is to more effectively and proactively ad-
organizational safety system has all five an example showing the gap categories dress risk. A strong safety process calls
characteristics that define the gap catego- of findings at 11 business unit sites from for knowledge of requirements, properly
ries: employees are knowledgeable about 2015 to 2018. As shown, nearly 70% of the designed processes that are fully im-
requirements; required processes have findings were in the execution gap category, plemented and used appropriately, and
been well designed to ensure alignment; while about 25% of the findings were in the support through the use of an effective
employees have received effective process process design and knowledge categories. measurement or monitoring system that
training and have properly executed This type of visual representation can be identifies gaps, and generates document-
the processes as designed; processes are presented to senior management leaders to ed and corrective actions in a timely
monitored on an ongoing basis; and all help them quickly understand that a sig- manner. By having strong systems that
detected gaps are well documented with nificant opportunity for risk reduction lies are properly resourced, organizations
corrective action plans, properly re- in additional education in process use or can more effectively manage their overall
sourced, and led to completion. the proper allocation of resources for safety safety risks. PSJ

A maturity table can be created for use James A. Burk, M.S.O.H., CSP, CIH, CET, CPEA, is a corporate EHS leader with Owens Corning
in individual internal audit reports. In- in Toledo, OH. He has 33 years of EHS experience including positions with three Fortune 500 companies,
dividual tables can then be compiled and consulting and international experience. Burk holds an M.S. in Occupational Heath from Medical Col-
used to summarize business unit or orga- lege of Ohio. He is a professional member of ASSP’s Greater Detroit Chapter, a member of the Society’s
nization-wide issues. When findings are Training and Communications Practice Specialty, and serves as Body of Knowledge Chair for the Manu-
grouped like this for the entire organization, facturing Practice Specialty.
it can become clear where organizational
system improvement opportunities exist. Janet A. Hendry, CSP, CET, CPEA, is the senior EHS leader at Owens Corning’s Science and Tech-
nology Center, where she leads EHS strategy setting and execution to ensure a safe workplace there and
Table 1 (p. 18) shows an example of a at other global science and technology locations. She has 29 years of global EHS experience and serves
maturity table. Note that gap categories are on the ANSI/ASSP A1264 Standards Committee. Hendry is a professional member of ASSP’s Central Ohio
placed so that the higher up on the table a Chapter, and is a member of the Society’s International and Management practice specialties as well as
gap category lies, the more mature the con- its Women in Safety Excellence Common Interest Group.
trol processes of the audited entity tend to
be. The grouping of finding types indicates Victor Liu, Ph.D., CSP, CIH, is the Asia Pacific EHS leader with Owens Corning’s Composites Solu-
where corrective action effort is needed. tions business group. He has 37 years of global EHS experience in academia, consulting and manufactur-
ing. Liu holds a Ph.D. in Public Health with a major in Industrial Hygiene and a minor in Biocybernetics
In this example, there were 85 total audit from University of California, Los Angeles.
findings. The finding distribution leans to-
ward the execution and process design cat-
egories, with only a few in the knowledge
category. This indicates that a relatively low
level of process maturity exists, since fail-
ures are present at the execution and design

20 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org

WORTH READING

Book Review Book Review

FORECASTING SAFETY LEADERSHIP
TOMORROW
& PROFESSIONAL
The Future of
Safety Excellence DEVELOPMENT
By Richard Olawoyin and Darryl C. Hill, 2018, Park Ridge, IL: ASSP
By Shawn M. Galloway and Terry L. Mathis, 2015,
Rosemead, CA: SCE Press A review by Todd Clayton, CSP, CHST, STS

A review by Melissa Mark, CSP, ASP The authors of Safety Leadership tasked with environmental duties
and Professional Development do would also have been a positive
Forecasting Tomorrow: The Future of Safety a good job of laying out for new addition.
Excellence provides hard-hitting realizations about students or inexperienced safety
what the future role of the OSH professional needs professionals some of the top suc- Overall, the book is a good com-
to be to stay relevant and to continue to add value to cess criteria of the safety profession pendium for starting out in the
the business. But it is not a book only for the OSH and what will create a successful safety field. It details several key
professional, as it speaks to the broader concept of culture. As an experienced safety success criteria for a safety profes-
safety excellence being part of the overall business professional, I, too, found several sional and it lays them out nicely
strategy and the role of operational leaders in re- valuable reminders of important with each chapter, identifying key
framing safety excellence. safety topics. terms, learning objectives and a
concept abstract.
The book offers seven predictions of the future fo- The text is arranged in a logical
cus of safety efforts, such as that operational leaders way that explains the path forward If you are looking for a new text
will actually lead safety; that the safety professional in each chapter of the book. This to start a safety class or a starting
will move from grunt to guardian to guru; and that arrangement makes sense for the point text, for a graduate curricu-
safety metrics will focus on value (evolving from basic concepts of the book. I say lum, this is a good book to utilize.
lagging to leading to transformational indicators). “basic” because entire books and It will not run out and replace all
courses are dedicated to each of the recently published beginning safe-
The book challenges historic perceptions of safety chapter topics. The authors effec- ty class textbooks. But, if an up-
excellence as focused on zero, and instead gets us tively detail safety management. graded text is needed, this would
thinking that safety is not separate from the business This is always needed for safety be a good upgrade. This book
strategy but must be intertwined into it. It allows us to success at any company. Without would also be helpful to a person
see the future of safety driven by the changing work- management commitment, the outside safety academia looking
place; the impact of technology on providing new tools safety professional and company for basic safety knowledge.
safety process will languish. The
for safety; the concept authors discuss global safety which Interested in reviewing a book?
of better practice versus is important as an increasing num- Contact us at professionalsafety
best practice; success in ber of companies globalize directly @assp.org
safety being gauged by or indirectly.
value added and not sole-
ly by incident reduction, A minor criticism is the title
and provides some tools of the book. The title indicates
to consider for being that the book is about safety
prepared for the future. leadership, which is a great topic.
However, early parts of the book
The book is well writ- reference environmental health
ten, well laid out and and safety. Although many jobs
provides a structured today have an environmental
flow of the key focus ar- component and the concepts
eas with several exam- of leadership will transfer from
ples from the authors’ safety to environmental topics,
experiences working the addition of environmental
across many industries. requires a practitioner to study a
The book’s overall strength is that it is for anyone, different discipline. Safety lead-
from OSH student to OSH professional to opera- ership will not help with content
tions manager, or CEO. I found myself highlighting knowledge in the environmental
many sections of the book and rereading several area. A quick discussion about
chapters. Even though it was published 4 years ago, I available resources for acquiring
have been energized by the book as I think about my environmental knowledge would
career in the OSH profession, having come from the have been a valuable addition to
operations side of the business. this text. Discussing how and why
I plan to continue to refer to the concepts I high- the safety professional is often
lighted and look forward to reading the next suite of
books and articles from the authors.

assp.org JULY 2019 PROFESSIONAL SAFETY PSJ 21

SAFETY MANAGEMENT
Peer-Reviewed

CONTRACTOR SAF
PREQUALIFICATIO

The Significant Limitations

By David W. Wilbanks

SSAFETY PREQUALIFICATION PRACTICES are increasingly recom- estingly, safety specialists placed greater importance on contractor
mended and used for contractor selection with the goal of reducing injury history than did directors (post hoc test, median 6.0 and 5.0,
work site incident risk (Burroughs, 2015; Hannan, 2015). Wheth- respectively). Yet both groups rated the factor highly, that is, at least
er prequalification is facilitated by the hiring organization or a 5 on a 7-point scale, with 7 reflecting the greatest importance. Thus,
third-party service provider, it is prudent to investigate the criteria contractor injury history may be considered a gateway prequalifica-
commonly adopted. Does the practice actually provide the benefit tion factor (Cauchon, 2014; Inouye, 2015; Philips & Waitzman, 2013;
Sparer, Murphy, Taylor, et al., 2013). An unfavorable history may be
desired, that is, safer contractors? The author recently examined the immediately disqualifying.

popular requirement of submission and review of contractor written Background: Contactor Injury History
The importance given to contractor injury history may be a
safety programs and found the practice wanting (Wilbanks, 2018).
function of the apparent objectivity afforded by quantifiable data.
Reliance on contractor loss statistics is another deserving discussion. Commonly requested incident data include self-reported loss
rates such as lost time, days away restricted or transferred, total
Contractor injury history may be the most valued safety pre- recordable incidents and others (the “Terms and Definitions” side-
bar defines key terms). The reported rates are often subsequently
qualification criterion; a recent survey of steel industry safety compared by hiring organizations or their third-party providers to
North American Industry Classification System industry averages
professionals found that more than 75% of respondents con- to judge contractors’ relative performance versus peers.

sidered it to be a very or an extremely important factor when Philips and Waitzman (2013) reviewed data provided by a
third-party contractor safety prequalification service and found
selecting contractors (Wilbanks, 2017; Figure 1). that historical lost-time incident rates and experience modification
rates (EMRs) were predictive of current performance. However,
The same study also found that contractor injury history re- Manuele (2013) regards loss rates as lagging indicators because their
measures are variations of injury and illness frequency and severity
mained the single most important factor (Kendall’s W = .224, calculations. As such, they are analogous to what a rearview mirror
reflects; past performance is not prologue, whether judged bad or
p < .05) after respondents were asked to force rank it along with sev- good. Manuele admits the utility of lagging indicators for confirm-
ing trends, but even this value is not guaranteed. Stricoff (2000) de-
en other possible contractor prequalification data points: employee scribes several factors contributing to erroneous conclusions when
considering loss rates even when used to trend data. Rate outcomes
training and certification; capacity to complete the work safely; must be measured over a long period to be statistically significant,
otherwise a rate increase or decrease may simply be a response to
liability and regulatory history; random variation and not reflective of significant change in the
safety system. But, in terms of injury and illness rates, time is a
KEY TAKEAWAYS related work experience; written function of hours worked more than linear time. It is a reality that
safety programs; reputation; particularly disadvantages the average contractor.
•Hiring organizations give
great weight to injury history and financial stability. Interest- Practical Limitations to Self-Reported Loss Rates
Small Numbers
when conducting prequalifica- ingly, the volume of contractor
A small construction contractor with 10 employees and one
tion of prospective contractors. incidents claimed to have been injury incident would incur a rate of 10.0 assuming a 200,000-
hour rate basis and an average hours worked per annum per
The validity and reliability of observed by the respondents worker of 2,000 (40 hours per week multiplied by 50 weeks). This

this practice are questionable, during their careers did not

as the data are lagging, often significantly influence their

statistically insignificant and perception of the importance

normally not audited. of evaluating contractor injury
•Contractors have been known history (Spearman rank order
to produce false or underre- correlation test, r = -.022), or

ported data, and overinterpre- any of the other data points.

tation of small numbers often Finally, a test was conducted

undermines the utility of con- to determine whether signifi-

tractor injury rates. cant differences exist between
specialists, managers and
•This article discusses the use
of experience modification rate directors, and the importance

statistics such as injury rates, of evaluating contractor injury

which presents unique challeng- history assigned by them; such

es that are not readily solved. differences were found to exist

The author recommends alter- (Kruskal-Wallis H test, X2 =

native criteria. 6.648, df = 2, p < .05). Inter-

22 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org

FETY
N

s of Loss Rates

is relevant because while OSHA, for example, does not require TERMS & DEFINITIONS
injury recordkeeping by all employers with 10 or fewer employ-
ees, companies hiring contractors frequently do. Moreover, the Contractor: A contractor is an independent firm but working at the
average number of full-time workers per establishment in the behest of another firm that exercises overall responsibility for the
U.S. over a recent 18-year period was approximately 16, and the operations at the work site (Pegula, 2014).
average size firm (which could contain multiple establishments)
was approximately 22 workers (Choi & Spletzer, 2012). Contractor injury history: Injury statistics reported to pro-
spective hiring organizations by contractors or other parties on the
A single injury for such employers would produce a rate be- contractor’s behalf. This can include frequency and severity rates,
tween 4.5 and 6.3. U.S. Bureau of Labor Statistics (BLS, 2016), experience modification rates and other loss indices.
however, reports the average injury and illness rate per 100 full-
time construction workers in 2014 was 3.6. This becomes especial- Contractor safety prequalification: A “pre-tender process
ly relevant when considering a company subjecting contractors to used to investigate and assess the capabilities of contractors to carry
prequalification using loss rate criteria and employing 100 workers out a contract satisfactorily if it is awarded to them” (Hatush & Skit-
would report a rate of 1.0 for a single injury. That is about five to 10 more, 1997; Truitt, 2012).
times lower than the prospective contractors’ injury rates, and all
prospective contractors exceed the reported national average. Dis- Days away, restricted or transferred (DART): Nonfatal work-
qualification of all three contractors is likely since each performs place injuries and illnesses requiring recuperation away from work,
worse than the comparison group and far worse than the hiring transfer to another job, restricted duties at work or a combination of
organization. Table 1 (p. 24) summarizes this example. these actions (BLS, 2005).

FIGURE 1 Experience modification rate (EMR): An organization’s actual
claims history over a 3-year period, excluding the last 21 months, ver-
VALUE OF CONTRACTOR sus insurance industry predictions (Brahmasrene & Smith, 2008).
INJURY HISTORY DATA
Hiring organization: A public or private company, corporation,
Proportion of safety professionals rating the importance of evaluating firm, enterprise, authority or institution, or part or combination there-
contractor injury history during contractor prequalification. of, whether incorporated or not, that has its own management func-
tions, consisting of one or many facilities that hires contractors for the
45% performance of workplace projects or tasks. Adapted from definition
for organization provided by ANSI/ASSP Z10 (2017).
32%
Incident rate calculation: An incident rate is a measure of fre-
15% quency (OSHA, 2019) representing the number of injuries and illnesses
occurring within a base population (usually 100 full-time workers)
DRAZEN LOVRIC/E+/GETTY IMAGES 6% over a given period (usually 1 year). Formula: (number of injuries and
illnesses x 200,000)/employee hours worked = incident rate.
0% 0% 1%
Multiple rate examples include: Lost-time accident (LTA) rate;
No Low Slight Neutral Moderate Very Extremely DART rate; and total recordable incident (TRI) rate.

Note. Adapted from “Safety Prequalification Factors for the Selec- Lost-time accident (LTA): A workplace injury or illness that in-
tion of Contractors Within the Steel Industry,” by D. Wilbanks, 2017, volves 1 or more days away from work (OSHA, 2001).
Dissertation, Indiana University of Pennsylvania, ProQuest.
Note. Adapted from “Safety Prequalification Factors for the Se-
lection of Contractors Within the Steel Industry,” by D. Wilbanks,
2017, pp. 20-23. Dissertation, Indiana University of Pennsylvania,
ProQuest.

assp.org JULY 2019 PROFESSIONAL SAFETY PSJ 23

TABLE 1

COMPARISON OF HYPOTHETICAL
CONTRACTOR INJURY & ILLNESS RATES

No. No. injuries Expected Incident

Employer employees or illnesses hours worked* rate** analysis. Were this untrue, any consider-

Contractor A 10 1 20,000 10.0 ation given to granting variances when

Contractor B 16 1 32,000 6.3 specified contractor injury and illness lim-

Contractor C 22 1 44,000 4.5 its are exceeded would be unjustifiable.

National average: Construction workers 3.6 Underreporting
1.0 Kozlovská and Struková (2012) express
Hiring organization 100 1 200,000

Note. *2,000 used as an average for hours worked per employee per year. **Calculated using concern that hiring organizations’ preoc-
200,000 as the rate basis. cupation with loss history measures may
disadvantage the contractor that endeavors

to faithfully report workplace incidents,

FIGURE 2 while providing advantage to less consci-
entious contractors. Contractor concerns
PERCENTAGE OF TIME AUDITS CONDUCTED about the injury rate criteria being viewed

as unfair and arbitrary increase with the

Percentage of the time that loss statistics are audited at the contractor’s physical workplace by emphasis given them (Stricoff, 2000). As a
steel industry safety professionals or by others on their behalf. consequence, “people learn how to make

35 the numbers ‘come out right,’” as there is
little incentive to fully disclose all incidents

30 28.6 27.1 (Ng, Cheng & Skitmore, 2005). Philips
and Waitzman (2013) say, “competition

25 not only begets improvement, it stimulates
cheating.” In their study of 38 contractor

20 18.6 companies, Probst, Brubaker and Barsotti
(2008) observed an average of 3.11 injuries

15 12.9 per 100 workers were officially recorded in
the respective OSHA injury and illness logs.

10 8.6 However, a detailed audit of workers’ com-
pensation medical claims records revealed

5 4.3 a rate of 10.9 injuries was accurate. Other
studies have identified documented cases

0 of fraudulent injury reporting within con-
Never Rarely (less than Occasionally Frequently Majority (51% Expected (more tractor organizations (Gochfeld & Mohr,

10% of the (10% to 25% of (26% to 50% of to 75% of the than 75% of the 2007; Wilbanks, 2016). Among the few
benefits that prospective contractors gain by
time) the time) the time) time) time)

Note. Adapted from “Safety Prequalification Factors for the Selection of Contractors Within submitting incomplete or inaccurate data
the Steel Industry,” by D. Wilbanks, 2017, Dissertation, Indiana University of Pennsylvania, to hiring organizations is an improved pos-
ProQuest. sibility of winning work or, specifically, the

promise of not being excluded from it. For

The safety professional tasked with establishing contractor some, this has proven reason enough.
safety prequalification criteria can simultaneously make two Consider the case of Pacific Gas and Electric Co.’s (PG&E’s) se-
reasoned arguments. The first is that it is illogical to accept lection of Cleveland Wrecking Co., an employee of whose was killed
performance from a prospective contractor that is worse than during the demolition of a power plant (Cox, 2014). Cleveland Wreck-
the national average. The second is that it is illogical to reject a ing did not faithfully disclose its injury incident history, which was
contractor for a single perhaps benign event. Such an event could subsequently found through independent investigation to be greater
include a foreign body in the eye at a windy, dusty work site even than any of the other four competing bidders. This provided the com-
though sealed eyewear was worn and properly donned. Another pany with an undue advantage when the hiring organization com-
could be a lost-time incident from a trip-and-fall event occurring pared bidders’ scorecards. PG&E’s prequalification process may be
on a sunny day where dry conditions, proper footwear, a sidewalk judged to be without practical worth, perhaps due to its lack of rigor
in good repair and no substandard acts were evident. In these in evaluating contractor loss history. Safety professionals responsible
examples, the clearly drawn lines meant to separate the wheat for contractor safety prequalification should grow circumspect about
from the chaff routinely give way to practical reality. Hiring the importance given to self-reported incident rates. As the following
organizations grant variances to prospective contractors to get discussion makes clear, PG&E is not alone.

themselves out of the corner they have painted themselves into. Lack of Audit

This convention is equivalent to looking the other way. It can also Note that prospective contractors self-report injury and illness

be capricious, or at least subject to the individual decision-maker’s rates other than EMRs (Yemenu & McCartin, 2011) and these are

judgment rooted in personal experience that cannot likely be reli- often taken at face value without meaningful verification. This ob-

ably repeated by others, or even by the original decision-maker. servation is supported by recent research in which safety profession-

Regardless of circumstance or severity, injury and illness rates als were asked the percentage of the time that audits are conducted

for contractor populations are often statistically insignificant due at the contractor’s physical workplace by the safety professionals,

to the limited time (hours worked) represented. The consequence or by others on their or their organization’s behalf, to verify the ac-

is that the resulting data is invalid for meaningful comparative curacy of submitted injury or other loss statistics (Wilbanks, 2017;

24 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org

TABLE 2

EMR SHORTCOMINGS

Authors Criticism

1) Everett and Thompson (1995) • The EMR is a complex approach.

Figure 2). Respondents believed such audits 2) Hinze, Bren and Piepho (1995) • The EMR cannot fairly compare the safety records of
were not normally carried out approximately different contractors.
75% of the time; 12.5% of the total respon-
dents were unable to judge the question at all. • New contractors are forced to pay higher premiums
since they are not experience-rated.

• The EMR value is decreased as the project size is

Third-Party Services 3) Coble and Sims (1996) increased.
Contrary to possible general perception,
• Highly paying contractors will have lower EMR
third-party contractor qualification service values.
providers do not typically verify the valid-
ity of contractor self-reported data. Rather, • The EMR can be vulnerable to fraud by contractors to
the industry practice is generally to con- obtain low premiums in three ways:
firm that requisite forms (e.g., OSHA Form 1) manipulating the payroll of workers;
2) misrepresenting work classification;
3) manipulating company ownership.

301) are submitted and are void of form or 4) Hoonakker, Loushine, Carayon, • The EMR is a lagging indicator.

manner errors such as data field omission, et al. (2005) • The EMR is based on worker classification and not on

undated or missing required signatures jobs, which impedes interpretation of results.

(W. Robinson, Browz, personal commu- Note. Adapted from “An Expert System for Strategic Control of Accidents and Insurers’ Risks in
nication, March 11, 2016; K. Vickers, ISN, Building Construction Projects,” by K. Imriyas, 2009, Expert Systems With Applications, 36(2),
personal communication, May 28, 2015; pp. 4021-4034.
K. Reeves, PEC, personal communication,

March 11, 2016). This subtle but important

nuance should be considered when the

word verify is encountered within third-party prequalification (U.S.) solution, an EMR-based paradigm cannot aid hiring orga-

service literature. In fairness, third-party providers would likely nizations and their contractors that operate outside its borders.

deliver a commensurate service if hiring organizations were In sum, EMRs are neither an international nor a national norm.

willing to accept the costs of a statistically significant audit. The Conclusion
rarity of audits, whether by third-party providers or hiring orga- Workplace injury and illness data, however formulated, pro-
nizations, may be because of increased transaction costs (Waara
& Bröchner, 2006). Few organizations are apparently willing to vides a small and perhaps clouded window through which to
accept the increased cost required to conduct audits to verify view a prospective contractor’s expected safety performance.
with confidence the validity of self-reported loss data. The utility of self-reported data depends largely on the honesty
of the contractor, relegating its legitimacy to the honor system.

EMR: A Preferred Alternative? Some will cheat and others will simply misstate data out of

EMRs available through National Council on Compensation ignorance, misjudgment or human error. The scrupulous and

Insurance (NCCI, 2017) are considered an important alternative to meticulous are disadvantaged; the unscrupulous or careless are

self-reported loss rates because they are calculated using the most advantaged. A certified public accountant, for example, would

recent 3-year loss experience data. This is also because EMRs are be skeptical of self-reported financial information not subject

independently calculated and reported comparing the insured to to audit and would likely find the practice peculiar in any other

its peers. But Brahmasrene and Smith (2008) note that EMRs, too, context, including contractor safety prequalification. Likewise,

are subject to interpretation foibles. Less-severe/more-frequent pharmaceutical companies aspiring to promote new drugs for

injury claim histories result in greater deterioration of an entity’s novel uses would never be permitted by the U.S. Food and Drug

EMR than less-frequent/more-severe injury claims; it is a coun- Administration to do so based on self-reported, unaudited data.

terintuitive reality. Also, EMR calculations favor companies with Such would be regarded as reckless and harmful to the com-

greater revenue over those with lower revenue, although no differ- mon good. Yet, self-reported loss data curiously remain coveted

ence in safety efforts or results may be in evidence. Imriyas (2009) by hiring organizations when prequalifying contractors. Given

provides a concise summary of EMR shortcomings (Table 2). the observations noted in this article, less and less of an excuse

Clayton (2016) makes clear that despite the significant benefits exists to rationalize continuing the tradition.

afforded by the EMR metric, its additional limitations include The author recommends that safety professionals disregard

reliability. Only 35 states have adopted NCCI’s rating system. The current and prospective contractors’ self-reported loss statis-

remaining are either independent bureau or monopolistic states. tics. If loss data are demanded, they should be used only when

These include California, New York, Pennsylvania, Ohio, North independently calculated and reported, or otherwise meaning-

Carolina, Washington and Michigan: not a small portion of the fully audited. Remember that contractor safety prequalification

country. Clayton says, “The NCCI EMR offers an interstate rat- is intended to introduce objective facts for comparison to estab-

ing that is only standardized for a portion of the country.” This lished norms so that discriminant choices can be derived. Just

means that an EMR for a contractor that has multistate opera- as travelers cannot successfully navigate by a roving true-north,

tions must be interpreted with the unique knowledge specific to safety professionals or the organizations served cannot reliably

the relevant states’ calculation methodologies. These differences navigate using contractor self-reported loss statistics.

cannot be counted on to be insignificant. Clayton further notes, This conclusion does not indict the integrity of contractors or

for example, that 18 states do not allow for experience rating their hiring organizations but, rather, is based on the reality that

adjustment (ERA). ERA discounts 70% of medical-only claims the data provided are not valid for the intended purpose. This is

to encourage full claim submissions and to reward severity re- because they are frequently not statistically significant and are

duction efforts by insureds. All EMRs are not created equal and not (and perhaps cannot practically be) verified with efficacy.

factually can be derived following significantly dissimilar calcu- The most compelling and, perhaps, underutilized alternatives

lation methods. And because EMRs do not provide a nationwide are to verify contractor (Inouye, 2015; Wilbanks, 2017):

assp.org JULY 2019 PROFESSIONAL SAFETY PSJ 25

David W. Wilbanks,

Ph.D., CSP, is an

assistant professor at

Murray State Univer-

sity’s Department of

Occupational Safety

•employee training and certification: Documented educa- Hinze, J., Bren, D.C. & Piepho, N. (1995). Ex- and Health. He has
tion, training and experience demonstrating the competence of perience modification rating for workers’ com- more than 30 years’
those performing tasks; pensation insurance. Journal of Construction safety and health expe-
Engineering and Management, 121(4), 455-458. rience including on-site
•related work experience: Minimally comprised of contractor’s and corporate assign-
technical expertise; knowledge of regulations; time in the field, includ- Hoonakker, P., Loushine, T., Carayon, P., et ments, in addition to
ing the number of years working on similar projects; total and average al. (2005). The effect of safety initiatives on safe- servicing high-risk
work volume on similar projects; and working in similar geographical ty performance: A longitudinal study. Applied industries nationally
and weather conditions (Doloi, 2009; Mahdi, Riley, Fereig, et al., 2002); Ergonomics, 36(4), 461-469. and internationally.
He earned a Ph.D. from
•liability and regulatory history: The prospective contractor’s Imriyas, K. (2009). An expert system for Indiana University of
recent history of regulatory compliance violations and investi- strategic control of accidents and insurers’ Pennsylvania, an M.P.H.
gations, in addition to litigation history in which the prospec- risks in building construction projects. Expert from Tulane University
tive contractor is either the litigant or defendant; Systems With Applications, 36(2), 4021-4034. and a B.S. from Murray
doi:10.1016/j.eswa.2008.02.029 State University. He is
•capacity to complete the work safely: The current position a professional member
of the contractor to perform the proposed project and broadly Inouye, J. (2015). Best practices in contractor of ASSP’s Purchase Area
includes management ability, adaptability and coordination, management. Itasca, IL: Campbell Institute, Chapter and serves on
and current resources and workloads (Mahdi, et. al, 2002); National Safety Council. the Society’s Technical
Publications Advisory
•pretask/prejob planning: Method used to identify and assess Kozlovská, M. & Struková, Z. (2012). Integration Committee.
the risk of the work to be done, and to ensure that adequate con- of occupational safety to contractors’ or subcontrac-
trol measures are implemented before work activity is begun; tors’ performance evaluation in construction proj-
ects. Selected Scientific Papers: Journal of Civil Engi-
•monitoring: “Periodic assessments during the contract term, neering, 8(1), 13-24. doi:10.2478/sspjce-2013-0002
which varies from daily checklists and/or safety talks to weekly
walkthroughs, monthly and yearly assessment” (Inouye, 2005); Mahdi, I.M., Riley, M.J., Fereig, S.M., et al. (2002). A multicriteria ap-

•postjob evaluations: Structured, objective methods to assess proach to contractor selection. Engineering Construction and Architec-
a contractor’s satisfactory completion of work (e.g., safely, on-
time, required quality standards met, on time) as a primary tural Management, 9(1), 29-37. doi:10.1046/j.1365-232X.2002.00228.x
input for considering the contractor for subsequent work. PSJ
Manuele, F.A. (2013). On the practice of safety (4th ed.). Hoboken, NJ:
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26 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org

CASE STUDY
Peer-Reviewed

SAFETY REWARDS

How They Can
Help & Hinder

By David Oswald, Fred Sherratt and Simon D. Smith

NNO CLEAR CONSENSUS EXISTS within construction safety liter- •What can hinder the success of individually targeted and
ature as to whether companies that use safety rewards are safer group-targeted reward systems?
than those that do not. Through an ethnographic approach, the
study presented in this article investigated a rewards system Construction Safety Reward Systems
used on a large construction project. The researcher utilized The aim of rewards, incentives and recognition is to alter
participant observation as a main research tool within the safe-
ty and health department, attending the project between one the ideas, values and practices carried out to achieve safety
and three times a week for 3 years. Data were collected through behaviors (Eiff, 1999; Vredenburgh, 2002; Wiegmann, Zhang,
site walkarounds, attending meetings, informal discussions and von Thaden, et al., 2002). They generally present bonuses, gifts
the project safety survey results. or prizes to employees or groups of employees for achieving
The results suggest that safety rewards are worth incorpo- certain target levels of injury- or incident-free working hours
rating in wider safety management systems, as the majority of (Vecchio-Sadus & Griffiths, 2004). Safety awards are used on
workers believed these rewards encouraged them to act in a saf- construction projects, yet their effectiveness is still debated.
er manner, especially when the individual award was of finan-
cial worth. For the rewards program itself to be reputable, clear Proponents claim that safety can be improved through behav-
protocol and criteria should be established for safety acts that ior-based safety approaches, in the form of safety observations,
are worthy of winning an award. Group awards that reward low goals, feedback and incentives to promote safe behavior (Cam-
or no incidents within a certain period create risks of underre- eron & Duff, 2007). For example, Mullan, Smith, Sainsbury, et
porting, so it is recommended that other incentive options be al. (2015), found that studies that used rewards, incentives and
explored. A clear protocol should also be established on restric- punishment were more effective than those that merely provided
tions and limitations for work groups with high turnover. information about consequences of “unsafety” or how to perform
the behavior. Yet, critics of behavior-based approaches argue that
Introduction drawbacks can exist with undertaking safety observations, such
as eroding trust, promoting blame and an unhelpful focus on
One strategy adopted on U.K. construction sites in an at- quantity of observations (Oswald, Sherratt & Smith, 2018), and
that incentives can be counterproductive in the long term (Guo,
tempt to mitigate unsafe behaviors is the implementation of Yiu & González, 2015). Cameron and Duff (2007) also note that
researchers have overwhelmingly favored initiatives based on
a safety rewards scheme. It has long been understood that a goals and performance feedback, only without having to be of
material reward, and Hopkins and Maslen (2015) highlight that
link exists between unsafe acts and incidents, and within the individuals seek to please their bosses for psychological rewards,
independent of any material rewards involved.
construction industry it has been argued that a reduction in
Safety incentives in construction can target individuals
unsafe acts must be achieved (Shin, Lee, Park, et al., 2014) throughout the organizational hierarchy from senior executives
(McDermott, Zhang, Hopkins, et al., 2018) to frontline workers
to see improvements in practice. The aim of the case study (Oswald, Sherratt & Smith, 2017). In research terms, there has
been more focus on frontline workers through discussions of
research presented in this ar- behavior-based approaches and analysis of incident rates and
reward schemes. For example, from an analysis of strategies’
KEY TAKEAWAYS ticle was to explore the safety effectiveness in reducing injury rates, Alarcón, Acuña, Di-
reward system as practically ethelm, et al. (2016), found that safety incentives and rewards
•Safety rewards are worth were effective and that companies that do not implement them
incorporating in wider safety implemented on a single have an incident rate 51% higher than companies that do. Like-
wise, Goodrum and Gangwar (2004) found that incentives are
management systems, as they large construction project effective at improving many of the safety performance metrics
used in construction. Yet, Hinze (2002) found that the safest
can influence safe behaviors (of value more than £500 firms are not necessarily the ones that use safety awards, and

of more than half the frontline million) in the U.K. More

workforce. specifically, the research
aimed to answer the follow-
•Reward systems are only
beneficial when decisions and ing questions:

protocols around the systems •How influential was the

are deemed to be fair by those in safety reward system per-

the organization. This fairness ceived to be?

helps, rather than hinders, the •What constituted a moti-

promotion of a just culture. vating award?

assp.org JULY 2019 PROFESSIONAL SAFETY PSJ 27

Geller (1996) argues that safety incentives reduce injuries when cultures], watching what happens, listening to what is
used correctly, but when implemented incorrectly they can do said, asking questions. (O’Reilly, 2005, p. 3)
more harm than good. Maslen and Hopkins (2014) explain that
it is not the financial incentive alone that motivates individuals Ethnographic studies allow researchers to immerse them-
to be safe, but instead that incentives tap into other human selves in a chosen empirical setting for long periods throughout
motives such as the need for approval and the need to be recog- which the researcher’s experience, in terms of participation or
nized as making a valuable contribution. observation at the research site, is used to generate an interpre-
tation of the events that take place (Dey, 2002). Drawing upon
Research Methods both quantitative (e.g., questionnaire surveys) and qualitative
This case study project used an ethnographic approach to the (e.g., interviews, observation) data (Kawulich, 2005) to explore
a phenomenon in detail creates what Pole and Morrison (2003)
empirical research (O’Reilly, 2005). Ethnography is an: call “inclusive ethnography.”

iterative-inductive research [that evolves in design In this case study project, the lead researcher adopted the
through the study], drawing on a family of methods, role of participant observer, becoming a member of the safety
involving direct and sustained contact with human and health department. Traveling to the research setting ap-
agents, within the context of their daily lives [and proximately twice a week for 3 years between 8:00 a.m. and 5:00
p.m., the researcher gathered a significant body of data. In a
FIGURE 1 3-year period, more than 1,500 hours were spent at the setting,
with more than 200 field notes recorded and 150 units of doc-
SCHEME ENCOURAGES SAFE WORK umentary data collected. A portion of this data was relevant to
the theme of safety rewards. The researcher used the safety and
Percentage response to “The Safely Award Scheme encourages me to health advisors as key informants and gatekeepers to gain ac-
work safely” (n = 424 respondents). cess to observation opportunities. The advisors were located in
different physical areas of the project and were able to introduce
4 the researcher to the various construction work groups through
15 a snowball sampling strategy. Being a large civil engineering
project, the operative trades were typically ironworkers, weld-
20 Strongly agree ers, scaffolders and carpenters. The researcher adopted an overt
9 Agree approach in which the purpose of the research was explained
Not answered to workers and a protocol developed for established rapport
Disagree with participants (Oswald, Sherratt & Smith, 2014). The data
Strongly disagree gathered related to this theme was categorized further into two
subthemes: individual- and group-based awards.
52
In this study, data collection involved using contextually ap-
FIGURE 2 propriate ethnographic methods that included combinations of
participant observation of workers at key areas on construction
SCHEME ENCOURAGES sites (including site inductions and other forms of training, site
INTERVENTIONS offices, canteens and work sites); informal and unstructured
interviews with employees throughout the hierarchy from direc-
Percentage response to “The Safely Award Scheme encourages me to tors to site laborers; and documentary analysis of the contractor’s
make interventions when I witness people working unsafely” (n = 424 site safety survey results. This exposure to the natural setting,
respondents). rather than a contrived setting, is arguably a major strength
of ethnographic approaches in terms of validity (LeCompte &
4 Strongly agree Goetz, 1982). The qualitative and quantitative data were orga-
17 Agree nized using NVivo software and analyzed through a thematic
Not answered analysis (Braun & Clarke, 2006). In terms of generalizability, a
21 Disagree sample population analysis (statistical generalizability) was not
Strongly disagree undertaken; instead, case studies seek analytical generalization,
10 which is an appropriate logic for this type of research (Yin, 2013).
Analytic generalizability is “the extraction of a more abstract
48 level of ideas from a set of case study findings—ideas that never-
theless can pertain to newer situations other than the case(s) in
the original case study” (Yin, 2013).

Results
The safety award scheme in operation on this site had two

award types: individual- and group-based awards. In the individ-
ual type, nominated employees could win a monetary award (e.g.,
shopping voucher) for a positive safety act that month. To encour-
age inclusion of all employees, anyone on the project could nom-
inate an act by another worker. However, this also created some
challenges: little choice existed in months with low nominations;
winners were often from the departments that were proactively

28 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org

engaging with the award system; and at times employees were re-
warded for acts that did not always seem worthy of being reward-
ed. This led to suspicions of injustice within the awards process,
with one worker suggesting that “only one team is [ever] award-
ed.” The team to which this worker referred was a department
that had many work groups and individuals winning awards.
In the winning group, all members received a team T-shirt for a
length of time (typically a year) without a lost-time incident.

Such awards aim to incentivize both positive safety behaviors
(through individual awards) and avoidance of negative safety
behaviors that could lead to incidents (through group awards).
The individual and group awards in the scheme were designed
to complement each other by incentivizing positive safety be-
haviors and disincentivizing negative ones.

ADVENTTR/ISTOCK/GETTY IMAGES PLUS Effectiveness of the Award Scheme Safety awards aim to incentivize both
The survey results indicated that the majority of workers be-
positive safety behaviors and the avoid-
lieved the scheme had a positive influence on their own safety
behaviors, suggesting that award schemes should be seriously ance of negative safety behaviors that
considered in an overarching safety management system. More
than 65% of the respondents either agreed or strongly agreed could lead to incidents. The individual
with the statements, “The Safely Award Scheme encourages
me to work safely” (Figure 1); and “The Safely Award Scheme and group awards in the scheme were
encourages me to make interventions when I witness people
working unsafely” (Figure 2). designed to complement each other by

This suggests that financial incentives have a place within an incentivizing positive safety behaviors
overarching safety management system. However, the design
of an effective reward system is far from simply providing an and disincentivizing negative.
incentive that motivates workers, as undesired and unexpected
behaviors can still occur. tives, the individual award had a greater influence as a motivator
than the group awards, which had little financial worth. For ex-
Those who disagreed or strongly disagreed gave further ample, the team T-shirts being distributed for 100 and 365 days
insights in the comments section of the survey. For example, without a lost-time incident were regarded as poor motivators for
comments included: workers. An operative stated, “We don’t have a bad accident for a
year, and we get a [expletive] T-shirt. A year is quite a long time.
“[There] shouldn’t be awards. Working safely is When am I ever going to wear a team T-shirt?”
something mandatory.”
Therefore, both the individual and group award should be
”I don’t believe in a reward scheme for safety. All designed and detailed with care, as the findings show they are
staff should act safely on a construction site without susceptible to unexpected challenges and undesirable behav-
the carrot of a chocolate watch.” iors. For example, in one of the safety and health meetings, an
advisor warned others of a previous experience, stating, “We
”Rewards are the wrong way to go about this. A need to be careful with the award. On my last job, guys started
systematic change in the culture is what is needed, a fire so they could put it out in an attempt to win the award.”
not short-term gains through rewards.”
Unexpected challenges also arose around the awards process.
Although the safety award scheme is not expected to be in- For example, the unsteady and transient nature of the workforce
fluential for behavior change of all employees, the survey results caused confusion surrounding protocol for team awards. For ex-
suggest that it influenced the majority and is therefore deserv- ample, a safety and health manager stated, “Four out of 22 of the
ing of further attention. guys have been there a year and they want T-shirts for all of them.
Only four should qualify; but then one of the guys said, ‘you can’t
Individual- & Group-Based Awards give one sweetie to one kid and not to another.’ In the end it was
At the frontline, operatives were strongly financially moti- decided at management level that none would be issued.”

vated. For example, one respondent stated, “Operatives are only For team awards, there was confusion over the criteria when
interested in money so [give out] vouchers.” teams with a transient workforce or high turnover qualified.
This typically resulted in awards not being distributed, creat-
The frontline workers often expressed frustration when su- ing feelings of injustice among workers. In this case, a lack of
periors were awarded with the individual safety reward. For
example, an operative responded, “Why do supervisors get
awarded? We do the work and they already take the money.”

In some cases, the winners of the award did not believe they
had gone above and beyond normal safety expectations to be
awarded. For example, a supervisor stated, “Well, I’m confused.
I actually won an award, but I had done nothing special. I was
just doing my job.”

The challenge with the monthly award was that often there
were only a few candidates to choose from, meaning the award
could be given for an act that did not seem worthy. For opera-

assp.org JULY 2019 PROFESSIONAL SAFETY PSJ 29

POSITIVE REWARD SYSTEM FEATURES reward system that incentivizes frontline workers is one of
worth. However, despite having the ability to influence most
Award Design frontline workers, a safety reward must be designed appro-
•Motivation. The award should be motivating. This study priately to have impact; even still, some workers will have the
found financial awards to be more motivating than nonfinan- opinion that awards should not be needed to incentivize safe
cial ones (e.g., team T-shirts). work. A poorly planned safety award system risks causing more
•Reasonable. The award should be of reasonable value. Too harm than good in terms of worker perceptions of organiza-
little a value reduces motivation, too great a value allows for tional fairness, a just culture and worker reporting.
perverse outcomes (e.g., creating a fire to win an award for
extinguishing it). A key component in an organization’s safety culture is the
•Behaviors over incident rates. Awards should focus manner in which safe and unsafe behaviors are evaluated and the
on safe behaviors rather than incident-free periods, which consistency of the rewards and penalties issued (Reason, 2008).
encourage underreporting. Eiff (1999) stresses the need for a fair evaluation to promote safe
behaviors and discourage unsafe ones. Bolt, Haslam, Gibb, et al.
Award Criteria (2012), report that a just/fair characteristic was one of the many
•Eligible winners. It should be clear who can and cannot characteristics that contributed to the safety and health success
win the award. Frontline workers may feel it is unfair that of the 2012 London Olympic Park project, which achieved zero
managers can be awarded. fatalities and an incident frequency rate of 0.15 (Wright, 2012).
•Nomination process. The nomination process should Hopkins and Maslen (2015) also argue that evaluation is consid-
be clear and rigorous. Consideration should be given to how erably more of a motivator than the money that goes with it. One
often an award is distributed. Low nominations can create the worker’s statement that “You can’t give one sweetie to one kid and
risk of rewarding unworthy acts if choice is limited. not to another” suggests he thought the proposed actions were
•Unanticipated scenarios. A clear protocol for unex- unfair. This challenge is perhaps intensified in the construction
pected scenarios should be considered. For example, consider industry. Unlike other industries, the construction industry has a
whether group winners will be awarded in the event of high project-based, dynamic, transient nature in which a high turnover
worker turnover during an award period. of workers frequently exists. Stable groups have not only been
linked to improved safety performance (Gherardi & Nicolini,
Award Evaluation 2002) but also to productivity (Hughes & Thorpe, 2014). However,
•Fair evaluation. Transparency is essential so that workers many construction frontline work groups are small, and therefore
feel the award process is fair. Continually awarding the same group members are more likely to feel that they can make a dif-
teams, departments or individuals can raise suspicions. Proto- ference (Hopkins & Maslen, 2015). Instead of awarding all work
cols to avoid this should be considered. group members T-shirts in the high turnover group, no T-shirts
were awarded despite the team qualifying for the award, which
Avoid awarding unworthy acts that can be deemed basic safety could appear unfair. Vrendenburgh (2002) notes that distributing
requirements rather than safety excellence. This can undermine prizes and money without a clear, consistent set of contingencies
the award system, and risk creating feelings of injustice among can reduce the potential to obtain the desired outcome. Hence, it
workers, and even confusion among winners who believe the is critical that construction companies creating incentive schemes
award is undeserved. Examples of types of winning acts could have a clear, fair protocol for such situations.
help create a shared perception of fairness in the award process.
Another potential issue is when the award directly equates
clarity existed as to whether the whole team should be awarded, prizes with number of incidents (Krause & McCorquodale,
when only four out of 22 had been present during the entire 1996). The results in this study support the notion that these
duration of the award period. The use of such parameters also programs encourage workers to not report an incident so they
created risks of underreporting with regard to the group-based will not lose individual incentives or be the reason that the
award. For example, in reference to the 100-day incident free whole group does not receive an award. OSHA is critical of
group award, one advisor stated, “I wouldn’t want to be the guy injury rate bonuses because these schemes suppress reporting
that ruined the whole team’s award on day 99.” (Fairfax, 2012). The agency is particularly critical where a team
is awarded if no one is injured within a certain time frame, as
This could have encouraged underreporting of incidents on the pressure to not report is overwhelming. Reporting an injury
the project, which was widely acknowledged by research par- may affect not only an employee’s bonus, but also a coworker’s.
ticipants. For example, one member of the security team stated, Hence, the group award can send a paradoxical message to
“So much gets swept under the carpet it has become a trip haz- workers, as organizations encourage reporting all incidents to
ard.” Hence, there was awareness of the risks of nonreporting, learn lessons, yet the organization is also rewarding fewer lost-
but no clear suggestions on how to manage them. time incidents. The extent of this issue led Hopkins and Maslen
(2015) to recommend that CEOs should be incentivized to re-
Discussion duce incidents, while workers should instead be incentivized to
The survey results suggest that safety award schemes are report bad news rather than suppress it.

worth incorporating in wider safety management systems, as The “Positive Reward System Features” sidebar summariz-
they have potential to influence most workers to act in a safer es the key elements of a positive reward system as identified
manner. Goodrum and Gangwar (2004) found that craftwork- through this case study project.
ers have a much more positive reaction to incentives than their
managers, and the results in this study also suggest that a safety Conclusion
Safety rewards are worth incorporating into wider safety

management systems, as they have potential to influence most

30 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org

workers to act in a safer manner. However, they should also be McDermott, V., Zhang, R.P., Hopkins, A., et al. (2018). Constructing
designed with an appropriate award, and judged fairly using clear safety: Investigating senior executive long-term incentive plans and safe-
protocols on what actions are worthy for winning and where ty objectives in the construction sector. Construction Management and
restrictions or limitations apply. This case study suggests that for Economics, 36(5), 276-290.
frontline workers, the individual award should be of financial
worth; the act should be perceived as above and beyond normal Mullan, B., Smith, L., Sainsbury, K., et al. (2015). Active behavior
safety expectations; and clear guidance should be established on change safety interventions in the construction industry: A systematic
who qualifies for the individual awards. For the group awards review. Safety Science, 79, 139-148.
that reward low or no incidents within a certain period, the risks
of underreporting remain, which suggests that other options O’Reilly, K. (2005). Ethnographic methods. London, England: Routledge.
should be explored. A clear protocol should also be established Oswald, D., Sherratt, F. & Smith, S. (2014). Handling the Hawthorne
on qualification for groups with high turnover. The authors Effect: The challenges surrounding a participant observer. Review of
recommend that reward systems be clearly thought through, Social Studies, 1(1), 53-73.
with criteria clearly stipulated to avoid underreporting, feelings Oswald, D., Sherratt, F. & Smith, S. (2017). An investigation into a
of unjustness and confusion over award qualification, and lack health and safety rewards system on a large construction project. Pro-
of social acceptance for unworthy winners. Future work should ceedings of the 33rd annual ARCOM Conference, Cambridge, England,
explore what helps and hinders reward systems in other contexts 370-379.
and countries to build further theoretical understanding of this Oswald, D., Sherratt, F. & Smith, S. (2018) Problems with safety ob-
complex area of safety and health. PSJ servation reporting: A construction industry case study. Safety Science,
107, 35-45.
References Pink, D.H. (2009). Drive: The surprising truth about what motivates
us. New York, NY: Riverhead Books.
Alarcón, L., Acuña, D., Diethelm, S., et al. (2016) Strategies for im- Pink, S., Tutt, D., Dainty, A., et al. (2010). Ethnographic methodol-
proving safety performance in construction firms. Accident Analysis ogies for construction research: Knowing, practice and interventions.
and Prevention, 94, 107-118. Building Research and Information, 38(6), 647-659.
Pole, C. & Morrison, M. (2003). Ethnography for education. Berkshire,
Bolt, H., Haslam, R., Gibb, A.G., et al. (2012). Preconditioning for suc- England: McGraw-Hill Education.
cess: Characteristics and factors ensuring a safe build for the Olympic Reason, J. (2008). The human contribution: Unsafe acts, accidents and
Park (RR955). London, England: U.K. Health and Safety Executive. heroic recoveries. Farnham, England: Ashgate.
Shin, M., Lee, H.-S., Park, M., et al. (2014). A system dynamics ap-
Braun, V. & Clarke, V. (2006). Using thematic analysis in psychology. proach for modeling construction workers’ safety attitudes and behav-
Qualitative Research in Psychology, 3(2), 77-101. iors. Accident Analysis and Prevention, 68, 95-105.
Vecchio-Sadus, A.M. & Griffiths, S. (2004). Marketing strategies for
Cameron, I. & Duff, R. (2007). A critical review of safety initiatives enhancing safety culture. Safety Science, 42(7), 601-619.
using goal setting and feedback. Construction Management and Eco- Vredenburgh, A.G. (2002). Organizational safety: Which manage-
nomics, 25(5), 495-508. ment practices are most effective in reducing employee injury rates?
Journal of Safety Research, 33, 259-276.
Dey, C. (2002). Methodological issues: The use of critical ethnography Wiegmann, D.A., Zhang, H., von Thaden, T., et al. (2002). A synthesis
as an active research methodology. Accounting, Auditing and Account- of safety culture and safety climate research (Technical report ARL-02-
ability Journal, 15(1), 106-121. 3/FAA-02-2). Savoy, IL: Aviation Research Lab, Institute of Aviation,
University of Illinois at Urbana-Champaign.
Eiff, G. (1999). Organizational safety culture. Proceedings of the Tenth In- Wright, E. (2012, May 31). Olympic health and safety: Record break-
ternational Symposium on Aviation Psychology, Columbus, OH, 778-783. ers. Building. Retrieved from www.building.co.uk/olympic-health-and
-safety-record-breakers/5036956.article
Fairfax, R.E. (2012, March 12). Employer safety incentive and disin- Yin, R. (2013) Validity and generalization in future case study evalua-
centive policies and practices (Memorandum). Retrieved from www tions. Evaluation, 19(3), 321-323.
.osha.gov/as/opa/whistleblowermemo.html
David Oswald, Ph.D., is a lecturer at RMIT University teaching in
Geller, E.S. (1996, Oct.). The truth about safety incentives. Profession- the construction management and OSH programs. He has published
al Safety, 41(10), 34-39. award-winning safety and health research, and has a proven track record
in ethnographic research methods. He collaborates with leading industrial
Gherardi, S. & Nicolini, D. (2002). Learning the trade: A culture of and academic institutions in the U.K. and Australia. Oswald holds a Ph.D. in
safety in practice. Organization, 9(2), 191-223. Health and Safety in the Construction Industry and an M.S. in Structural and
Fire Safety Engineering from University of Edinburgh.
Goodrum, P.M. & Gangwar, M. (2004, July). Safety incentives: A study
of their effectiveness in construction. Professional Safety, 49(7), 24-34. Fred Sherratt, Ph.D., is a senior lecturer in construction management at
Anglia Ruskin University. She has worked in the U.K. construction industry
Guo, B.H.W., Yiu, T.W. & González, V.A. (2015). Identifying behavior for more than 13 years, starting as a site secretary and working up through
patterns of construction safety using system archetypes. Accident Analy- the ranks via the planning function to site management. She has won multi-
sis and Prevention, 80, 125-141. ple awards for her research. Sherratt holds a Ph.D. in Construction Site Safe-
ty and a B.Sc. in Construction Management from University of Bolton.
Hinze, J. (2002). Safety incentives: Do they reduce injuries? Practice
Periodical on Structural Design and Construction, 7(2), 81-84. Simon D. Smith, Ph.D., is a chartered engineer and Fellow of the In-
stitution of Civil Engineers (ICE). He has enjoyed a varied research career in
Hopkins, A. & Maslen, S. (2015). Risky rewards: How company bonus- construction management undertaking and supervising a range of proj-
es affect safety. Farnham, England: Ashgate. ects. He has taught undergraduate and postgraduate engineering, math
and business, and authored more than 80 articles. He is honorary editor
Hughes, R. & Thorpe, D. (2014). A review of enabling factors in of ICE’s Journal of Management, Procurement and Law. Smith earned a Ph.D.
construction industry productivity in an Australian environment. Con- in Civil Engineering from University of Edinburgh, and a B.Eng. from Lough-
struction Innovation, 14(2), 210-228. borough University.

Kawulich, B. (2005). Participant observation as a data collection
method. Qualitative Social Research Forum, 6(2). Retrieved from www
.qualitative-research.net/index.php/fqs/article/view/466/996

Krause, T.R. & McCorquodale, R.J. (1996, March). Transitioning away
from safety incentive programs. Professional Safety, 41(3), 33-36.

LeCompte, M.D. & Goetz, J.P. (1982). Problems of reliability and valid-
ity in ethnographic research. Review of Educational Research, 52(1), 31-60.

Maslen, S. & Hopkins, A. (2014). Do incentives work? A qualitative
study of managers’ motivations in hazardous industries. Safety Science,
70, 419-428.

assp.org JULY 2019 PROFESSIONAL SAFETY PSJ 31

SAFETY CULTURE
Peer-Reviewed

TSSCP

Advancing a
Transit Strategic Safety

Culture Paradigm

By Levern McElveen

TTHE TRANSIT STRATEGIC SAFETY CULTURE PARADIGM (TSSCP) is for reducing work-related incidents, as well as ethical, regulatory
a tool designed to enhance the safety culture process in the U.S. and humane concerns. Developing a strong safety culture holds
transit industry by developing and implementing a sustainable tremendous potential for the transit industry because the benefits
safety culture to reduce incidents, improve service delivery, and can result in a permanent reduction in incidents and a change in
enhance quality of life for customers and employees. Based on the values and feelings that will be realized and measured by transit

Asian railway model of safety excellence, this model is a unique leadership, management and other stakeholders. Additional ben-

approach to establishing a sustainable safety culture in the transit efits include enhanced organizational performance by energizing

industry that currently does not exist. It is also reflective of Dem- and motivating employees, unifying stakeholders around shared

ing’s total quality management (TQM) process, which originated goals, a higher mission and reshaping employees’ behavior so that

in Japan in 1954 and was introduced to the U.S. industrial sector actions are aligned with strategic priorities (Daft, 2007).

as the 14 points TQM during 1960 and 1970 (Deming, 2017). Transit leaders must move beyond the position of viewing in-

The need for an innovative safety model in the transit industry cidents as another unfortunate mishap or the cost of doing busi-

that ensures passenger and employee safety is long overdue. Ad- ness in operations. They must be proactive, not reactive. They

vancing TSSCP provides a road map for developing and imple- must draw on their courage and dedication to help the industry

menting a sustainable safety culture in the transit industry. This tap the potential of a TSSCP model and make safety a priority.

model advances a critical new way of thinking, conceptualizing and To describe TSSCP in detail, this article examines:

operationalizing a culture of safety that is thought to be far more •defining transit safety culture;

important than safety climate regarding safety values, behaviors •U.S. transit safety culture;

and attitudes of employees in reducing incidents (Zohar, 1980). •the Asian railway model of safety excellence;

To reduce incidents in the transit industry and address seri- •TSSCP factors;

ous inadequate leadership and human concerns, leaders must •TSSCP safety culture design;

focus on a model that builds a •the role of senior leadership within TSSCP;

KEY TAKEAWAYS strong, vibrant safety culture •transit mission, vision and guiding principles;
within the transit community. •education training and development within TSSCP;
•This article discusses the tran- Transit leaders must engage •employee engagement;

sit strategic safety culture para-

digm (TSSCP), a tool designed to all ranks of employees, con- •workforce development and diversity;

enhance safety culture process tractors, labor management, •TSSCP strategy.

in the U.S. transit industry. politicians, citizens and all A summary and discussion of prospective future implications
who share a common vision emphasize the vital importance of TSSCP now and into the future.
•The model is based on the
Asian railway model of safety of safe and efficient operations
excellence, an approach to es- of service delivery. Everyone Defining Transit Safety Culture

tablishing a sustainable safety must work toward zero inci- Transit as related to TSSCP is defined as those systems that RAZAKLATIF/ISTOCK/GETTY IMAGES PLUS

culture in the transit industry. dents, fatalities and injuries by operate under Federal Transit Administration regulation (pre-
reducing incident rates along viously 49 CFR Part 659; currently 49 CFR Part 673 and 674).
•The article discusses transit with addressing entrenched These systems operate largely in urban communities with fre-

safety culture, and outlines

factors of TSSCP such as design, and systemic disregard for the quent stops (Note: the regulation governs rail transit).

the role of leadership, guiding two most critical components How do we define a transit safety culture? It has been argued

principles, training, employee of a safety culture: customers theoretically that every system has a safety culture, no matter

engagement, workforce de- and employees. how good, bad or indifferent that culture might be (Galloway,

velopment and diversity, and There are sound economic, 2015). Literature also states that many leaders and safety pro-

strategy. legal, moral and ethical reasons fessionals believe they have a strong safety culture when in fact

32 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org

they have nothing more than a safety climate consisting largely Examples of hazards transit employees have experienced include:
of plans, policies and procedures. A safety culture operates at a •a false indication from a supervisory control and data acqui-
much higher level than a safety climate (Zohar, 1980). sition on a light rail or metro system that power is de-energized
when power is energized;
However, unlike the nuclear industry and other high-risk •a train passes a work zone at a normal operating speed when
systems that have a defined safety culture, the transit industry a speed restriction has been implemented due to miscommunica-
has yet to define a transit safety culture. A Transit Cooperative tion between an operator and operation control center (OCC);
Research Program (TCRP) report states: •a train operator is given instructions to make a reverse move
(move against the normal flow of train traffic) from a terminal,
Since little has been written about the role of safety but the instruction is not properly communicated to track in-
culture in public transportation, the research team spectors and the train comes up behind a work crew;
relied heavily on the literature of the theory of safety •a train failing to properly shunt and OCC no longer able to
culture and its application to aviation, nuclear power identify the train on the supervisory control and data acqui-
operations, natural resource extraction and related sition board or an indication that a train has occupancy at a
fields. Early accident investigations and discussions terminal and the train has long departed;
of safety science mostly focused on technical fail- •track maintenance employees inspect and perform track
ures and human error. There were a few studies that maintenance in many cases under live conditions daily.
focused on organizational and social factors. For These examples are real incidents that have occurred in the
example, Turner (1978) used accident case studies to transit environment (NTSB, 2019).
produce a theory of socio-technical accidents that ex- Second, the HRO model mirrors the practices and applica-
amined such causes. (National Academies of Sciences, tions found in the Asian railways, which have a documented
Engineering and Medicine, 2015) process of reducing incidents by reducing technical and human
errors. These risks and hazards become the rationale for intro-
This TCRP report finds that safety culture is complex and ducing TSSCP to the transit audience.
multidimensional, and that many theoretical models of safety Finally, the example cited in the TCRP study regarding New
culture exist (e.g., Westrum, Reason, Hudson, Guldenmund, York transit with a communication failure during rush hour
Cooper). Of these models, two are of particular interest to the with more than 5,000 passengers is the exact reason the transit
public transportation industry (National Academies of Scienc- industry should implement a model similar to HRO. Transit
es, Engineering and Medicine, 2015): systems must develop a model of strategic thinking regarding
safety as a core value so that such an incident will never occur.
1) Reason’s safety culture model: The most elaborate and This is the theory and essence of HRO and TSSCP.
sophisticated of these models is the Reason model, which is
grounded in Reason’s practical experience. It is this model that U.S. Transit Safety Culture: What Is at Stake?
the research team believes has the most general application to In the U.S. transit industry, incidents continue to plague transit
the public transportation industry.
systems daily. The transit industry moves vast numbers of people
2) High-reliability organization (HRO) model: The research team daily into, within, through and out of defined local metropolitan
believes that larger transit authorities operating heavy rail should and regional communities. News media outlets have presented re-
consider adoption of the HRO model normally employed in high- cent tragedies in rail transit systems as glaringly devastating events
risk industries such as aviation, nuclear operations and offshore and will continue unless there is an effort to reduce transit incidents.
petroleum operations. Two subway trains operating under com-
munications-based train control at rush hour in the tunnels of New On June 22, 2009, the worst incident in transit history oc-
York City carry up to 5,000 passengers. The results of a head-on curred in Washington, DC, on the Red Line of the Washington
collision due to a communications-based train control failure and a Metropolitan Area Transit System:
subsequent fire at rush hour would lead to a total number of casual-
ties that would exceed most high-risk industry incidents and could On June 22, 2009, at approximately 5 p.m., train 112
cripple all transportation within New York City for weeks. struck the rear of stopped train 214 near the Fort Tot-
ten station in Washington, DC. The lead car of train
The author agrees with the research finding that transit safety 112 struck the rear car of train 214, causing the rear
culture is complex and multidimensional. Accordingly, Schein car of train 214 to telescope about 63 feet into the
(2004) states, “1) culture is deep and not to be taken lightly; 2) lead car of train 112. Nine people aboard train 112 were
leaders need to manage culture or the culture will manage the killed as a result of the accident, including the train
leaders; and 3) culture is socially learned.” Transit leaders and operator, and dozens were injured. (NTSB, 2010)
safety professionals must understand that the development of a
transit safety culture is a large process that must be digested one On Sept. 29, 2016, a New Jersey Transit System commuter train
bite at a time. crashed at a Hoboken Terminal in Hoboken, NJ. The incident
occurred during the morning rush hour, at one of the busiest
The TCRP report is subject to challenge. Based on the author’s transportation hubs in the New York metropolitan area. The
experience, HRO would be the most effective model for TSSCP events leading up to the crash remain unclear. One person died;
implementation. First, transit is an unforgiving environment. 114 others were injured. The audit report from the incident cited
The development and implementation of a sustainable transit a number of recommendations for the troubled system:
safety culture must begin with knowing the transit environment
and the many hazards and dangers employees encounter daily. “The path forward should be to ‘corporatize, profession-
alize and depoliticize,’” the audit states. “This means
For example, transit employees often work near railway electrifi- New Jersey Transit needs to operate more like a business
cation systems, such as a third rail or an overhead catenary, or per- than a quasi-agency and be more independent of state
form track inspections and repairs during revenue operations. One
single failure can result in fatalities or severe injuries to persons in assp.org JULY 2019 PROFESSIONAL SAFETY PSJ 33
contact with the system including employees and passengers.

government. The organization needs to fill key leadership trial sector. Transit officials must stop relying largely on a safety
positions with individuals who are true transit domain climate model characterized by plans, policies, procedures and
professionals.” (TradePress Media Group, 2018a) bulletins, which is based on a top-management-knows-best par-
adigm. Rather, understanding how to reduce incidents, fatalities
California Public Utilities Commission (CPUC) fined Bay and injuries in the rail transit industry depends on successfully
Area Rapid Transit (BART) $1.3 million for the deaths of two developing and implementing a sustainable, strong and vibrant
track workers during an October 2013 strike and placed BART safety culture that builds upon customers, employees, training,
on a 3-year probation for safety failures that led to the deaths. caring, trust, mutual respect, value creation, enterprising spirit,
An article on the incident states, “After a lengthy investigation, open communication and employee engagement.
the CPUC determined that BART violated several safety rules
and requirements, and that some or all of the violations ‘likely The APTA (2017) study found that in Asian railways, safety is
contributed in some manner to the incident,’ commission offi- a mind-set, and is at the forefront of the Asian railway systems’
cials said” (TradePress Media Group, 2018b). In February 2018, service delivery. Yet, there is no distinct office of safety, nor
safety concerns caused the entire Baltimore subway system to an executive director of safety position. Asian railway systems
close for a month (Campbell, 2018). have corporate safety divisions responsible for developing the
organizational safety plan, performance metrics and safety
According to American Public Transportation Association strategies to be implemented system-wide. Under the safety
(APTA, 2018) ridership data, the industry transported more than 10 plan, each department is responsible for safety. Quality takes
million passengers in 2017. Social mobility and quality of life are at the lead on safety assessments and audits. Therefore, safety be-
stake for millions of citizens (Chetty, Hendren, Kline, et al., 2014). comes the process that drives all functions and activities and is
ingrained in the organizational culture as a core value, under-
Without change, incidents will continue to plague the indus- stood by all employees that everyone is responsible for safety.
try, creating lawsuits that cost taxpayers millions of dollars in
payouts, which will directly impact transit system bottom lines Safety training is at the forefront of the Asian railway mod-
and service delivery. The toxic safety culture will continue to el. The motto of JR East in Tokyo, Japan, is that safety is the
create high employment turnover rates in the transit system. company’s most important management value. Through its
Employees will continue to be unwilling to report adverse events training center, the company works to implement that motto by
and unsafe conditions for fear of reprisal or belief that reporting improving organizational capability in the field. With the aim of
will not result in change because of ineffective communication training future employees, the training center provides an envi-
between workers and leadership. Employees will continue to feel ronment that includes technical training to develop specialties by
they have no voice and that management is unjust. They will con- using high-tech systems. The hands-on environment has equip-
tinue to not feel empowered to perform critical thinking and not ment such as a practice railway track-electronic grade crossing,
feel commitment to the system’s vision and mission (IHI, 2019). automatic train control with programmed route control system
Employee inaction in the face of safety hazards will continue to and a practice room for tickets and information system. The cen-
plague the system and eventually a major incident may occur. ter uses multi-personal simulators and motion-capable instruc-
tional materials. It is equipped with an audio-visual room with a
In systems that have developed and implemented sustainable teleconferencing system that uses a large-screen television.
safety cultures, employees are encouraged to work toward safety
changes. Employees are empowered; they become engaged and Similarly, Tokyo Metro in Japan has an elaborate training center
take pride in their work product and work outcome. They take with a motto of “developing personnel to provide peace of mind.”
ownership for the service they deliver and have a passion for serv- Through this center, the company works to improve organizational
ing customers. They report safety hazards and concerns, and place capability (human capital) in the field to ensure this idea of providing
emphasis on service delivery. It is proven that a safety culture model, peace of mind service. With the aim of developing human resources
when properly developed and implemented, yields a tremendous with a wide range of advanced skills and know-how in connection
reduction in incidents, which can lead to a zero-incident rate in the with the latest technology, the center not only provides staff with
transit industry, similar to the models observed in Asian railways. extensive training, but it also promotes cross-departmental coordi-
nation to improve the overall capabilities of the Tokyo Metro. In par-
Asian Railway Model of Excellence: Lessons Learned ticular, Tokyo Metro has integrated training under one roof that was
To strengthen the U.S. transit industry safety culture para- previously delivered by different departments. This approach breaks
down potential silos that may exist in the training process.
digm, in spring 2017, APTA sponsored the International Tran-
sit Study Mission on Safety Culture, State of Good Repair and During the study mission, the author observed and heard
Innovative Operations to Hong Kong, Singapore and Tokyo, testimonies from executives of Asian railways about their ex-
Japan. APTA selected countries in Asia because these systems perience coming up through the ranks of their transit systems
have outstanding safety records in transporting more than 5.5 as well as their academic training (Masaki, 2017). Experiences
million passengers per day and have few incidents because of cited by the Asian railway senior leaders allowed them to view
their outstanding safety culture models. Additionally, Asian safety holistically in their systems as a critical core value. Not
railway systems have engineering and technological processes only were the Asian executive team members academically and
in place for monitoring, assessing and maintaining assets in a technologically educated, managers and directors were also
state of good repair (APTA, 2017). well trained in their respective disciplines and view training as
a core value of their guiding principles.
The study sought to examine the safety culture, state of good
repair, innovative operations and models of excellence, and re- Asian railway executives also discussed employee turnover
turn with lessons learned for the U.S. transit system. APTA se- (Masaki, 2017). The turnover rate in Asian railways is less than 1%.
lected 25 transit professionals to participate in this study mission. Executives explained that employees do not leave the Asian railway
The author believes that the Asian railway model of excellence because the employment onboarding process is designed to give em-
can be successfully developed, implemented and sustained in the ployees a career rather than a job; employees are highly engaged by
U.S. transit industry just as TQM was implemented in the indus-

34 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org

FIGURE 1

TSSCP CULTURE MODEL

Leadership role in safety culture

Enterprising spirit Customers a strong safety culture, safety behavior will ideally align with
safety, teamwork, communication, trust, integrity and engage-
Motivation Employees ment to yield a safe environment (McElveen, 2012).

Value creation SAFETY Training/development First, a fundamental precept of TSSCP is that all employees,
Caring CULTURE Open communication including board members, CEOs, senior leadership, managers,
line employees and contractors, have a duty, responsibility, au-
Mutual respect Engagement thority and accountability for safety in the organization, as well
as safety behaviors extending into every part of the external
Wellness Trust/trustworthiness service delivery market. However, unless all are trained to un-
derstand and know their duty, responsibility, authority and ac-
Teamwork Empowerment countability for safety, the goal of developing, implementing and
sustaining a transit safety culture remains a serious challenge.
Procedural justice Rewards/awards/recognition
Second, TSSCP clearly outlines safety duty, responsibility, author-
an organization that is driven by a culture of optimal productivity ity and accountability, which must be found everywhere with and
and safety. This is what employees seek and the reason they stay. within everyone in the system. Employees must take full responsi-
bility and ownership for safety and the agency mission, vision and
Asian railway transit officials agree collectively that there is guiding principles. This is a vital part of any newly formulated and
neither a clear definition for safety culture, nor metrics to mea- installed model or concept in any transit system. Safety culture is
sure a safety culture. However, even without a clear definition always about strategic thinking and acting to grow increasingly
of safety culture or metrics to measure it, Asian railway systems safer over time. Strategic thinking, behaving and acting safely in an
have strong missions, visions and values in place that drive suc- exemplary continuous manner is an individual matter that is driven
cessful safety records. These guiding concepts and approaches by perceptions and personal values in the organization, also driven
have created a culture of caring, trust, mutual respect, value by a culture of optimal productivity and safety.
creation, enterprising spirit, open communication, and employ-
ee engagement that expand inside and outside the organization. Third, a basic precept of TSSCP is that the development and im-
plementation of a sustainable safety culture can never be developed
TSSCP Factors without humility, respect and goodwill. TSSCP must begin with
Examination of data reveals the challenged state of safety in employees being fully engaged members of the safety culture, trained
and educated to know, understand and comprehend in a masterful
the U.S. transit industry as compared to the Asian transit mod- way all applications and practices of safety and its relationship and
els. Because the literature on transit safety culture is too limited synergy to this strategic paradigm. When TSSCP is fully known and
in its validity and scope to effectively implement TSSCP, the au- understood by all involved in transit service delivery, the impact re-
thor recommends considering several factors grounded in theory sults in a performance management operating system that works at or
and research that may become the foundation for TSSCP. Each near an optimal level of effectiveness and efficiency.
factor represents its own discipline and must be thoroughly con-
sidered for successful implementation. Figure 1 represents sever- TSSCP Design
al of the factors and drivers that must be reviewed and weighted Before transit leaders can solve the safety culture problem, they
to form the foundation for TSSCP safety culture development.
must first understand it. To successfully develop and implement a
Space is limited for demonstrating how each factor is imple- sustainable transit safety culture under TSSCP, transit leaders must
mented in the Asian railway model. However, this article discuss- develop a safety culture design (in-depth study). This design must
es several factors including the leadership role in safety culture, include members of transit boards, senior leadership, midlevel man-
mission and vision, training and development, procedural justice agers, line employees, stakeholders and customers from across the
(workforce development and diversity) and engagement. system to gain a more comprehensive perspective about the safety
culture problems and solutions. Transit leaders must examine key
TSSCP begins with a fundamental concept that transit is at the fundamental questions regarding the system safety culture:
forefront of a continuing effort to develop sustainable communities
(mission). Everyone and every organization seek safe products, •What safety problems need to be solved? Problems must be de-
goods and services. Therefore, safety is at the forefront of service fined and articulated as to the current state of safety in the system.
delivery, and training is at the forefront of safety. Safety, by defini-
tion, is an education, training and development process. Education, •Are the problems worth resolving? Leaders must state and
training and development become critically important because understand the magnitude and impact of the organization’s safety
training is geared to enhancing employees’ knowledge and job program and philosophy in terms of liabilities, risks and humility.
performance. These are fundamental human resources principles
that should guide agency vision, mission and core values for those •Who is affected by the safety culture problems?
in transit service delivery. This safety mission is similar to the phi- •Would the failure to address the problems negatively affect
losophy that drives the Asian railway model to include low incident the culture of safety?
rates, low turnover, employee engagement and excellent training. •Do we have a hierarchical management process versus an
egalitarian approach?
The goal of a sustainable safety culture is based on the prem- •Is our decision-making process top-down versus consensual?
ise that a safety culture will, over time, modify human behav- •Do we work successfully across the culture and multiple
ior, values and attitude about safety. Therefore, when a failure subcultures in the transit system?
in a plan, policy, procedure or communication occurs within •Is the transit structure in need of realignment?
•Is the transit system’s history a major detriment to safety culture?
•What are the changing demographics of the workforce?
•Do employees feel respected and engaged?
•What does the onboarding process look like?

assp.org JULY 2019 PROFESSIONAL SAFETY PSJ 35

•Are we building human capital to meet transit needs in the and develops or modifies existing processes to increase efficiency and
21st century? effectiveness of current processes and system functions (Bisser, 2018).

•Is the transit system driven by a culture of caring, trust, mu- After SPIP is completed, transit leaders must develop a safety
tual respect, value creation, enterprising spirit, open communi- continuous improvement philosophy (SCIP). While SPIP is a pro-
cation and employee engagement? cess, SCIP is a culture. SCIP is a system mind-set and framework
philosophy that seeks to continuously improve and deliver products
•Does the system suffer from racism and inequality? and service excellence of a system (Bisser, 2018). The objective of this
•Does state of good repair impact safety culture? SCIP is for senior leaders and managers to become more inclusive,
Krause (2004) gathered data spanning a 20-year period “to be people who love to learn and love to teach, who liberate and
working with leading organizations and concluded that the innovate, who include others in the process of thinking imagina-
quality of leadership is the single most important factor gov- tively, and who challenge everyone around them to create a better
erning safety culture. Krause examined five vital performance business and a better world” (Pistrui & Dimov, 2018). From this
areas in which transit officials may be influenced: fundamental identification design, transit senior leaders must shift
the paradigm of a safety climate and discontinue viewing transit
1) How does safety leadership ensure performance as just another business operation, rather, view the system as an
improvement? It is widely recognized that organiza- HRO. That is, senior leaders must pursue safety within and without
tional excellence requires leadership, but what does it through a different set of lenses and begin to have all employees and
mean to be a safety leader in terms of day-to-day ac- all who come in contact with the system follow suit.
tivities? What kinds of behaviors must leaders engage
in to create the safety performance improvement Senior leaders must discontinue the approach of just being in
their organizations need? compliance (meeting the minimum requirements, standards and
regulations) and create an approach toward the development and
2) Why should a senior leader be interested in implementation of a sustainable safety culture. Senior leaders must
safety? Some senior leaders are already motivated ask themselves repeatedly, How do we become consistently excellent?
to improve safety (for various reasons) while others (Bisser, 2018). This is the basis of a TSSCP sustainable safety culture.
are not. What is the basis of the senior leader’s moti-
vation to improve safety, and how do organizations When the necessary hypotheses are developed, senior leaders
appeal to that motive most effectively? must find solutions and develop a strategic plan to solve safety
culture challenges. At this point, CEOs and senior leaders are
3) What does a zero-incident safety culture look responsible for developing and communicating a new safety
like? Today, many companies and their leaders state strategic plan for safety culture throughout the organization.
that achieving a “zero-incident” or “injury-free” safety
culture is a serious objective. But is it possible to de- The TSSCP model requires yet another plan. Senior leaders
fine that culture in practical terms? What day-to-day must develop an organizational change plan (OCP), sharing
activities would employees at various levels engage changes that resulted from the design with managers, line em-
in, and how would they differ from the activities of ployees, customers and all who come in contact with the system
the cultures that employees actually work in? requesting vital feedback for the process. This OCP must be
clear to all in the transit system. Kislik (2018) says:
4) Can one identify best practices in senior safety lead-
ership? Is it possible to define in behavioral terms a set From time to time, every leader has to deliver news
of practices that senior safety leadership should perform that is hard for employees to hear. Even when busi-
in order to shape safety culture? What kinds of behaviors nesses are doing well, organizational and structural
and practices would be appropriate for such a culture? change . . . can affect people’s jobs in ways that cre-
ate feelings of fear, anger or sorrow. Each employee
5) Is leadership behavior subject to the same prin- . . . assumes, “Oh, this won’t be good! How am I go-
ciples of behavior as that of frontline employees and ing to get my work done?”
supervisors? To influence the behavior of the senior
leader concerning safety and health, one must under- Equip all levels of management to explain the con-
stand what factors drive that behavior. Are these the text. Provide training and rehearsal or role-play time to
same factors that drive behavior generally (as with everyone who will need to communicate the message;
frontline employees and supervisors) or are different don’t assume they’ll have the right instincts. Otherwise,
factors involved for senior leadership? (Krause, 2004) to escape their own discomfort, they may dump the
news or blame management, either directly or indirectly.
Using survey methodology, Krause (2004) found nine factors
that predict positive safety outcomes: 1) procedural justice; 2) The Role of Senior Leadership Within TSSCP
leader member exchange; 3) management credibility; 4) perceived In an interview, Senator John Kerry said:
organizational support; 5) workgroup relations; 6) teamwork; 7)
organizational value for safety performance improvement; 8) up- I think one of the greatest deficits of leadership is not to
ward communication; and 9) approaching others. lead; not to have an ability to command respect for the
notion that you know where you’re going, you know where
Leaders must address these pertinent questions while considering you want to go, but you’re respectful of the other people.
Krause’s recommendations and the impact from the different per-
spectives: service delivery (customer), service providers (employees) It’s not just domination by virtue of being there
and service maintainers (departments), and all stakeholders. and being appointed. If people don’t respect you, if
they don’t think you know what you’re doing, if they
Transit leaders and their teams must develop a problem statement don’t know—if they have a sense of doubt about
from the TSSCP design. Let’s call this first step safety performance what the mission is or how it’s going to be carried
improvement process (SPIP). Note that SPIP is a process designed to out, you got a problem. (Carmichael, 2018)
address the problems identified from the problem design. SPIP is a sys-
tem methodology that measures current safety performance outcomes

36 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org

Senior leaders must drive cultural change by demonstrating
commitment to safety and providing the resources to achieve those results.

Senior leaders must drive cultural change by demonstrating com- Transit Mission, Vision & Guiding Principles
mitment to safety and providing the resources to achieve those re- Developing the agency’s mission is a primary factor needed
sults. They must understand the cause of the safety culture imbalance
and use the data to create interventions and culture changes. Under to begin building the safety culture framework. The mission
TSSCP, the concept, theory and practice of safety culture must begin defines the agency’s purpose and the types of quality service
with the senior leadership and above because this is where the highest the agency wants to deliver to its customer. Therefore, all of
center of authority for safety exists. The message about safety must be the agency’s activities and functions must be driven by that
consistent, sustained, promoted, rewarded and ingrained in the orga- defined, understood and accepted mission. The mission must
nizational vision, mission and culture with the objective of getting all be ingrained in every process within the agency. Top leadership
employees to take ownership for safety. Accountability is key. must implement key mission-driven strategies needed to sell
the mission to department heads and employees so that they
Senior leaders should have a strong working knowledge of systems will become committed to and take ownership of the mission.
and subsystems interrelationship so that safety communications of
serious hazards are understood and resolved in a timely manner. Transit industry leaders must learn to live and breathe the transit
Contrary to the Asian executive model, most U.S. transit industry system mission and become mission-driven leaders. This is imper-
CEOs, presidents, general managers or executive directors did not ative in the process of developing and implementing a sustainable
work their way up through the ranks. Under the TSSCP framework, transit safety culture. As stated by Cardona and Rey (2008):
this is viewed as a disadvantage because it is challenging for senior
leaders to understand the complexity of transit system safety and the In deploying the mission, each leader is the primary
many day-to-day experiences encountered by line employees. Transit change facilitator; together, mission and leadership work
systems are tightly coupled, technologically complex organizations. in tandem, with the potential to transform the culture of
These systems are comprised of multiple subsystems that are interde- an entire organization. This combination of mission and
pendent and interrelated (McElveen, 2012). leadership is what we call Mission-Driven Leadership.

For example, a CEO who has never driven a bus would not They further note that top leadership must develop a “sense of
understand an operator’s experience operating a bus with “slack mission.” The mission must become a shared mission for each de-
brakes” on a rainy day with a “crush load” of passengers. Nor would partment and level of the organization. By doing this, the mission
that CEO understand the experience of a train operator entering a becomes more than just a set of general statements and the com-
platform with a six-car train at 40 mph and a passenger falls into the pany’s members are more likely to commit to and identify with it.
track bed. These are real experiences felt by line employees on a dai-
ly basis. Yet, some leaders have no idea of these experiences or the Cardona and Rey (2008) argue that the leader has a responsi-
rules and policies that apply when employees need time off to recov- bility to develop a clear mission and vision for the organization.
er mentally and physically from these devastating experiences. However, it is also the leader’s responsibility to share, train, en-
force and live the mission throughout every department within
Surveys, interviews, focus groups and research methods are ways the organization and in doing so develop new leaders around
that transit leaders can measure employees’ perceptions about safety the agency’s mission (Burns, 1978). Each department leader then
culture and become more in tune with their direct experiences. has a responsibility to train new leaders within their ranks; with
These useful tools are effective in assessing the state of a transit sys- this continuous process improvement, the organization will soon
tem safety culture and should be conducted on an ongoing basis to have safety culture mission-driven leaders evolving throughout,
determine how employees actually feel about being safe within the with all committed to supporting the core safety culture mission.
system (IHI, 2019). However, senior leadership must be transparent
regarding sharing data findings with all employees. Understanding the transit mission and vision is critical. For
example, remarking on the desperate need for more affordable
Safety culture development and implementation cannot be housing in Charlotte, NC, Davis (2008) says:
successful without clear, measurable strategies targeting the
vision and mission, training and development and other key By starting over, we can create guidelines that help us
components of TSSCP. Senior leaders cannot take safety culture preserve existing affordable housing. These guidelines
for granted. Parr (2012) says: can create new housing close to job centers and along
public transportation. Charlotte’s housing policy must
Culture, like brand, is misunderstood and often dis- take transit and job opportunities into account, or it will
counted as a touchy-feely component of business that be meaningless to the people it’s intended to benefit.
belongs to HR. It’s not intangible or fluffy, it’s not a
vibe or the office decor. It’s one of the most important Chetty, et al. (2014), explore community characteristics most
drivers that has to be set or adjusted to push long-term, likely to predict mobility for lower-income children. In their
sustainable success. It’s not good enough just to have landmark study, Charlotte, NC, ranked 50th. One of the many
an amazing product and a healthy bank balance. Long- drivers in this study was transportation/transit mobility along
term success is dependent on a culture that is nurtured with education, housing and job opportunities. Again, transit
and alive. Culture is the environment in which your is at the forefront of sustainable communities. It is the network
strategy and your brand thrives or dies a slow death. that drives economy, economic development, quality of life and
social network. Therefore, transit system missions are impera-
TSSCP manifests over the long-term with the necessary goals tive and must be understood by all and implemented with this
and objectives such as education, training and development, idea in mind.
engagement, customer focus (internal and external), and com-
mitment to create a major shift in transit safety performance. In a recent review of multiple transit systems mission state-
The key concept in TSSCP is strategy. Strategy becomes the fo- ments, the finding was startling. Not one system had the term
cus of this paradigm, which is the responsibility of senior lead- safety culture as part of its mission statement, core value or guid-
ership to develop and implement throughout the system. ing principle. In fact, one large and one midsize transit system
did not have the word safety as part of its mission statement.

If safety is not defined as part of a system’s mission, safety
culture can never be developed, implemented and sustained.

assp.org JULY 2019 PROFESSIONAL SAFETY PSJ 37

How can employees be trained on safety values when safety is self-awareness, self-management, social awareness and relationship GYN9038/ISTOCK/GETTY IMAGES PLUS
not stated in the system’s core mission? In some transit systems, management (Goleman, 2015). Increasingly more data recommends
safety is cited as a “guiding principle” or “core value.” However, that effective leaders should be thoroughly equipped with in-depth
if leaders do not develop the capabilities and provide support training in emotional intelligence to become well-rounded leaders,
for guiding principles or core value statement implementation, not just managing humans, but also being human.
then these statements are hollow with no real enforcement.
TSSCP recommends critical thinking training as well for
Education, Training & Development Within TSSCP CEOs, presidents, general managers, executive directors and line
Asian railway training is world class. Training takes a major employees in the transit industry. Critical thinking is the ability
to apply intelligent problem-solving techniques to particular sit-
and continuing investment of human, financial, physical and uations. It means asking the right questions of the right people;
technological resources to develop the appropriate human capital listening to responses and developing an approach to resolution
for the transit system, similar to the Asian railway model. This that makes sense. Critical thinkers do not simply go with con-
investment is important because people are at the heart of transit, ventional thoughts or assumed practices. They prefer to explore
and the better prepared (mentally and physically healthy) people critical job and organizational questions with curiosity to find
are who operate the transit systems, the more value accrues to cus- the best possible solution through the following process:
tomers, internal and external. The less prepared either physically
or mentally, the more likely the system will experience inefficien- •Understand the link between ideas.
cies, breakdowns, suboptimality and higher operational costs. •Determine the importance and relevance of arguments and ideas.
•Recognize, build and appraise arguments.
Too often, transit system leaders seek operational improve- •Identify inconsistencies and errors in reasoning.
ments by allocating funds intended to fix isolated problems such •Approach problems in a consistent and systematic way.
as broken elevators or braking systems. However, this type of Emotional intelligence and critical thinking are about self-regula-
financial infusion does not drive the cultural change needed. De- tion. In the process of thinking critically, regulating one’s own emo-
veloping a culture of organizational change requires top to bot- tion helps to avoid bias in decision-making. Self-regulation is the
tom adoption of new ways of thinking, measuring and valuing key competency that connects emotional intelligence and critical
what we seek. In the end, we must develop a workforce that takes thinking. Other common competencies between emotional intelli-
full ownership of services provided. Excellent customer service gence and critical thinking are self-awareness (understanding of the
translates into goodwill not only for the transit system, but also self) and social awareness (understanding of others) (Vora, 2018).
for employees who will take pride in the execution of their duties.
Employee Engagement Within TSSCP
Currently, the approach to change is simply to change top man- According to Buckingham and Coffman (1999), less than
agement with the assumption that it will drive systemic, organiza-
tion-wide changes. Despite a verifiable direct correlation between one-third of the U.S. workforce feel engaged. This statement
excellent training and transit performance outcomes, transit train- rings true at most U.S. transit systems. Employee comments
ing has largely not been viewed as a core value. Transit training is made during personal interviews, incident investigations, safety
not typically considered a key component in the development of a auditing, training sessions and evaluation forms collected at the
sustainable transit safety culture, yet it is one of the key cornerstones end of training often support this proposition.
for the development and implementation of a sustainable safety cul-
ture as seen in the Asian railway model of excellence. The concept, theory and practice of engagement are funda-
mental to TSSCP. As is well known in human resource man-
As noted, leaders must have a working knowledge and under- agement and organizational development, engagement in the
standing of the synergy, interdependence and interrelationships workplace reflects a close and committed relationship between
needed between systems and subsystems as well as the organi- the employee and the organization. Many researchers have
zational culture and the many different subcultures to develop noted the essentially warm and close organizational nature of
and implement a sustainable transit safety culture. Perhaps this engagement reflected in these two readily available definitions:
is one of many barriers to a sustainable safety culture in U.S.
transit systems. Therefore, education, training and development 1) a workplace approach resulting in the right conditions for all
must become an imperative for transit system beginning with members of an organization to give their best each day, committed to
the CEO and senior leadership. their organization’s goals and values, motivated to contribute to orga-
nizational success, with an enhanced sense of their own well-being;
Najipoor-Schutte and Patton (2018) cite some surprising findings:
2) a fundamental concept in the effort to understand and
•68% acknowledged that, in hindsight, they weren’t describe, both qualitatively and quantitatively, the nature of the
fully prepared to take on the CEO role; relationship between an organization and its employees (Böcker-
man & Ilmakunnas, 2012; Kahn, 1990; Konrad, 2006; Lockwood,
•50% said driving culture change was more difficult 2007; Macleod & Clarke, 2018; Schaufeli & Bakker, 2010; Wilkin-
than they’d anticipated; son, Dundon, Marchington, et al., 2004; Wollard & Shuck, 2011).

•48% said that finding time for themselves and for An engaged employee is defined as one who is fully absorbed by
self-reflection was harder than expected; and enthusiastic about his/her work and so takes positive action
to further the organization’s reputation and interests (Duncan,
•47% said that developing their senior leadership 2018). For at least two decades, engagement has been a paragon of
team was surprisingly challenging. workplace quality that is often highly correlated with organiza-
tional performance, productivity, appreciation and retention.
Additionally, the TSSCP safety culture model recommends in-
depth training for CEOs, presidents, general managers and execu- Leadership training for employees, leading from any position
tive directors in the transit industry. One required training should to make wise and useful decisions on the spot is an effective
be emotional intelligence. This recommendation is based on survey method of engagement. Leadership training can make a tremen-
data that leaders struggle with the human component of leader- dous difference in preparing employees for career development
ship and ability to make connection with employees (Goleman,
2019; Lippincott, 2018). Emotional intelligence has four domains:

38 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org

and to succeed in a leadership role, similar to the Asian railways Transit system leaders must examine their workforce to de-
model of excellence. Better understanding of the onboarding termine demographics. Creel is correct that the railroad has
process by transit human resources can be another form of en- been led for a long time by white men. It is known within the
gagement. Klinghoffer, Young and Liu (2018) observe: transit industry that workers largely are and have been minori-
ty, and that many do not feel respected by transit senior lead-
First impressions in the workplace really matter—and ership. Rogers (2018) states, “A bigger issue is that leaders have
not just to the employer. New employees can begin to an incomplete understanding of what constitutes workplace
formulate impressions about organizations from the get- respect—so even well-meaning efforts to provide a respectful
go, influencing their decision to stay with the company in workplace may fall short.” She continues that employees who
the long term. Poor onboarding experiences can lead to feel respected are more grateful for and loyal to their firms.
unnecessary and preventable turnover, the cost of which
can be as much as twice the employee’s annual salary. Meyer (2017) says:

Transit officials must come aboard. Genuine engagement is Over the past century, the biggest leadership trend in
much more than meeting with employees once a quarter at an all- the U.S. and parts of Western Europe has been the aban-
hands meeting or attending an annual operational staff meeting. doning of hierarchical management processes for a more
Genuine engagement is getting to know employees, actively engag- facilitative, egalitarian approach. Command-and-control
ing in the process and involvement into their issues and concerns has been replaced with empowerment. Managers have
by effective listening, especially on issues of safety. Creating a cul- been trained to stop telling their employees what to do
ture of caring, trust, mutual respect, value creation, enterprising and instead move to “management by objective,” open-
spirit, open communication and employee engagement becomes door policies and 360° feedback.
imperative for true engagement in a transit environment.
This approach is imperative for transit leaders to develop and
Workforce Development & Diversity implement a sustainable safety culture.
Workforce development in transit is the process of preparing
Leadership decisions being made daily regarding safety, opera-
workers with needed skills to fill critical positions while empha- tions and maintenance have a direct impact on the largely minori-
sizing the value of workplace learning and addressing the agency ty employee population and customers, without input from them.
mission and vision. The goal is to place workers in jobs with career Leaders must become more acutely aware of the day-to-day expe-
development opportunities. Transit leaders must view workforce riences encountered by workers and must understand transit is an
development as more than a single program or initiative. Work- unforgiving environment. One mistake, mishap or failure could
force development must become an interconnected set of solutions result in serious injuries or deaths. Senior leaders must become
designed specifically to meet transit system employment needs. aware of the legitimate concerns and valuable insights from em-
ployees and customers when inadequate decisions are being made
Workplace development will continue to be at the forefront regarding operational and maintenance issues and must create
of transit industry challenges. Neeley (2017) says: ways to solicit and value the voices of workers and customers.

According to a recent McKinsey Global report, the num- John Kerry says:
ber of people in the global labor force will reach 3.5
billion by 2030—and yet there will still be a shortage of Politics is personal. People care about whether or not you
skilled workers. The result is likely to be intensified global get them, you understand what their lives are like, wheth-
competition for talent—we will need new skills, attitudes er or not you can empathize with their lives and see how
and behaviors that help us work across cultures. Our difficult it may be in certain circumstances, or other things.
ways of thinking about careers, colleagues and collabora- And it matters that you’re there for people when they’re in
tion will need to become more flexible and adaptable. crisis or when they’re down or so forth. (Carmichael, 2018)

Niepow (2018) says: Many veteran workers retiring creates a workforce gap in filling
key positions such as maintenance and overhead catenary work-
The face of the workplace is changing, and the rail ers. Younger workers want to be more engaged and feel valued.
industry has some catching up to do. Whether in the Instead, many young employees sense the toxic culture during and
form of age, sex or race, the demographic profile of shortly after their onboarding process. Many resign shortly after
the average American worker is vastly different than employment, which later becomes a cost burden to the system.
it was even a decade ago. Many younger employees entering transit operations have trouble
adjusting to operation schedules and processes that have been in
Citing Keith Creel, president and CEO of Canadian Pacific place for more than 50 years with no change, such as “swing runs,”
Railroad, Niepow continues: which is defined as two or more pieces of work with one or more
breaks covering a duration of 10.5 to 12 hours or more.
[Creel] acknowledged that, for a long time, “white
men have ruled this industry.” Creating a “culture of Today’s workers are coming into the transit systems with
respect” is key to bringing on new railroaders from all engineering and technological applications and understanding,
walks of life. When you come to the railroad, we all and have a desire to belong and take ownership by offering cre-
treat each other with respect and if we do that, ev- ative input, not just to be an employee, but a crucial part of the
erybody has the same opportunity. But recruitment is system. Human resources divisions must begin to recruit, sus-
just one piece of the puzzle, of course. To retain work- tain and engage the best minds from across academic univer-
ers, it’s important to create strong emotional bonds. sities, community colleges and technology schools, along with
That emotional connection piece is huge in my mind. advancing and motivating older employees through education,
We can’t just yell and scream our way to success. development and a culture of optimal productivity and safety.
We’ve got to create emotional connection with peo-
ple. We got to treat them with respect.” By making intelligent changes to its culture, the transit indus-
try will draw top-notch individuals and be better able to help

assp.org JULY 2019 PROFESSIONAL SAFETY PSJ 39

transport people. Under TSSCP, a core competency for tomor- not my responsibility” (IHI). Safety is and must become every-
row’s transit workers will feature an exceptional employee with one’s responsibility.
expertise to make effective decisions in any safety circumstance.
Risk and hazards are inevitable in transit, lurking and manifest-
TSSCP safety culture design must take all these factors into ing continuously. Whatever database is cited, far too many transit
consideration as senior leaders develop the SPIP, SCIP and OCP. incidents, injuries and deaths occur in the U.S. Achieving a zero
These are growing concerns for the Association of American incident rate in the transit industry is not impossible if transit
Railroads, as well as growing challenges in the transit industry. leaders draw on their courage and dedication to press on to help
the industry tap the potential of TSSCP and make safety a transit
TSSCP Strategy priority. The adoption of TSSCP makes clear that implementing
Clark (2018) notes: a safety culture (i.e., instituting safety as a core value) is crucial to
developing and implementing a sustainable transit safety culture.
Almost every leader wants to make more time for stra-
tegic thinking. In one survey of 10,000 senior leaders, Transit is at the forefront of a sustainable community; it is
97% of them said that being strategic was the leader- the network that drives economy, economic development and
ship behavior most important to their organization’s quality of life. Safety is at the forefront of service delivery and
success. And yet in another study, a full 96% of the training is at the forefront of safety. This is the mission of any
leaders surveyed said they lacked the time for strategic transit system. This mission must be clearly understood by all
thinking. Of course, we’re all oppressed with meetings involved in service delivery. Unless all involved are trained
and overwhelmed with e-mails (an average of 126 per and understand the transit mission and take ownership that
day, according to a Radicati Group analysis). includes safety as a core value, developing and implementing a
sustainable safety culture will remain a challenge.
But leaders presumably could take at least some steps to pri-
oritize what they claim to be imperative. What could account Transit system leaders must understand that today’s workforce
for such massive misalignment between their stated goals and demographics have changed drastically. Many veteran workers
their actions? are retiring, which creates a workforce development gap. By
making intelligent changes to its culture, the transit industry will
First, strategic thinking does not necessarily require a large draw top-notch individuals and be better able to help transport
amount of time. Transit leaders must take the time to think people to enrich their experiences and lives. Under TSSCP, a core
strategically about what is imperative to their system, as a result competency for future transit workers will be expertise to make
of the SPIP and SCIP. TSSCP supports a culture of caring, trust, effective decisions in any safety circumstance.
mutual respect, value creation, enterprising spirit, open com-
munication and employee engagement, employee training and Establishing a safety culture must continue to be a serious
service delivery as imperatives. By developing clear, measurable topic of discussion today and in the future of the transit in-
strategies around these key components and having a strong dustry to improve both the quality of life for transit riders and
vision and mission that incorporate safety as a core value and social mobility for millions of citizens who depend on transit
engaged employees through training and development, transit daily. Reducing incidents and improving employee engagement
officials can strategically begin the process of developing and through caring, trust, mutual respect, value creation, enter-
implementing a sustainable safety culture. prising spirit, open communication and employee engagement
become vital requirements for developing and implementing a
If employees do not have an ingrained understanding of their sustainable transit industry safety culture. PSJ
role and purpose, then it is difficult for them to take ownership.
Williams (2004) states: References

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assp.org JULY 2019 PROFESSIONAL SAFETY PSJ 41

STANDARDS INSIDER

REDUCING MUSCULOSKELETAL
PROBLEMS IN CONSTRUCTION

The standard, Reduction of Musculoskeletal Problems in Construction [ANSI/ASSP A10.40-
2007 (R2018)], applies to construction work where risk factors may exist that could lead to
musculoskeletal problems for construction workers. It is designed to reduce occupational
contributions to musculoskeletal problems in construction workers.

The stan- The standard defines musculoskeletal •where a load must be lifted to;
dard applies problems as including injuries to muscles, ten- •lift frequency;
to construc- dons, bones, joints or other locations, musculo- •amount of twisting required;
skeletal pain or swelling, as well as instances where •acceleration of lift;
tion work there may be no clear evidence of injury and where •whether a lift is one- or two-handed;
where risk occupational exposure is clearly identified. •duration of hold (e.g., static postures and
factors may strength);
exist that Occupational risk factors include conditions •distance load must be carried;
could lead or activities on a construction site that may •duration of rest between tasks.
to muscu- increase the likelihood that a musculoskeletal
loskeletal problem may occur. However, the standard Repetitive Hand Activity
problems. notes that the presence of these risk factors The appendix notes several factors related to the
may not necessarily constitute a problem. The
magnitude of risk is related to the duration and risk of hand or wrist injuries and pain caused by DRAZEN_/E+/GETTY IMAGES
magnitude of exposure, as well as to the combi- repetitive hand activity. Such factors include the
nation of risk factors. following:

Risk Assessment Guidance •task frequency;
In addition to the standard, several appendixes •force required;
•amount of rest;
provide additional information to users. This arti- •posture (e.g., amount of wrist bend during task).
cle details Appendix A, which provides risk assess-
ment guidance that can help employers assess the Pushing & Pulling Tasks
magnitude of risk to which construction workers Risk factors associated with pushing and pulling
are exposed.
tasks are also identified. These include:
Risk Factors •load weight;
The appendix identifies several factors associated •pushing or pulling force required;
•incline of the surface;
with the risk of musculoskeletal problems, including •surface smoothness and cleanliness;
the following: •wheel size and condition;
•cart maneuverability;
•duration of exposure (particularly sustained •distance of the push or pull;
exposure); •the height and orientation of the handle being

•intensity of exposure; pushed relative to the worker;
•number of simultaneous risk factor exposures. •coupling with the floor (e.g., slipperiness, friction

Lifting & with shoe).
Carrying Tasks
Additional Information
The appendix also enu- In addition to risk assessment guidance, other
merates many factors asso-
ciated with the risk of back appendixes included with the standard provide
injuries and pain from examples of possible solutions for reducing mus-
tasks that involve lifting culoskeletal problems, checklists for materials
and carrying. These factors handling and return to work, a discussion of risk
include the following: factors, and information on nonoccupational risk
factors associated with work-related musculoskele-
•load size; tal disorders.
•load weight;
•how close to the body a While implementing the standard can help reduce
load can be lifted; the risk of musculoskeletal problems, such risk may
•coupling (e.g., how well not be completely eliminated because of the complex
a load can be grasped); causes of these problems, which can also involve
•where a load must be nonoccupational risk factors.
lifted from (e.g., height
above floor); Learn more at http://bit.ly/31M4XBA, or pur-
chase the standard at http://bit.ly/2J7x05Z. PSJ

42 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org

BEST PRACTICES

ERGONOMICS

Essential to Manufacturing Excellence

By Blake McGowan

Manufacturing excellence has been defined as the ability to provide high quality,
competitively priced products and services in a global marketplace. Simply put, it
means being the best of the best.

TUNART/E+/GETTY IMAGES Companies strive to achieve manu- cerned with the understanding of and human performance is optimized,
facturing excellence by incorporating interactions among humans and two primary positive outcomes result:
improvement initiatives such as bench- other elements of a system, and improved employee well-being and en-
marking; reengineering; cycle-time the profession that applies theo- hanced business performance.
reduction; supply-chain management; ry, principles, data and methods
synchronous, lean and agile manufac- to design in order to optimize Traditionally, dependent stakeholders
turing; and six sigma. These initiatives human well-being and overall such as those in safety and human re-
are truly transformative; yet, to unlock system performance. sources departments appreciate the value
the full potential of excellence in man- of ergonomics. They understand that it
ufacturing, companies must also deploy This definition better communicates improves employee well-being. However,
a comprehensive ergonomics process. the value of ergonomics and how it con- dominant stakeholders including plant
A world-class ergonomics process does tributes to manufacturing excellence leadership (e.g., quality, operations,
more than reduce the occurrence and initiatives. It explains the value of ergo- manufacturing heads), boards of direc-
costs of employee soft-tissue injuries and nomics in terms and measures under- tors and investors tend to have limited
musculoskeletal disorders (MSDs); it stood by business stakeholders. awareness or understanding of the value
optimizes human performance and im- of ergonomics (Dul, et al., 2012). They
proves system and business performance. Like other improvement are often unaware that ergonomics can
improve business performance by en-
Unfortunately, ergonomics is often initiatives, ergonomics has hancing product quality, increasing man-
overlooked when deploying a manufac- ufacturing performance and improving
turing excellence initiative (Dul, Bruder, a significant positive im- employee engagement. It can even result
Buckle, et al., 2012). Its value is often un- in better stock performance and corpo-
derappreciated by business stakeholders, pact on system and busi- rate social responsibility.
as they have a perception that ergonom-
ics is solely a well-being initiative. Who ness performance; it can At the 2018 Institution of Occupa-
can blame them when federal agencies tional Safety and Health (IOSH) con-
such as CDC and NIOSH explicitly di- enhance product quality, ference in the U.K., IOSH past president
minish the value of ergonomics through Craig Foyle told delegates that the key
their official definitions? increase manufacturing challenge for the safety and health pro-
fessional was “to really demonstrate the
According to CDC (2018), “The goal performance and improve significant return on investment of good
of ergonomics (i.e., the scientific study of safety, health and well-being manage-
people at work) is to prevent soft-tissue employee engagement. ment” (IOSH, 2018). He urged them to
injuries and MSDs caused by sudden or learn to speak the language of business
sustained exposure to force, vibration, Remember, when ergonomics is done stakeholders.
repetitive motion and awkward posture.” right, many groups reap the benefits,
Furthermore, Canadian Center for Oc- including employees, supervisors and To do this, safety professionals must
cupational Safety and Health (CCOHS, managers, safety and ergonomics team better understand financial statements
2019) states, “An ergonomics program members, human resources profes- (e.g., income statements, balance sheets,
is a systematic approach and a manage- sionals, operations, engineers, man- cash flow) and how ergonomics positive-
ment system that is designed to reduce agement, leadership, board of directors ly impacts them. Business stakeholders
risk from ergonomic hazards in the and investors. often see ergonomics as an expense on
workplace.” Based on these definitions, the income statement or a cost of doing
it is clear why business stakeholders have The Value of Ergonomics business. However, businesses are start-
limited awareness or understanding of the In business terms, value is commonly ing to recognize that investing in good
value of ergonomics. safety and health management, includ-
defined as the importance or worth to ing ergonomics, is material to business
In contrast, professional organizations the operation. Effectively communi- performance.
such as International Ergonomics Asso- cating the value of ergonomics to all
ciation (IEA, 2013) and Human Factors stakeholders starts with providing a clear Impact of Ergonomics on
and Ergonomics Society (HFES, 2006) and concise definition of ergonomics. Achieving Manufacturing Excellence
provide a more compelling definition for In simple terms, ergonomics is defined
stakeholders: as designing the workplace to match Ergonomics leads to quantifiable en-
people’s capabilities, with the goal of op- hancements in business performance,
Ergonomics (or human factors) timizing human performance (NIOSH, from both an operational and financial
is the scientific discipline con- 1997). When ergonomics is done right perspective. Research shows that the
sum of enhanced operational and finan-

assp.org JULY 2019 PROFESSIONAL SAFETY PSJ 43

BEST PRACTICES

MORSA IMAGES/E+/GETTY IMAGES (Chui, Manyika, Bughin, et al., 2012;
Dvorak & Kruse, 2016). A Humantech
A workplace that is designed to meet people’s needs (2017) study shows that large global
corporations perceive employee engage-
demonstrates the employer’s commitment and ment as the biggest value of a formal-
ized ergonomics initiative.
encourages employees to be fully engaged.
Better human capital management.
cial performance benefits from ergonom- et al., 2010; Falck, et al., 2014; Goggins, Human capital includes the skills,
ics is greater than the sum of employee et al., 2008; Humantech, 2016a; Tompa, knowledge and abilities employees bring
well-being benefits (Alabdulkarim, Nuss- et al., 2013). to their work (viewed in terms of their
baum, Rashedi, et al., 2017; Falck, Örten- value or cost to the company). Note that
gren & Högberg, 2010; Falck, Örtengren Better manufacturing performance. management of OSH, including ergo-
& Rosenqvist, 2014; Goggins, Spielholz, Proper ergonomics design and interven- nomics, is part of human capital. Senior
& Nothstein, 2008; Larson & Wick, 2012; tion reduce manufacturing task times management teams and financial inves-
Tompa, Dolinschi & Natale, 2013). Some and improve facility productivity by 20% tors understand that investing in human
researchers have even suggested that to 30% (Alabdulkarim, et al., 2017; Gog- capital improves financial performance
the benefits are 10 times greater (Kolus, gins, et al., 2008; Larson & Wick, 2012; (Bernstein & Beeferman, 2015) (Human-
Wells & Neumann, 2018). Tompa, et al., 2013). tech, 2016b). The four key investments
include providing ergonomics training to
Higher product quality. Proper er- Improved employee engagement. The all employees, deploying a management
gonomics design and intervention re- ergonomics conditions of the workplace system for ergonomics, measuring the
sult in reduced rates of product defects, reflect leadership’s respect for employ- system’s effectiveness and publishing
less time spent correcting defects, and ees. To engage employees, business lost-time injuries.
lower costs to correct them by 59% to leaders must connect one-on-one with
85%. For example, jobs and tasks with them and establish a foundation of trust Better stock performance and corpo-
higher MSD risks have three times the and respect (Kahn, 1990). A workplace rate social responsibility. Studies have
quality errors and six and a half times that is designed to meet people’s needs shown that companies that invest in
the quality failures, and it costs nearly demonstrates the employer’s commit- and build a culture of safety by focusing
eight times as much to correct these ment and encourages employees to be on employee well-being and workplace
quality errors compared to those as- fully engaged (Humantech, 2016b). It improvement, including ergonomics,
sociated with lower MSD risk jobs and is generally accepted that engaged em- yield greater value for their investors. On
tasks (Alabdulkarim, et al., 2017; Falck, ployees are 20% more productive com- average, these companies outperform the
pared to employees who are not engaged general stock market by 5% annually (Fa-
bius, Thayer, Konicki, et al., 2013; Goet-
zel, Fabius, Fabius, et al., 2016).

Better corporate credit rating. Data
from the S&P Global Market Intelligence
Group show that proper human capital
management and safety management
(ergonomics being an important part of
both), can have a positive impact on cor-
porate credit ratings (Humantech, 2018).
A change in corporate credit rating has
a significant impact on business perfor-
mance (de la Gorce & Williams, 2018)
and can alter stock price positively or
negatively by 10% to 20%.

Case Studies
Cummins Inc. is a corporation of

complementary business segments that
design, manufacture, distribute and ser-
vice a broad portfolio of power solutions.
Cummins deployed a comprehensive
and systematic ergonomics process that
has enabled the company to complete
more than 7,000 MSD risk assessments
and more than 2,700 improvements. The
company’s incident rate dropped from
0.8 in 2013 to 0.12 in 2016, with a savings
of more than $4 million in efficiency and
productivity and more than $12 million
in injury cost avoidance.

44 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org

The ability to identify and ag- Canadian Center for Occupational Health ergonomics interventions through case stud-
gregate global MSD risk data has and Safety (CCOHS). (2019, May 22). Ergo- ies: implications for predictive cost-benefit
transformed the way we priori- nomics. Retrieved from www.ccohs.ca/topics/ analysis. Journal of Safety Research, 39(3),
tize and mitigate MSD risk. The programs/programs/ergonomics 339-44.
data-driven outputs of our soft-
ware have allowed us to make a Cantley, L.F., Taiwo, O.A., Galusha, D., et al. Human Factors and Ergonomics Society
strong business case and justify (2014, July 15). Effect of systematic ergonomic (HFES). (2006, Dec. 21). Definitions of HF/E.
the necessary improvements hazard identification and control implemen- Retrieved from www.hfes.org/resources/edu
to management. The built-in tation on musculoskeletal disorder and injury cational-and-professional-resources/new-item
e-learning has given us the agility risk. Scandinavian Journal of Work, Environ-
that is necessary to keep up with ment & Health, 40(1), 57-65. Humantech. (2016a, May 26). The bottom
a global audience. In addition, line: Does ergonomics impact product quality
the executive summary report CDC. (2018, Feb. 28). Ergonomics and mus- (Video). Retrieved from www.youtube
has proven to be very useful for culoskeletal disorders. Retrieved from www .com/watch?v=Hwbco3vhFgM
all audiences, as it brings the .cdc.gov/niosh/topics/ergonomics/default.html
data together in a clean, visual Humantech. (2016b, Dec. 15). The bottom
package. (C. Shieldsmith, person- Chui, M., Manyika, J., Bughin, J., et al. line: Benefits of participatory ergonomics
al communication) (2012). The social economy: Unlocking value (Video). Retrieved from www.youtube
and productivity through social technologies. .com/watch?v=ok8X3pVaiMQ
Timken Co. engineers and manufac- New York, NY: McKinsey Global Institute.
tures bearings and mechanical power Humantech. (2017). Benchmarking study:
transmission components. Timken de- de la Gorce, N. & Williams, J. (2018, April Value and benefit of using the Humantech
ployed a comprehensive and systematic 11). How social risk and opportunities factor system. Retrieved from www.humantech.com/
ergonomics process at 34 plants in 11 into global corporate ratings. Retrieved from special/THS_2017/THS_Benchmarking_Sur
countries in 2015. The company’s inci- www.spglobal.com/en/research-insights/arti vey_Slides_2017_Participants.pdf
dent rate is now at an all-time low due, in cles/how-social-risks-and-opportunities-fac
part, to its ergonomics process. tor-into-global-corporate-rating Humantech. (2018, June 18). The bottom
line: Good safety management improves
Our current metrics require at Dul, J., Bruder, R., Buckle, P., et al. (2012). A corporate credit ratings (Video). Retrieved
least three innovative improve- strategy for human factors/ergonomics: Devel- from www.youtube.com/watch?v=2TQ-zX-
ments annually at each plant. oping the discipline and profession. Ergonom- 6Ku4Y
These projects must demonstrate ics, 55(4), 377-95.
MSD risk reduction and cost sav- Institution of Occupational Safety and
ings, but often yield improved Dvorak, N. & Kruse, W.E. (2016, March 29). Health (IOSH). (2018, Sept. 17). Safety and
associate morale, attendance, Managing employee risk requires a culture of health professionals urged to speak language of
product quality and return on compliance. Retrieved from https://news.gall boardroom. Retrieved from www.iosh.co.uk/
investment. (R. Scott, personal up.com/businessjournal/190352/managing News/Craig-Foyle-IOSH-2018.aspx
communication) -employee-risk-requires-culture-compliance.aspx
International Ergonomics Association
Conclusion Fabius, R., Thayer, R.D., Konicki, D.L., et (IEA). (2013, Nov. 21). Definitions and do-
Remember, when ergonomics is done al. (2013, Sept.). The link between workforce mains of ergonomics. Retrieved from www.iea
health and safety and the health of the bottom .cc/whats
right and human performance is optimized, line: Tracking market performance of compa-
both employee well-being and business per- nies that nurture a culture of health. Journal Kahn, W.A. (1990, Dec.). Psychological
formance improve. Like other improvement of Occupational and Environmental Medicine, conditions of personal engagement and disen-
initiatives, ergonomics has a significant 55(9), 993-1000. gagement at work. Academy of Management
positive impact on system and business per- Journal, 33(4), 692-724.
formance; it can enhance product quality, Falck, A-C., Örtengren, R. & Högberg, D.
increase manufacturing performance and (2010, Jan./Feb.). The impact of poor assembly Kolus, A., Wells, R. & Neumann, P. (2018,
improve employee engagement. With all of ergonomics on product quality: A cost-benefit Nov.). Production quality and human factors
these pieces in place, manufacturing excel- analysis in car manufacturing. Human Factors engineering: A systematic review and theo-
lence is well within reach. PSJ and Ergonomics in Manufacturing & Service retical framework. Applied Ergonomics, 73(6),
Industries 20(1), 24-41. 55-89.
References
Falck, A-C., Örtengren, R.C. & Rosenqvist, Larson, N. & Wick, H. (2012). 30 years of er-
Alabdulkarim, S., Nussbaum, M.A., Rashe- M. (2014). Assembly failures and action cost gonomics at 3M: A case study. Work, 41, 1622-
di, E., et al. (2017, June). Impact of task design in relation to complexity level and assembly 1624. doi: 10.3233/WOR-2012-1043-5091
on task performance and injury risk: Case ergonomics in manual assembly (part 2). In-
study of a simulated drilling task. Ergonomics, ternational Journal of Industrial Ergonomics, NIOSH. (1997, July). Musculoskeletal disor-
60(6), 851-866. 44(3), 455-459. ders and workplace factors: A critical review of
epidemiologic evidence for work-related mus-
Bernstein, A. & Beeferman, L. (2015, April). Goetzel, R.Z., Fabius, R., Fabius, D., et culoskeletal disorders of the neck, upper ex-
The materiality of human capital to corporate al. (2016, Jan.). The stock performance of C. tremity and low back (DHHS publication No.
financial performance. Retrieved from Har- Everett Koop award winners compared with 97-141). Retrieved from www.cdc.gov/niosh/
vard University, Labor and Wildlife Program the standard & poor’s 500 index. Journal of docs/97-141/pdfs/97-141.pdf?id=10.26616/
website: https://lwp.law.harvard.edu/files/lwp/ Occupational and Environmental Medicine, NIOSHPUB97141
files/final_human_capital_materiality_april 58(1), 9-15.
_23_2015.pdf Tompa, E., Dolinschi, R. & Natale, J. (2013,
Goggins, R.W., Spielholz, P. & Nothstein, May). Economic evaluation of a participatory
G.L. (2008). Estimating the effectiveness of ergonomics intervention in a textile plant. Ap-
plied Ergonomics, 44(3), 480-487.

Blake McGowan, B.Sc., M.Sc., CPE, is director of research and ergonomics engineer at
VelocityEHS’s Humantech and leads the Ergonomics Research group to incorporate the latest
technical and scientific data into Humantech’s software solutions. He consults with academia
to transfer the latest research knowledge into the Humantech approach, systems, assessment
methods and guidelines. McGowan holds a B.S. in Kinesiology (Biomechanics and Neurophys-
iology) and an M.S. in Kinesiology (Human Neuromechanics) from the University of Waterloo,
in Ontario. He is a member of National Occupational Research Agenda, American Conference of
Governmental Industrial Hygienists, American Industrial Hygiene Association, and Human Fac-
tors and Ergonomics Society.

assp.org JULY 2019 PROFESSIONAL SAFETY PSJ 45

PRODUCT PULSE

Fume Lockdown Protection Ergonomics
Hood Software
Nightlock’s Lockdown 1 device is de-
EDU Series duct- signed to protect workers during an VelocityEHS has partnered
less demonstration intruder event such as an active shooter with Kinetica Labs to incor-
fume hood from situation by leveraging a door frame to porate video-based, sensorless
Air Science is de- withstand force and breakage. Metal unit motion-capture technology
signed to provide is installed at floor level and connects to a into its Humantech ergonomics
360° visibility high floor plate that can be dropped into software platform. Using artifi-
while protecting place to create a barricade during a lock- cial intelligence and computer
users in a class- down situation. Floor-level installation vision, the technology replaces
room environment remains out of reach to intruder via door manual, observation-based
from hazardous windows. A wall box is provided with workplace musculoskeletal
vapors and parti- each unit to provide workers with quick risk assessments. According to
cles generated on access to the handle in case of emergency. manufacturer, motion-capture
and above the work www.nightlock.com technology recognizes body
surface. System segments, records joint angles,
permits custom- Hydraulic Conveyor frequencies and durations of
ized combination the postures during movement.
of filter media Bricking Solutions’ hydraulic conveyor increases efficiency and safety The output displays a skeletal
and configuration while minimizing dangers to kilns and refractory materials during rou- overlay on the original video
for chemical and tine maintenance, according to manufacturer. Designed to transport indicating the risk levels in red,
physical adsorp- bricks, the hydraulically driven conveyor features forward or reverse yellow and green lines and a
tion specific to functions, variable speed adjustment and an emergency stop button to stream of data for analysis.
application need. halt the belt within 3 seconds of activation. Emergency stop pull cord
Filtration system can be added along the full length of the conveyor for quicker shutoff. www.ehs.com
consists of a pre- Product can be set up on the ground, springboards or elevated
filter, main acti- on adjustable legs for safe operation regardless of terrain to
vated-carbon or fit any site requirements, according to manufacturer.
HEPA/ULPA filter, www.brickingsolutions.com
and safety-acti-
vated carbon or Lift Safety
HEPA/ULPA filter.
Improved filter Skyjack introduces the Secondary Guarding Lift
clamping prevents
bypass leakage, Enable system on its vertical mast, DC scissor
while low airflow
alarm warns of and rough terrain scissor lifts to reduce the risk of
unsafe conditions.
www.airscience entrapment caused by inadvertent machine oper-
.com
ation. Workers must use two hands to operate the

machine lifting functions, and operation requires

the operator’s body to remain in an upright po-

sition and away from railings. If either control is

released, the function will stop immediately,

mitigating injury from machinery.

www.skyjack.com Air

Wrist Lanyard Respirator

Gear Keeper’s TLI-2007 Miller’s supplied air
wrist lanyard is designed respirator system features
to reduce dropped object an air regulator to cool air
incidents in building, con- entering the welding helmet by
struction, utilities, oil and gas, and up to 50 °F. Designed for welding in
warehousing applications. Product tight spaces, the regulator can be posi-
allows workers to secure hand tools that tioned horizontally or vertically on belt to allow
weigh up to 5 lb to the side release wrist for flexible alignment and comfort, according to manufac-
lanyard system with a 10-in. lanyard turer. Product’s 360° swivel air hose connection reportedly
and barrel lock. According to manufac- alleviates hose coiling and tripping hazards.
turer, system is suited for work in close www.millerwelds.com

quarters or when climbing is required.

Retractor’s light tension is reportedly Publication of this material does not imply testing, review or endorsement
strong enough to keep line taut to avoid by ASSP. To submit a product for this section, send an e-mail to professional
snagging or interference. [email protected]. Be sure to include product and contact information, along
www.gearkeeper.com with a high-resolution product photo.

46 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org

CONTINUING EDUCATION

WAC Seattle, WA

August 7-9
2019 Western Agriculture Safety & Health Conference
This educational event focuses on the theme of cultivating collaborations and
aims to educate safety professionals about injury and illness prevention research
in farming, fishing and forestry. Attendees can attend sessions about hired and
contract workforces, climate change and health impacts, animal agriculture and the
One Health approach, surveillance research, injury and exposure prevention, and
best practices in engagement.
Western Agriculture Safety and Health Center; (800) 330-0827; https://deohs
.washington.edupnash/west-ag-safety-conf

JULY 2019 •Online SEPTEMBER 2019
Chapel Hill, NC Savannah, GA
7/20-7/27: 42nd Annual OSH Summer 8/11-9/8 Implementing ISO 45001. 9/4-9/6: 26th Annual Georgia Safety,
Institute. North Carolina Occupational ASSP; (847) 699-2929; www.assp.org. Health, and Environmental Conference.
Safety and Health Education and Re- Georgia Safety, Health, and Environmen-
search Center; (919) 962-2101; http:// •Park Ridge, IL tal Conference; (678) 618-5185; www
osherc.sph.unc.edu. .georgiaconference.org.
8/12-8/14 Risk Assessment. ASSP; (847) San Diego, CA
•Online 699-2929; www.assp.org. 9/6-9/12: National Safety Congress and
Waipahu, HI Expo 2019. National Safety Council;
7/21-8/11 Prevention Through Design. 8/14: Scaffolding Awareness. Building (630) 285-1315; https://congress.nsc.org.
ASSP; (847) 699-2929; www.assp.org. Industry Association of Hawaii; (808)
847-4666; www.biahawaii.org. •Park Ridge, IL
•Dayton, OH Murray, KY
8/14: 8-Hour Electrical Safety With 9/8-9/14 Math Review, CSP and ASP
7/22 Crane Operator Safety. Kone- NFPA 70E. Safety Training and Environ- Exam Preparation. ASSP; (847) 699-2929;
cranes Training Institute; (866) 821- mental Protection; (270) 753-6529; www www.assp.org.
4006; www.cranetrainingu.com. .stepky.com. Branford, CT
North Charleston, SC 9/9-9/11: HazWOPER 24-Hour. Field
•Webinar 8/14-8/16: SCDOT Advanced Work Zone Safety Corp.; (203) 483-6003; www.field
Traffic Control Supervisor. Carolinas safety.com.
7/24 How Safety Professionals Can AGC; (704) 372-1450; www.cagc.org.
Prepare for an Active Shooter Situation. •Phoenix, AZ
ASSP; (847) 699-2929; www.assp.org. •Park Ridge, IL
9/16-9/18 Implementing ISO 45001.
•Kansas City, MO 8/15-8/16 Risk Communication: A ASSP; (847) 699-2929; www.assp.org.
Journey from OSH Hazard Identification
7/31-8/2 CIH Exam Preparation. SPAN to Enterprise Risk Management. ASSP; •Naperville, IL
Safety Workshops; (855) 357-7726; www (847) 699-2929; www.assp.org.
.spansafety.com. 9/16-9/19 Chicago Safety, Health and
•Online Environmental Conference. ASSP Great-
AUGUST 2019 er Chicago, Northeastern Illinois and
8/18-9/22 Managed Fall Protection. Three Rivers chapters; (800) 656-5317;
•San Francisco, CA ASSP; (847) 699-2929; www.assp.org. www.chisafetyconf.org.

8/5-8/8 Math Review, CSP and ASP •League City, TX •Myrtle Beach, SC
Exam Preparation. ASSP; (847) 699-2929;
www.assp.org. 8/19-8/23 Scaffolding Modules 1-5 9/18-9/20 2019 ASSP Region VI Profes-
Grandview Plaza, KS Trainer. Scaffold Training Institute; (281) sional Development Conference. ASSP
8/5-8/8: Disaster Site Worker Trainer. OSHA 332-1613; www.scaffoldtraining.com. Region VI; https://region6.assp.org/pdc.
Training Institute Midwest Education Cen- Las Vegas, NV Conroe, TX
ter; (800) 464-6874; http://ceet.slu.edu. 8/20-8/23: National Ergonomics Confer- 9/18-9/20: Confined Space Entry. OSHA
Wilsonville, OR ence and Expo. ErgoExpo; (800)727-1227; Training Institute Southwest Education
8/6-8/7: Fall Protection Competent Per- www.ergoexpo.com. Center; (800) 723-3811; www.teex.org/prt.
son. D2000 Safety; (800) 551-8763; www New Orleans, LA
.d2000safety.com. 8/27-8/30: VPPPA Safety+ Symposium. •Phoenix, AZ
Voluntary Protection Programs Partic-
Events During July, August & September ipants’ Association; (703) 761-1146, ext. 9/19 Systems Thinking: Avoid Creating
300; www.vpppa.org. Tomorrow’s Problems With Today’s Solu-
Send event announcements to professionalsafety tions. ASSP; (847) 699-2929; www.assp.org.

••@assp.org.
Current month advertiser
ASSP community

assp.org JULY 2019 PROFESSIONAL SAFETY PSJ 47

BY THE WAY

Deep, Deep Ocean PIOLA666/E+/GETTY IMAGES NOT THE
WAY
We know that the ocean is deep, but just how deep is it? It
can be hard to imagine how massive the vast, dark ocean re- Icy a
ally is. While some areas such as reefs are relatively shallow, problem
there are deeper areas such as the Mariana Trench, the cres- here . . .
cent-shaped trough in the western Pacific Ocean near Guam.
When first surveyed in 1875, it was estimated at 26,850 ft, but Photo by
later expeditions have proven that it is deeper than originally William Lawler,
thought. The trench is so deep that if Mount Everest (more Connecticut Val-
than 29,000 ft tall) was placed inside it, the peak would still
be more than a mile beneath the water’s surface. Mariana ley Chapter
Trench is more than five times the length of the Grand Can-
yon and is more than twice as wide. Safety is serious business. But unsafe practices still occur and we hope
these “Not the Way” images help you recognize and eliminate more
Mariana Trench is also home to our planet’s deepest
known point, the Challenger Deep, which was measured at hazards in the workplaces you influence.
nearly 36,000 ft in 2010 using sound pulses. In 2012, film di-
rector James Cameron led an expedition to get to the bottom “Those who live by the sea can hardly
of Challenger Deep. He managed to descend to the bottom form a single thought of which the sea
before a malfunction forced him to return above water.
would not be part.”

Hermann Broch

Aquatic Movies KENCANNING/E+/GETTY IMAGES A Whale of a Tune Researchers studied humpback whale record-
ings from opposite sides of Africa and transcribed
•Moana (2016) Humans have been known to share, adapt, more than 1,500 individual sounds that were re-
•Pirates of the Caribbean: create and incorporate different parts of songs corded. Since whales are known to sing complex
into other genres. But did you know that songs consisting of moans, cries and other vocal-
The Curse of the Black whales do this as well? izations, researchers were able to identify themes
Pearl (2003) unique to each whale group. Over time, research-
Research from Royal Society Open Science ers found that musical phrases and themes were
•Finding Nemo (2003) suggests that whales from different
•The Perfect Storm (2000) populations may meet being shared between the two whale popula-
•Titanic (1997) each year to hear tions. While the phrases showed some differ-
•The Abyss (1989) and learn songs ences and changed over the years, songs being
•The Little Mermaid (1989) from each sung on both sides of the continent were largely
•Jaws (1975) other. similar by the end of the study period.
•20,000 Leagues Under

the Sea (1954)

“We are tied to the Freakish Fish NATCHAPOHN/ISTOCK/GETTY IMAGES PLUS
ocean. And when
we go back to the Lurking in the deep waters are these strange fish:
sea, whether it is to
sail or to watch it, •Anglerfish: Looking like something out of an
we are going back
alien movie, this fish has a large mouth with sharp
to whence teeth and a fleshy growth on its head that it uses to
we came.” lure prey into its mouth.
•Viperfish: Dwelling at depths of 250 to 5,000 ft,
John F. Kennedy this creature has light-producing organs that are
used to lure prey and has a large, hinged lower jaw
accompanied by long, needle-like teeth.
•Blob Sculpin: Large and
widely separated eyes
paired with curved fleshy
lips give this fish the ap-
pearance of an eternal frown.
•Gulper Eel: Not actually an eel, this fish lives at
depths of up to 10,000 ft and features biolumines-
cence as well as an enormous hinged jaw that allows
it to consume prey bigger than itself.

If you have a photo, cartoon, joke or interesting safety item you’d like to submit for publication on this page, send your contri-
bution to [email protected]. Submissions will not be returned. Please include original photographer’s name.

48 PSJ PROFESSIONAL SAFETY JULY 2019 assp.org