Unlike other workplaces, the roadway is not a closed environment. Preventing work-related roadway crashes requires strategies that combine traffic safety principles and sound safety management practices.

Crashes are not an unavoidable part of doing business.

Accidents are more expensive than most people realize because of the hidden costs. The more accidents that occur in a workplace, the higher the costs — both in direct costs paid by insurance premiums and greater uninsurable indirect costs.

Typically, companies will suffer from the more numerous indirect costs that are not usually covered by any insurance. In fact, studies show that the ratio of indirect costs to direct costs varies widely, but may be as high as 20:1. The magnitude of indirect costs is inversely related to the seriousness of the injury. The less serious the injury the higher the ratio of indirect costs to direct costs.

Below are examples of direct and indirect costs of accidents in the workforce:

Direct costs (insurable)

• workers compensation costs
• legal insurance costs
• vehicle insurance costs

Indirect costs (uninsurable)

• any wages paid to injured workers for absences not covered by workers’ compensation
• the wage costs related to time lost through work stoppage associated with the worker injury
• the overtime costs necessitated by the injury
• administrative time spent by supervisors, safety personnel, and clerical workers after an injury
• training costs for a replacement worker
• lost productivity related to work rescheduling, new employee learning curves, and accommodation of injured employees
• clean-up, repair, and replacement costs of damaged material, machinery, and property
• the costs of OSHA fines and any associated legal action
• third-party liability and legal costs
• worker pain and suffering
• loss of good will from bad publicity that may result in loss of business

As you can see, there are many possible indirect costs associated with each accident. Every accident prevented represents potentially huge savings to the company.

This should be a foundation of justifying a fleet safety program in your workplace!

This whitepaper, developed by NETS, OSHA, and NHTSA, will help employers understand the impact of motor vehicle crashes.

I published a Fleet Safety Toolbox Talk on amazon, check it out.

Getting started in establishing a World Class Fleet Safety Program

The following 10 Action Steps, originally developed by the Network of Employers for Traffic Safety (NETS), will help you improve your fleet safety performance and minimize the risk of fleet motor vehicle crashes. Following these steps helps to ensure that you hire capable drivers, only allow eligible drivers to drive on company business, train them, supervise them, and maintain company vehicles properly.

Check Out: How to Improve Your Safety Culture

Think about developing a team to work on these steps:

1. Develop ways senior management can demonstrate commitment & employees can get involved.
2. Develop written fleet safety management policies and procedures.
3. Develop and insist on the use of driver agreements.
4. Complete Motor Vehicle Record (MVR) checks.
5. Report crashes and make sure they are effectively investigated.
6. Make sure vehicles are properly selected for the job, that preventive/corrective maintenance is performed, and that inspections are regularly conducted.
7. Institute a fair and objective disciplinary action system.
8. Recognize and reward professional performance, and offer incentives for sustained professionalism.
9. Conduct effective safety meetings, driver training, and communications systems.
10. Work with regulatory agencies to ensure the regulatory compliance is achieved.

An employer exposure control plan (ECP) is a requirement of 29 CFR 1910.1030(c) of the Bloodborne Pathogens Standard established by the Occupational Safety and Health Administration (OSHA). The purpose of the ECP is to establish procedures to eliminate or minimize employee exposure to bloodborne pathogens.

Bloodborne Pathogen Policy

Notice in the sample below, the policy is specific to a facility, not the business. This is because a business with multiple work-sites must have a separate Exposure Control Program for each site.

The policy establishes the required contents of the ECP.

Sample Policy

The (Your facility name) is committed to providing a safe and healthful work environment for our entire staff. In pursuit of this goal, the following exposure control plan (ECP) is provided to eliminate or minimize occupational exposure to bloodborne pathogens in accordance with OSHA standard 29 CFR 1910.1030, “Occupational Exposure to Bloodborne Pathogens.”

The ECP is a key document to assist our organization in implementing and ensuring compliance with the standard, thereby protecting our employees. This ECP includes:

• determination of employee exposure
• implementation of various methods of exposure control, including:
  • universal precautions
  • engineering and work practice controls
  • personal protective equipment
  • housekeeping
• hepatitis B vaccination
• post-exposure evaluation and follow-up
• communication of hazards to employees and training
• recordkeeping
• procedures for evaluating circumstances surrounding exposure incidents

Implementation methods for these elements of the standard are discussed in the subsequent pages of this ECP.

For a Bloodborne Pathogen Program, check out what I have to offer here

Program Administration

The program administration section of the Exposure Control Plan (ECP) is very important. Within this section of the ECP, the people and/or departments responsible for the various administrative functions are identified.

The program administrative section determines who will:

• implement the ECP
• maintain, review, and update the ECP
• provide PPE and all necessary equipment or materials
• ensure all medical actions required are performed and OSHA records are maintained
• ensure training and document the training
• make available the ECP to employees, OSHA and/or NIOSH representatives

Sample Program Administration

• (Name of responsible person or department) is (are) responsible for implementation of the ECP. (Name of responsible person or department) will maintain, review, and update the ECP at least annually, and whenever necessary to include new or modified tasks and procedures. Contact location/phone number: __________.
• Those employees who are determined to have occupational exposure to blood or other potentially infectious materials (OPIM) must comply with the procedures and work practices outlined in this ECP.
• (Name of responsible person or department) will provide and maintain all necessary personal protective equipment (PPE), engineering controls (e.g., sharps containers), labels, and red bags as required by the standard. (Name of responsible person or department) will ensure that adequate supplies of the aforementioned equipment are available in the appropriate sizes. Contact location/phone number: __________.
• (Name of responsible person or department) will be responsible for ensuring that all medical actions required by the standard are performed and that appropriate employee health and OSHA records are maintained. Contact location/phone number: __________.
• (Name of responsible person or department) will be responsible for training, documentation of training, and making the written ECP available to employees, OSHA, and NIOSH representatives. Contact location/phone number: __________.

Check Out: Understanding OSHA Bloodborne Pathogens Standard

Employee Exposure Determination

One of the key elements of the Exposure Control Plan (ECP) is the employee exposure determination. This section of the plan lists all job classifications at the work-site with occupational exposure to bloodborne pathogens.

For example, in this section you might identify the job title “Housekeeper” within the department “Facility Maintenence”.

Notice that individual names are not used. Occupational exposure is classified by the job or task, not by the individual.

In addition to identifying the job classification and department, the ECP should also identify the procedures, or group of closely related tasks and procedures, in which occupational exposure may occur.

Adding to our previous example, the job title, location, and task would be identified as “Housekeeper / Facility Maintenence / Handling Regulated Waste”.

NOTE: Part-time, temporary, contract and per diem employees are covered by the bloodborne pathogens standard. The ECP should describe how the standard will be met for these employees.

Sample Employee Exposure Determination

The following is a list of all job classifications at our establishment in which all employees have occupational exposure:

Use as many lines as necessary.

The following is a list of job classifications in which some employees at our establishment have occupational exposure. Included is a list of tasks and procedures, or groups of closely related tasks and procedures, in which occupational exposure may occur for these individuals:

Job Title / Department – Location / Task – Procedure

(Example: Housekeeper / Environmental Services Handling / Regulated Waste)

Use as many lines as necessary.

What jobs are most at risk of exposure to bloodborne pathogens?

Occupations with a likely chance of occupational exposure include:

• First aid providers
• Teachers
• Daycare workers
• Housekeepers
• Lab workers
• Firefighters
• Emergency Medical Technicians (EMTs) and paramedics
• Law enforcement agents
• Medical and dental personnel

An employer must review every job classification and make a determination of the potential occupational exposure for that position. Failure to properly identify potential occupational exposure can result in warnings or fines issued by OSHA.

If an occupational exposure does occur, it is important for you to follow the employer’s written procedures for handling medical self-care and evaluation, as well as documenting the circumstances of the exposure.

Methods of Implementation and Control

This section of the Exposure Control Plan (ECP) discusses the methods and controls the organization will use to prevent occupational exposure.

Topics included in this section of the ECP are:

• Exposure Control Plan
• Engineering Controls and Work Practices
• Personal Protective Equipment (PPE)
• Housekeeping
• Laundry
• Labels

Methods To Control The Risk Of Exposure

The recommended infection-control concept called “Universal Precautions” advocates everyone’s blood and body fluids be considered potentially infectious. This eliminates the difficulty in determining risk individually. Remember, although some bodily fluids have not been documented to transmit pathogens, it is sometimes impossible to tell if blood or another potentially infectious fluid is present.

PPE for Bloodborne Pathogens

Personal Protective Equipment (PPE) is specialized clothing or equipment that protects you from exposure to blood or other potentially infectious material.

Personal protective equipment is designed to keep blood and other potentially infectious material away from your skin, eyes, and mouth.

Examples of PPE include: disposable gloves, gowns, laboratory coats, protective face shields, resuscitation masks or shields, and mouth pieces. Any equipment necessary to prevent exposure to blood or other potentially infectious material is considered PPE.

Effective PPE

Effective personal protective equipment must not allow potentially infectious materials to pass through or reach your skin, eyes, mouth, or clothes under normal conditions of use.

General work clothes, such as uniforms, pants, shirts, or blouses, which are not intended to function as a protective barrier against hazards, are not considered to be PPE.

Employer responsibilities

An employer must ensure employees use appropriate personal protective equipment.

Your employer must make PPE available to you in the appropriate size and at no cost. Non-latex alternatives will also be made available to employees who have allergic sensitivity to latex. Employers must also properly clean, launder, repair, replace, or dispose of contaminated PPE as needed at no cost to the employee.

Employees should never take contaminated clothing home to be washed. This can increase the chance of accidental exposure to themselves and their family.

Sample Methods of Implementation and Control

Universal Precautions

All employees will utilize universal precautions.

Exposure Control Plan

Employees covered by the bloodborne pathogens standard receive an explanation of this ECP during their initial training session. It will also be reviewed in their annual refresher training. All employees can review this plan at any time during their work shifts by contacting (Name of responsible person or department). If requested, we will provide an employee with a copy of the ECP free of charge and within 15 days of the request.

(Name of responsible person or department) is responsible for reviewing and updating the ECP annually or more frequently if necessary to reflect any new or modified tasks and procedures that affect occupational exposure and to reflect new or revised employee positions with occupational exposure.

Engineering Controls and Work Practices

Engineering controls and work practice controls will be used to prevent or minimize exposure to bloodborne pathogens. The specific engineering controls and work practice controls used are listed below:

(For example: non-glass capillary tubes, SESIPs, needleless systems)

Sharps disposal containers are inspected and maintained or replaced by (Name of responsible person or department) every (list frequency) or whenever necessary to prevent overfilling.

This facility identifies the need for changes in engineering controls and work practices through __________ (Examples: Review of OSHA records, employee interviews, committee activities, etc.)

We evaluate new procedures and new products regularly by __________ (Describe the process, literature reviewed, supplier info, products considered)

Both front-line workers and management officials are involved in this process in the following manner: __________ (Describe employees’ involvement)

(Name of responsible person or department) is responsible for ensuring that these recommendations are implemented.

Personal Protective Equipment (PPE)

PPE is provided to our employees at no cost to them. Training in the use of the appropriate PPE for specific tasks or procedures is provided by (Name of responsible person or department).

The types of PPE available to employees are as follows: _________ (gloves, eye protection, etc.)

PPE is located (List location) and may be obtained through (Name of responsible person or department). (Specify how employees will obtain PPE and who is responsible for ensuring that PPE is available.)

All employees using PPE must observe the following precautions:

• Wash hands immediately or as soon as feasible after removing gloves or other PPE.
• Remove PPE after it becomes contaminated and before leaving the work area.
• Used PPE may be disposed of in (List appropriate containers for storage, laundering, decontamination, or disposal.)
• Wear appropriate gloves when it is reasonably anticipated that there may be hand contact with blood or OPIM, and when handling or touching contaminated items or surfaces; replace gloves if torn, punctured or contaminated, or if their ability to function as a barrier is compromised.
• Utility gloves may be decontaminated for reuse if their integrity is not compromised; discard utility gloves if they show signs of cracking, peeling, tearing, puncturing, or deterioration.
• Never wash or decontaminate disposable gloves for reuse.
• Wear appropriate face and eye protection when splashes, sprays, spatters, or droplets of blood or OPIM pose a hazard to the eye, nose, or mouth.
• Remove immediately or as soon as feasible any garment contaminated by blood or OPIM, in such a way as to avoid contact with the outer surface.

The procedure for handling used PPE is as follows: _________ (may refer to specific procedure by title or number and last date of review; include how and where to decontaminate face shields, eye protection, resuscitation equipment)

Housekeeping

Regulated waste is placed in containers which are closable, constructed to contain all contents and prevent leakage, appropriately labeled or color-coded (see the following section “Labels”), and closed prior to removal to prevent spillage or protrusion of contents during handling.

The procedure for handling sharps disposal containers is: (may refer to specific procedure by title or number and last date of review)

The procedure for handling other regulated waste is: (may refer to specific procedure by title or number and last date of review)

Contaminated sharps are discarded immediately or as soon as possible in containers that are closable, puncture-resistant, leak proof on sides and bottoms, and appropriately labeled or color-coded. Sharps disposal containers are available at (must be easily accessible and as close as feasible to the immediate area where sharps are used).

Bins and pails (e.g., wash or emesis basins) are cleaned and decontaminated as soon as feasible after visible contamination.

Broken glassware that may be contaminated is only picked up using mechanical means, such as a brush and dustpan.

Laundry

The following contaminated articles will be laundered by this company:

Laundering will be performed by (Name of responsible person or department) at (time and/or location).

The following laundering requirements must be met:

• Handle contaminated laundry as little as possible, with minimal agitation
• Place wet contaminated laundry in leak-proof, labeled or color-coded containers before transport. Use (specify either red bags or bags marked with the biohazard symbol) for this purpose.
• Wear the following PPE when handling and/or sorting contaminated laundry: __________ (List appropriate PPE).

Labels

The following labeling methods are used in this facility:

Equipment to be Labeled: _________ (Label Type and Size, Color ) (specimens, contaminated laundry, etc.) (red bag, biohazard label)

(Name of responsible person or department) is responsible for ensuring that warning labels are affixed or red bags are used as required if regulated waste or contaminated equipment is brought into the facility. Employees are to notify (Name of responsible person or department) if they discover regulated waste containers, refrigerators containing blood or OPIM, contaminated equipment, etc., without proper labels.

Read: Understanding OSHA Bloodborne Pathogens Standard

Hepatitis B Vaccination

This section of the exposure control plan (ECP) establishes your organizations policy regarding hepatitis B (HBV) vaccinations.

Employers are required to provide the HBV vaccination to employess at no cost within 10 days of initial assignment.

It is important to note that “employers” includes both for-profit and non-profits organizations. Volunteers are considered employees for the purpose of the Bloodborne Pathogens standard. Also, if a school, requires students to perform tasks which exposes them to bloodborne pathogens, the school may be required to provide the HBV vaccination at no cost to the student.

The hepatitis B immunization series requires three separate injections.

The hepatitis B vaccine is very effective in protecting against the hepatitis B virus. Approximately 90 percent of people who receive the vaccine will become fully immune to the virus. It is given in a series of three shots. The entire series of shots is required to provide full immunity. The vaccine is safe with very few adverse reactions.

Typical Vaccination Schedule: The first injection can be administered at any given time. The second injection must be given at least one month after the first, and the third injection must be given six months after the first.

A licensed physician or other healthcare professional will perform or supervise the vaccinations.

Your employer does not have to offer you the vaccination series if you have previously received the complete series or have tested as immune to HBV.

You can decline the vaccination for hepatitis B after being informed of the risks and benefits.  To do this, you must sign a declination form. If you initially decline the vaccination for Hepatitis B, you can later request it from your employer at no charge.

There are currently two vaccines used to prevent hepatitis B infection in the United States. Neither vaccine contains blood products. You cannot get Hepatitis B from these vaccines.

Vaccination is encouraged unless:

1. Documentation exists that the employee has previously received the series
2. Antibody testing reveals that the employee is immune
3. Medical evaluation shows that vaccination is contraindicated

Employees can decline the vaccination. If they do, the employee must sign a declination form. Employees who decline the vaccination may request and obtain the vaccination at a later date at no cost.

For the forms needed for a Hepatitus B Vaccine and Declination form, check out the forms I have for free here

Post-Exposure Evaluation and Follow-Up

OSHA expects employers to have a plan in place in the event an employee does have an occupational exposure.

This section of the Exposure Control Plan (ECP) must identify the person responsible for post-exposure follow-up.

Additionally, this section of the ECP must provide the post-exposure steps to be taken in the event of an occupational exposure. Remember, employees must be able to access the ECP for their personal review, even if an exposure has not occurred.

Sample Post-Exposure Evaluation and Follow-Up

Should an exposure incident occur, contact (Name of responsible person) at the following number __________.

An immediately available confidential medical evaluation and follow-up will be conducted by (name of licensed health care professional).

Following initial first aid (clean the wound, flush eyes or other mucous membrane, etc.), the following activities will be performed:

• Document the routes of exposure and how the exposure occurred.
• Identify and document the source individual (unless the employer can establish that identification is infeasible or prohibited by state or local law).
• Obtain consent and make arrangements to have the source individual tested as soon as possible to determine HIV, HCV, and HBV infectivity; document that the source individual’s test results were conveyed to the employee’s health care provider.
• If the source individual is already known to be HIV, HCV and/or HBV positive, new testing need not be performed.
• Assure that the exposed employee is provided with the source individual’s test results and with information about applicable disclosure laws and regulations concerning the identity and infectious status of the source individual (e.g., laws protecting confidentiality).
• After obtaining consent, collect exposed employee’s blood as soon as feasible after exposure incident, and test blood for HBV and HIV serological status
• If the employee does not give consent for HIV serological testing during collection of blood for baseline testing, preserve the baseline blood sample for at least 90 days; if the exposed employee elects to have the baseline sample tested during this waiting period, perform testing as soon as feasible.

Administration of Post-Exposure Evaluation and Follow-Up

This section of the Exposure Control Plan (ECP) identifies the person or department responsible for ensuring the post-exposure evaluation and follow-up are performed.

After the post-exposure evaluation is completed, the employee must be provided a copy of the health care professional’s written opinion within 15 days after the evaluation is completed.

Sample Administration of Post-Exposure Evaluation and Follow-Up

(Name of responsible person or department) ensures that health care professional(s) responsible for employee’s hepatitis B vaccination and post-exposure evaluation and follow-up are given a copy of OSHA’s bloodborne pathogens standard.

(Name of responsible person or department) ensures that the health care professional evaluating an employee after an exposure incident receives the following:

• A description of the employee’s job duties relevant to the exposure incident
• Route(s) of exposure
• Circumstances of exposure
• If possible, results of the source individual’s blood test
• Relevant employee medical records, including vaccination status

(Name of responsible person or department) provides the employee with a copy of the evaluating health care professional’s written opinion within 15 days after completion of the evaluation.

Procedures for Evaluating the Circumstances Surrounding an Exposure Incident

This section of the Exposure Control Plan (ECP) identifies who is responsible for evaluating an exposure incident. In addition, it should list what will be included as part of the evaluation process.

One important piece to this section is the recording of percutaneous injuries from contaminated sharps in a Sharps Injury Log. If your company is not required to maintain a Sharps Injury Log, then this can be excluded.

Sample Procedures for Evaluating the Circumstances Surrounding an Exposure Incident

(Name of responsible person or department) will review the circumstances of all exposure incidents to determine:

• engineering controls in use at the time
• work practices followed
• a description of the device being used (including type and brand)
• protective equipment or clothing that was used at the time of the exposure incident (gloves, eye shields, etc.)
• location of the incident (O.R., E.R., patient room, etc.)
• procedure being performed when the incident occurred
• employee’s training

(Name of Responsible Person) will record all percutaneous injuries from contaminated sharps in a Sharps Injury Log.

If revisions to this ECP are necessary (Responsible person or department) will ensure that appropriate changes are made. (Changes may include an evaluation of safer devices, adding employees to the exposure determination list, etc.)

Employee Training

All employees who have been identified as having occupational exposure must receive initial and annual Bloodborne Pathogens training. Remember, you should have already identified all of the job classifications previously in your Exposure Control Plan.

Some companies put all of their employees through this training, regardless of their job classification, especially if an employee’s job classification can change. This can potentially save in training costs, by reducing the number of separate trainings that might need to be offered. For example, primary and secondary teachers are often given this training at the beginning of each school year.

Computer based training (CBT) can be used to provide this training if all of the criteria below are met. It is important to note that hands on training for personal protective equipment (PPE) will be required for bloodborne pathogens training. Employees must be able to practice putting on and taking off the PPE, as well as being instructed in it’s proper use.

Sample Employee Training

All employees who have occupational exposure to bloodborne pathogens receive initial and annual training conducted by (Name of responsible person or department). (Attach a brief description of their qualifications.)

All employees who have occupational exposure to bloodborne pathogens receive training on the epidemiology, symptoms, and transmission of bloodborne pathogen diseases. In addition, the training program covers, at a minimum, the following elements:

• a copy and explanation of the OSHA bloodborne pathogen standard
• an explanation of our ECP and how to obtain a copy
• an explanation of methods to recognize tasks and other activities that may involve exposure to blood and OPIM, including what constitutes an exposure incident
• an explanation of the use and limitations of engineering controls, work practices, and PPE
• an explanation of the types, uses, location, removal, handling, decontamination, and disposal of PPE
• an explanation of the basis for PPE selection
• information on the hepatitis B vaccine, including information on its efficacy, safety, method of administration, the benefits of being vaccinated, and that the vaccine will be offered free of charge
• information on the appropriate actions to take and persons to contact in an emergency involving blood or OPIM
• an explanation of the procedure to follow if an exposure incident occurs, including the method of reporting the incident and the medical follow-up that will be made available
• information on the post-exposure evaluation and follow-up that the employer is required to provide for the employee following an exposure incident
• an explanation of the signs and labels and/or color coding required by the standard and used at this facility
• an opportunity for interactive questions and answers with the person conducting the training session

Training materials for this facility are available at (name location).

Recordkeeping

This section of the Exposure Control Plan (ECP) details what training records must be maintained in relation to:

• Training
• Medical Records
• OSHA Recordkeeping
• Sharps Injury Log

These documents must be maintained for at least three (3) years.

Additionally, an employee or their authorized representative may request a copy of the employee’s exposure and medical records.

Sample Recordkeeping

Training Records

Training records are completed for each employee upon completion of training. These documents will be kept for at least three years at (Location of records).

The training records include:

• the dates of the training sessions
• the contents or a summary of the training sessions
• the names and qualifications of persons conducting the training
• the names and job titles of all persons attending the training sessions

Employee training records are provided upon request to the employee or the employee’s authorized representative within 15 working days. Such requests should be addressed to (Name of responsible person or department).

Medical Records

Medical records are maintained for each employee with occupational exposure in accordance with 29 CFR 1910.1020, “Access to Employee Exposure and Medical Records.”

(Name of responsible person or department) is responsible for maintenance of the required medical records. These confidential records are kept in (List location) for at least the duration of employment plus 30 years.

Employee medical records are provided upon request of the employee or to anyone having written consent of the employee within 15 working days. Such requests should be sent to (Name of responsible person or department and address).

OSHA Recordkeeping

An exposure incident is evaluated to determine if the case meets OSHA’s Recordkeeping Requirements (29 CFR 1904). This determination and the recording activities are done by (Name of responsible person or department).

Sharps Injury Log

In addition to the 1904 Recordkeeping Requirements, all percutaneous injuries from contaminated sharps are also recorded in a Sharps Injury Log. All incidences must include at least:

• Date of the injury
• Type and brand of the device involved (syringe, suture needle)
• Department or work area where the incident occurred
• Explanation of how the incident occurred.

This log is reviewed as part of the annual program evaluation and maintained for at least five years following the end of the calendar year covered. If a copy is requested by anyone, it must have any personal identifiers removed from the report.

Bloodborne pathogens are infectious microorganisms in human blood that can cause disease in humans. These pathogens include, but are not limited to, hepatitis B (HBV), hepatitis C (HCV) and human immunodeficiency virus (HIV).

Workers in many occupations, including first responders, housekeeping personnel in some industries, nurses and other healthcare personnel, all may be at risk for exposure to bloodborne pathogens.

Bloodborne pathogens are capable of causing serious illness and death. The most common illnesses caused by bloodborne pathogens are hepatitis B (HBV), hepatitis C (HCV, and acquired immunodeficiency syndrome (AIDS) from HIV.

Check Out: BloodBorne Pathogen Exposure Control Plan

Who is covered by OSHA’s Bloodborne Pathogens Standard?

The standard applies to all employees who have occupational exposure to blood or other potentially infectious materials (OPIM).

Employees who provide first aid as part of their job are required to have training on occupational exposure.

• Occupational exposure is defined as “reasonably anticipated skin, eye, mucous membrane, or parenteral contact with blood or OPIM that may result from the performance of the employee’s duties.”
• Blood is defined as “human blood, human blood components, and products made from human blood.”
• Other potentially infectious materials (OPIM) means:
  1. The following human body fluids: semen, vaginal secretions, cerebrospinal fluid, synovial fluid, pleural fluid, pericardial fluid, peritoneal fluid, amniotic fluid, saliva in dental procedures, any body fluid that is visibly contaminated with blood, and all body fluids in situations where it is difficult or impossible to differentiate between body fluids;
  2. Any unfixed tissue or organ (other than intact skin) from a human (living or dead); and
  3. HIV-containing cell or tissue cultures, organ cultures, and HIV- or HBV-containing culture medium or other solutions; and blood, organs, or other tissues from experimental animals infected with HIV or HBV.

You can find more information on recognizing workplace hazards associated with bloodborne pathogens on OSHA’s Hazard Recognition Page.

What is the purpose of OSHA’s Bloodborne Pathogens standard?

The purpose of the standard is to minimize or eliminate occupational exposure to disease-carrying microorganisms or “pathogens” that can be found in human blood and body fluids.

Who must be trained under OSHA’s Bloodborne Pathogens standard?

OSHA has mandated annual training is required for all employees with potential occupational exposure. This means if there is a reasonable possibility an employee might be exposed to blood or other potentially infectious materials (OPIM),other potentially infectious bodily fluids, they must receive training to minimize or eliminate their risk to potential exposure.

OSHA has determined employers can minimize or even eliminate occupational bloodborne hazards by developing and enforcing a combination of exposure control strategies which work for all bloodborne diseases. It is not enough for an employer to provide bloodborne pathogens training; they must also have a formal exposure control plan documented and implemented.

TRAINING IS NOT ENOUGH; an employer must implement a Formal Exposure Control Plan

What are the primary bloodborne pathogens?

The primary bloodborne pathogens are:

• Hepatitis B Virus (HBV)
• Hepatitis C Virus (HCV)
• Human immunodeficiency virus (HIV)

Other commonly recognized pathogens transmitted by body fluids include:

• West Nile Virus
• Malaria
• Syphilis

Hepatitis B Virus (HBV)

The hepatitis B virus (HBV) is one of the primary causes of Hepatitis, an infection which causes inflammation of the liver. Complications of Hepatitis include cirrhosis (scarring) of the liver, liver cancer, and liver failure. There is no known cure for the hepatitis B virus. In the United States, approximately 15 to 25 percent of people infected with HBV will die because of the illness.

According to the Hepatitis B Foundation, thousands of people in the United States and 600,000 people worldwide die from hepatitis B-related liver disease annually.

The Center for Disease Control (CDC) reported 2,953 confirmed acute cases of hepatitis B in 2014. The CDC estimates 19,200 people were infected with the hepatitis B virus the same year.

Hepatitis B can be either acute or chronic:

• Acute hepatitis B virus infection is a short-term illness that occurs within the first 6 months after someone is exposed to the Hepatitis B virus. Acute infection can, but does not always, lead to chronic infection.
• Chronic hepatitis B virus infection is a long-term illness that occurs when the Hepatitis B virus remains in a person’s body. Chronic Hepatitis B is a serious disease that can result in long-term health problems, and even death.

An exposure that might place a worker at risk for HBV, HCV, or HIV infection is defined as:

1. A percutaneous injury (e.g., a needlestick or cut with a sharp object); or
2. Contact of mucous membrane or nonintact skin (e.g., exposed skin that is chapped, abraded, or afflicted with dermatitis) with blood, tissue, or other body fluids that are potentially infectious.
3. Indirect exposure from contaminated objects is a risk because hepatitis B virus can remain infectious on environmental surfaces for up to a week (7 days) in the form of dried blood.

This means you must always treat blood, wet or dry, as infectious!

A vaccination to prevent Hepatitis B virus infection is available. The Hepatitis B vaccine series is a sequence of three shots, typically given one month apart, that stimulate a person’s natural immune system to protect against the virus. After the vaccine is given, the body makes antibodies to protect a person against the virus. Antibodies are specialized proteins found in the blood that produce an immune response to a virus invading the body. These antibodies are stored in the body to guard against future infections. They will fight off an infection if a person is exposed to the Hepatitis B virus in the future.

Hepatitis C Virus (HCV)

The hepatitis C virus (HCV) is also a significant cause of severe liver damage and death.

Hepatitis C kills more Americans than any other infectious disease. Deaths associated with hepatitis C reached 18,153 in 2016, according to surveillance data released by the Centers for Disease Control and Prevention (CDC).

About 3.5 million Americans are currently living with hepatitis C and roughly half are unaware of their infection. Approximately 1 to 5% of people infected with hepatitis C virus die as a result of the long-term damage caused to the liver and body.

Approximately 70%-80% of people with acute hepatitis C do not have any symptoms. Some people, however, can have mild to severe symptoms soon after being infected, including:

• fever
• fatigue
• loss of appetite
• nausea
• vomiting
• abdominal pain
• dark urine
• grey-colored bowel movements
• joint pain
• jaundice (yellow color in the skin or eyes)

Click here to view the CDC fact sheet for Hepatitis C.

If symptoms do occur, the average incubation period is 45 days after exposure, but this can range from 14 to 180 days.

Many people infected with the hepatitis C virus do not develop symptoms.

Hepatitis C virus-infected individuals are infectious to other people, whether they show symptoms or not. Interestingly, Hepatitis C virus is strictly a human disease. It is not known to cause disease in any animals.

Blood testing for hepatitis C virus was not available until 1992. As a result, blood donation agencies did not screen for hepatitis C virus. Many hepatitis C virus infections occurred as a result of receiving blood products from infected individuals. Today, testing for hepatitis C is common place and should occur after any exposure to potential bloodborne pathogens.

There is no vaccine for Hepatitis C.

Treatment

According to the CDC, approximately 15% to 25% of people infected with acute Hepatitis C will naturally be able to clear the infection from their body without treatment.

There are several medications available to treat chronic hepatitis C, including newer, more effective drugs with fewer side effects.

Around the World

According to the World Health Organization (WHO), 1.75 million people are infected with the hepatitis C virus each year. Approximately 71 million people are chronically infected and at risk of developing liver cirrhosis and/or liver cancer. About 400,000 people worldwide die from hepatitis C-related liver diseases each year.

Decontamination for HCV

Any blood spills – including dried blood, which can still be infectious – should be cleaned using a 10% dilution (1 part household bleach to 9 parts water). Gloves should always be worn when cleaning up blood spills.

Human Immunodeficiency Virus (HIV)

The Human immunodeficiency virus (HIV) is the virus responsible for causing acquired immunodeficiency syndrome (AIDS). The HIV virus was originally identified on December 1st, 1981.

Statistics on HIV

• 38,500 new cases of HIV/AIDS in adults, adolescents, and children were diagnosed in 2015.
• As of 2015, approximately 1.1 million people are living with HIV. The CDC estimates 15% of people living with HIV do not know they are infected.
• As of December 31, 2013, 58 confirmed occupational transmissions of HIV and 150 possible transmissions had been reported in the United States.
• As of 2016, there are about 36.7 million people living with HIV around the world, with only 53% receiving treatment.
• In 2016, about one million people died from AIDS-related illnesses around the world.

The Human immunodeficiency virus attacks and suppresses the immune system, reducing a person’s ability to fight infection. The virus specifically targets the cells crucial for fighting infection from pathogens. This allows diseases and infections to progress without resistance.

Within a few weeks of being infected with HIV, some people develop flu-like symptoms that last for a week or two, but others have no symptoms at all. People living with HIV may appear and feel healthy for several years. However, even if they feel healthy, HIV is still affecting their bodies. Untreated early HIV infection is also associated with many diseases including cardiovascular disease, kidney disease, liver disease, and cancer.

It can take many years before an HIV-infected person displays symptoms of the disease.

Symptoms include:

• enlarged lymph nodes
• fatigue
• frequent fevers
• persistent or frequent yeast infections of the mouth or vagina
• persistent or frequent skin rashes
• short-term memory loss
• weight loss
• enlarged liver and spleen

Presently, there is no known cure for HIV. Treatment for HIV is called antiretroviral therapy or ART. If people with HIV take ART as prescribed, their viral load (amount of HIV in their blood) can become undetectable. If it stays undetectable, they can live long, healthy lives. Today, someone diagnosed with HIV and treated before the disease is far advanced can live nearly as long as someone who does not have HIV.

HIV cannot reproduce outside the human body. It is not spread by:

• air or water
• insects, including mosquitoes: studies conducted by CDC researchers and others have shown no evidence of HIV transmission from insects
• saliva, tears, or sweat: there is no documented case of HIV being transmitted by spitting
• casual contact like shaking hands or sharing dishes
• closed-mouth or “social” kissing

All reported cases suggesting new or potentially unknown routes of transmission are thoroughly investigated by state and local health departments with assistance, guidance, and laboratory support from the CDC.

Disease Comparison

Of the three major bloodborne pathogens, hepatitis B virus is the most contagious. Approximately 33% of individuals exposed to hepatitis B virus will become infected. Of those individuals exposed to hepatitis C virus, only about 2% will become infected. Comparatively, human immunodeficiency virus is much less contagious than either form of hepatitis. About 0.33%, or 1 in 300, people exposed to HIV will become infected with the virus. Despite these statistics, every exposure has the potential to transmit bloodborne pathogens and must be considered significant.

Transmitting Bloodborne Pathogens

Fluids that Spread Bloodborne Pathogens

Non-occupational bloodborne pathogens are most commonly transmitted through:

• sexual contact; or
• sharing hypodermic needles.

Occupational bloodborne pathogens are most commonly transmitted through:

• puncture wounds from a sharp or contaminated object, such as broken glass; or
• from a splash of blood to the mucous membranes of the eyes, nose, or mouth.

The transmission of bloodborne pathogens from one person to another occurs through the transfer of infected body fluids.

Common body fluids which can transmit pathogens include:

• blood
• cerebral spinal fluid
• semen
• vaginal secretions

Semen and vaginal secretions can transmit bloodborne pathogens, but only during sexual contact.

Wearing disposable gloves can help protect you from accidental exposure to bloodborne pathogens.

Fluids that Do Not Spread Bloodborne Pathogens

Some body fluids have no documented risk of transmitting pathogens, including:

• sweat
• saliva
• urine
• feces

Although the risk of contracting a pathogen from these bodily fluids might be low, you may not always be able to tell which fluids you are handling, or whether injury has mixed them with blood.

For example, a severe abdominal injury could cause blood to be present in urine or feces. Therefore, it is best to protect yourself from ALL bodily fluids.

An effective safety committee may not only help prevent employees’ from getting hurt or killed on the job, it may help decrease future direct and indirect accident costs. An effective safety committee is a profit center, not a cost center for the company.

According to the U.S. Bureau of Labor Statistics (BLS), nearly 3 million non-fatal workplace injuries and illnesses were reported by private industry employers in 2016. According to the Liberty Mutual Workplace Safety Index, U.S. businesses spend more than one billion dollars a week on serious, nonfatal workplace injuries.

What do these statistics mean to you? Effective “profit center” safety committees have the potential to save not only lives and limbs, but lots of money. Many thousands of dollars each year can be saved in each company every time a safety committee uncovers and helps the employer eliminate hazardous conditions or unsafe work practices.

Every dollar invested in proactive safety, including safety committee activities, may return hundreds back. You’ve got to convince management that an effective safety committee not only saves lives, but saves money too.

To help the safety committee function better, each member must understand this basic principle:

What we do depends on who we think we are.

For example, if safety committee members:

• believe they are consultants, they will do and say things that send a message they can be trusted. Employees will seek their help and appreciate their work.
• believe they are cops, they will do and say things in a manner that is likely to result in mistrust. And, as we know, an effective safety culture can not exist in a climate of mistrust.

Benefits of a Safety Committee

• The safety committee performs the role of a internal consultant to the employer. If your employer hired an external consultant it would cost thousands of dollars for the same service the safety committee can provide in-house.
• The safety committee acts as a forum for management and labor to communicate safety related concerns. The benefits from improved communications may be hard to quantify, but they may be substantial.
• Every hazard the safety committee identifies and is directly involved in eliminating results in significant savings in potential accident costs. We’ll talk more about this later.
• The safety committee can serve as a valuable problem solving group that addresses workplace conditions, morale and quality. By developing solutions, the safety committee improves the company’s competitive advantage.
• The safety committee is an excellent opportunity for employees to improve their professional skills in communications, human relations, problem solving, meeting management, and analysis. Since supervisors and managers should be informed about occupational safety and health, the safety committee is a natural “school” of preparation for future company managers. In fact, some companies even make it a prerequisite.

The Safety Committee Vision Statement

To better understand and convey the role of your safety committee as an internal consultant team providing expert advice and assistance, think about creating a “vision statement.” The vision statement describes who you are. A good vision statement will help you determine what to do and make it more likely that you’ll realize that vision.

A committee with an appropriate vision is more likely to do the following to achieve their vision:

• survey and interview employees to find out what they are thinking and feeling;
• observe employees to analyze behaviors;
• inspect the workplace to uncover hazardous conditions;
• audit safety programs;
• uncover the surface and root causes of safety problems;
• develop and submit written recommendations;
• monitor the progress of corrective actions and system improvements; and
• evaluate the long-term quality of the safety culture.

Sample Vision Statement: “The safety committee helps management lead in creating a world-class safety culture through educating employees and consulting with management.”

Check out the safety committee books and meeting notes I have available on Amazon

The Safety Committee Mission Statement

A safety committee should write a mission statement that explains what they do to support their vision. The purpose of the safety committee might be viewed as its mission and describes the activities above to support its assigned role.

Sample Mission Statement: “It is the mission of the Safety Committee of XYZ Company to promote a safe working environment for all employees by assisting in the overall effort to minimize the frequency of accidents, and to identify corrective measures needed to eliminate or control recognized safety hazards.”

It is also good for your safety committee to have a slogan, something they can push out in their internal marketing efforts to raise awareness around safety. Check out this post on safety committee slogans.

As a safety committee member, you perform multiple roles. Let’s see how this affects your responsibilities:

• Safety committee member: When performing the role of a safety committee member you are basically performing the role of an internal consultant:
  • Warn employees, but do not report “names” to the supervisor.
  • Report unsafe behaviors to the committee chairperson so the safety committee can discuss how to fix the surface and root causes.
  • Help managers and supervisors gain the knowledge, skills, and abilities (KSAs) to better enforce, supervise, and manage safety by giving them useful information.
  • Listen to employee concerns and suggestions about safety and give that information to the safety committee.
  • Educate and assist employees, but do not try to enforce safety rules: that’s a line responsibility.
• Line employee: When performing the role of a line employee, you have a responsibility to warn the employee, but again, you’re not a cop. Report the behavior to your safety committee member, and if you are comfortable with it, to your supervisor without naming names.
• Supervisor/Manager: When performing the role of supervisor or manager, you are the agent of the employer and are legally the “cop” who should enforce safety.
  • If you catch someone misbehaving and you have properly trained them, they have the proper resources, time, support, etc., you’re probably justified in disciplining the employee.
  • Address behaviors with everyone in training and safety meetings. It resets employee accountability when the supervisor tells all employees they are not allowed to engage in a particular unsafe behavior.

Safety Committee Written Policy

It’s important to make sure the safety committee has a written policy statement to guide its actions.

The policy statement should include:

• the role and purpose(s) of the safety committee;
• reasons for establishing the safety committee;
• the need for management and employee participation;
• the need for support by all departments;
• responsibilities of the committee; and
• duties of committee members.

What kind of structure should the safety committee take? Typically, the committee will have a chairperson (some will also have a co-chair), a recorder, and of course a number of members. You don’t need a complicated bureaucratic structure.

Duties of the Chairperson

The chairperson’s job is, of course, one of the most important on the committee. He or she is the key coordinator ensuring the safety committee operates effectively. Below are some of the very important responsibilities of the chairperson.

• prepare an agenda for meetings
• arrange for meeting room
• notify members of meeting dates/times
• distribute agenda
• delegate responsibilities
• preside and conduct the meeting
• enforce committee ground rules
• communicate with the employer
• report the status of recommendations

Duties of the Safety Committee Recorder

Let’s not forget another very important responsibility: that of the recorder or secretary. This person assists the chairperson in making sure all communications are accurately recorded and distributed to committee members and others. Some duties of the recorder may include:

• assisting the chairperson with agenda;
• recording minutes of the meeting;
• distributing and posting the minutes; and
• assuming the chairperson’s duties if necessary.

Duties of the Safety Committee Member

For the safety committee to operate most effectively, everyone on the committee needs to be involved in some way. Safety committee members should do more than just report safety concerns from their departments. Below are some ideas for members.

• Receive suggestions, concerns, reports from employees.
• Report employee suggestions, concerns, reports to committee.
• Report back to employees on their suggestions, concerns, reports.
• Attend all safety committee meetings.
• Receive training on safety and health subjects.
• Review injury and illness reports.
• Monitor safety and health programs and system.
• Set example by taking action.
• Conduct safety inspections.
• Make recommendations for corrective action.
• Assist in communicating committee activities to all employees.

Check Out: Developing an Effective Internal Marketing Plan

Safety Committee Members

If one of the purposes of the safety committee is to bring management and labor together in a cooperative effort to improve the safety and health of workers, it just makes business sense to include representatives from management ranks as well as the work floor.

Management and labor can sit together and discuss their unique and common concerns regarding safety. The safety committee becomes a forum both management and labor may use, to ensure mutually acceptable solutions to problems can be reached.

It’s important the safety committee not be dominated by management in general, or any one individual, be it the safety director, chairperson, or member. To make sure this does not happen, establish ground rules, and techniques for decision-making that promotes group consensus.

Management representatives and the chairperson will be the primary conduits of communications between the safety committee and the employer. Committee members are the primary communicators with employees. It’s very important communication occurs in both directions.

The Safety Committee’s Purpose

Armed with insight into the role of the safety committee, let’s take a look at what the committee’s purpose and function might be. We’ll start by looking at the purpose of the safety committee. A quick review of our friendly dictionary once again defines “purpose” as “a desired or intended result or effect.”

For safety committees to be successful in fulfilling their role, they need to understand their purpose and how to go about achieving intended outcomes. If the safety committee does not understand it’s purpose, it may actually function to produce unintended outcomes.

Safety committees are created and developed to fulfill the following purposes:

• help to protect the employer by providing useful information;
• help to protect the employee by responding to safety concerns;
• bring labor and management together in a cooperative way to solve problems;
• help the employer educate and motivate all employees about the importance of safety; and
• help the employer educate and motivate all supervisors and managers to identify hazards and take corrective action.

All these purpose statements emphasize the safety committee’s responsibility to help the employer do (manage) safety, not to do safety for the employer. This important idea is why we encourage safety committees to think of themselves as internal consultant groups, but not as safety “cop squads.”

Enforcing Safety Rules is Not the Safety Committee’s Job

Remember, writing “tickets” for violating safety rules can be especially disastrous to the success of the safety committee’s effectiveness: Don’t do it. Enforcing safety is considered managing safety and is a line responsibility from the CEO down through first line supervisor.

The “Function” of the Safety Committee

Purpose and function are related terms, but differ significantly in meaning. “Function” is: Something closely related to another thing and dependent on it for its existence, value, or significance. This definition implies that “function” is dependent on the “purpose” of the safety committee.

Whereas a purpose statement describes the intended result or effect of a safety committee activity, “function” describes the actual unintended result or effect. The actual outcome depends on the success of the attempt to carry out the intended purpose. If the safety committee does not effectively carry out its intended purpose, it may unintentionally function to hurt the company’s safety and health effort.

The safety committee’s function is dependent upon the effectiveness of a group to follow through with its stated purpose. The safety committee may have the best intentions, but if it cannot follow through effectively with its plans, it may actually function to harm a safety program or activity rather than help it.

Without education and training, safety committee members may not have the basic knowledge, skills, and abilities (SKAs) to perform their responsibilities. Given proper education and training, the safety committee is more likely to function to carry out its intended purpose.

For instance, the safety committee may intend to increase interest in safety by implementing a safety incentive program, but if its members do not have the SKAs to accomplish this task, they may unintentionally develop a totally reactive incentive program that results in dismal failure.

A risk assessment is a systematic examination of a task, job or process that you carry out at work for the purpose of identifying the significant hazards, the risk of someone being harmed and deciding what further control measures you must take to reduce the risk to an acceptable level.

• Identifying the significant hazards that are present (a hazard is something that has the potential to cause someone harm or ill health).
• Deciding if what you have already done reduces the risk of someone being harmed to an acceptable level, and if not;
• Deciding what further control measures you must take to reduce the risk to an acceptable level.

Who should do risk assessments?

Risk assessments should be overseen by a person who is experienced and competent to do so, competence can be expressed as a combination of Knowledge, Awareness, Training, and Experience. As needed employees that work in the area should be consulted to help identify risks, as they are job experts in their area.

Remember competence does not mean you have to know everything about everything, competence also means knowing when you know enough or when you should call in further expert help.

8 steps to carrying out a risk assessment;

1. Identify the hazards
2. Identify those at risk
3. Identify existing control measures
4. Evaluate the risk
5. Decide/Implement control measures
6. Record assessment
7. Monitor and review
8. Inform

Look for the hazards that you could reasonably expect to result in significant harm, for example;

Slipping and tripping hazards from poorly maintained floors, Fire hazards from flammable materials etc.

Check Out: Fire Risk Assessment

Identify those at risk

Think about individuals or groups of people who may be affected e.g.

• Office staff
• Maintenance personnel
• Members of the public
• Machine operators

Particular attention must be paid to disabled staff, lone workers, temporary staff and young inexperienced workers.

Identify Existing Control Procedures

Examine how you already control the risks; it is unlikely that your workers are getting injured on a daily basis, so you must have some controls in place already. To decide if those existing control procedures are adequate, and to evaluate the risk, complete a risk ranking which will determine the residual risk.

Check Out: Risk Assessment Guidelines

Evaluate the risk

A risk is defined as the likelihood that a hazard will cause harm

I.e. Risk = Likelihood x Severity – below is an example of a simple 1-5 risk ranking system.

1. Rare
2. Unlikely
3. Possible
4. Likely
5. Almost Certain

If the hazard does result in harm, how severe would the injury be?

1. Scratch (trivial)
2. Cut (Minor injury)
3. Fracture (Major injury – Over 3 day injury)
4. Amputation (Major injury)
5. Death (Death)

Decide and Implement new control measures

If the risk is not adequately controlled decide which new control procedures are required and ensure these procedures are implemented. The control measures are the actions performed to reduce either the probability of the accident happening or the severity of the outcome, and where possible both. When considering what measures to put in place it is important to consider both severity and likelihood, in order to minimize the overall risk.

When deciding what new control measures will be required, it is helpful to work through the ‘hierarchy’ of controls. The hierarchy is as follows:

1. Elimination – get rid of the risk altogether
2. Substitution – exchange one risk for something less likely or severe
3. Physical Controls – separation/Isolation, eliminate contact with the hazard
4. Administrative controls – safe systems of work, rules in place to ensure safe use/contact with hazard
5. Information, instruction, training & supervision – warn people of hazard and tell/show/help them how to deal with it
6. Personal Protective Equipment – dress them appropriately to reduce severity of accident

Control measures should be practical and easy to understand (what to do and why they are doing it), applicable to the hazard, able to reduce the risk to acceptable levels, acceptable to the workforce and easy to operate.

Understanding the Hierarchy of Control will help you  better understand how best to mitigate risks

After you have implemented the new control procedures, then re–rank the risks as above to determine the new residual risk, you should aim to get the risk to as low as is reasonably practicable until it is at a tolerable level.

Record the assessment

Keep copies of the assessments for your records and for inspection by OSHA should they ever be requested. Retaining copies is also helpful in reviewing the risk assessment, at a minimum annually, or when it becomes imperative to add to it, such as when new equipment, or workplace layout changes.

Monitor and review

You must ensure that the control measures are achieving the desired level of control. You must review the assessment on a regular basis or if anything changes e.g. new staff, change in machinery or process.

Remember, even if you work in a seemingly low risk working environment, hazards exist and the risk management process is still an essential part of creating your safe work systems.

The challenge of managing the many aspects of workplace safety at times can feel overwhelming. There are many legal, moral and financial reasons for us to pay attention to our safety obligations. With all these challenges we need to ensure that we are not wasting our time, money and efforts doing things that simply don’t work.

Top Ten list of common errors in managing workplace safety issues

(1) Celebrate the lack of injury and not the existence of safety.

It is a significant mistake to gauge our safety efforts solely by the absence of injuries. Nearly everyone can recount instances where they took substantial risks with their well-being and emerged unscathed. While it is certainly positive when a period passes without any injuries, this absence alone does not equate to true safety. Safety is not merely defined by the lack of incidents; it is the result of proactive measures and diligent practices.

Unfortunately, many companies make the error of rewarding those who were simply “lucky” enough not to get hurt while engaging in unsafe behavior, as well as the “liars” who fail to report injuries to maintain an unbroken safety record. This approach creates a dangerous culture where the emphasis is placed on the outcome rather than the practices that ensure genuine safety.

To truly cultivate a safe work environment, we need to focus on the activities and behaviors that create safety. This involves consistently performing safety checks, following protocols, and encouraging transparent reporting of all incidents and near-misses. Celebrations and rewards should be directed towards those who actively contribute to a safer workplace through their adherence to safety measures and proactive attitudes.

Recognizing and honoring the efforts of individuals who prioritize and implement safety measures fosters a culture of accountability and continuous improvement. By doing so, we shift the focus from merely avoiding injuries to actively creating a safe working environment. Safety achievements should highlight and reward the behaviors and practices that prevent accidents, ensuring that safety is understood as a collective responsibility and a continuous process.

(2) Do safety to our employees and not with them.

Rules imposed by others often fail to achieve the necessary buy-in to effectively change behavior. For safety measures to be truly effective, it is crucial to involve employees in the process of establishing the behaviors and rules that apply to their workplaces. When employees are actively engaged in creating these guidelines, they are more likely to understand, accept, and comply with them.

Involving employees in safety initiatives transforms them from passive recipients of top-down directives to active participants in shaping their work environment. This participatory approach fosters a sense of ownership and responsibility among employees, making them more committed to adhering to safety standards. By engaging employees in the development of safety protocols, companies can harness the valuable insights and practical knowledge of those who are directly involved in day-to-day operations.

One effective strategy is to challenge groups of employees to set and review performance standards related to safety. This involvement can take various forms, such as safety committees, focus groups, or workshops where employees collectively identify potential hazards, suggest improvements, and establish safety procedures. Regularly reviewing these standards ensures they remain relevant and effective, and it encourages continuous improvement.

By integrating employees into the safety process, organizations can create a more dynamic and responsive safety culture. Employees who feel their voices are heard and their contributions valued are more likely to be vigilant and proactive in maintaining safe practices. This collaborative approach not only enhances compliance with safety rules but also promotes a culture of mutual respect and shared responsibility for workplace safety.

Furthermore, involving employees in safety decision-making can lead to more practical and workable solutions. Those who perform the tasks daily have firsthand experience with the risks involved and can offer realistic suggestions for mitigating those risks. This bottom-up approach ensures that safety measures are not only theoretically sound but also practically applicable.

In summary, the key to successful safety programs lies in the active participation of employees in establishing and reviewing safety behaviors and rules. This involvement fosters a sense of ownership, enhances compliance, and leads to more effective and practical safety solutions. By making safety a collective responsibility, organizations can build a robust and sustainable safety culture.

(3) Do safety for the government.

Companies in the early stages of developing their safety cultures often fall into the trap of being “reluctant compliers,” implementing safety measures solely because they are mandated by the government. This compliance-driven approach overlooks the true value that effective safety management brings to a company’s productivity and overall performance. Recognizing and embracing the intrinsic benefits of a robust safety culture can significantly enhance a company’s operational success and financial health.

Safety management is not just a regulatory obligation; it is a critical component of a company’s strategic performance. Companies that prioritize safety as a core value rather than a mere legal requirement experience numerous advantages, including reduced accident rates, lower insurance costs, and improved employee morale. When employees feel safe and valued, they are more productive and engaged, leading to higher quality work and better overall performance.

The transition from compliance-driven safety practices to value-driven safety initiatives marks a pivotal shift in a company’s culture. This shift involves understanding that safety is about more than meeting legal requirements—it’s about ensuring that every employee goes home safe and healthy at the end of each workday. While compliance with laws and regulations is essential, it should be viewed as the baseline, not the ultimate goal.

To truly thrive, companies need to integrate safety into every aspect of their operations. This means fostering an environment where safety is ingrained in the company’s ethos, from the boardroom to the shop floor. Leadership should demonstrate a genuine commitment to safety, setting the tone for the entire organization. Regular training, open communication, and continuous improvement processes should be implemented to maintain and enhance safety standards.

Moreover, involving employees in safety initiatives can yield significant dividends. When employees participate in safety planning and decision-making, they become more invested in the outcomes. Their on-the-ground perspectives can lead to more practical and effective safety solutions. This collaborative approach not only improves safety outcomes but also fosters a culture of mutual respect and accountability.

In essence, companies should not view safety as a checkbox to satisfy regulatory authorities but as a fundamental aspect of their operational strategy. By prioritizing safety for its own sake and recognizing its impact on performance and productivity, companies can achieve significant financial and operational benefits. A proactive and engaged safety culture ensures not only compliance but also positions a company for long-term success and sustainability.

In conclusion, companies must move beyond reluctant compliance and embrace safety as a core value that enhances their overall performance. Making work environments safe and compliant with the law is not only a moral imperative but also a smart business strategy that leads to thriving, productive, and financially successful companies.

(4) Ignore the importance of the proper tools, equipment, materials and work space.

The long-standing myth that unsafe behavior is responsible for 88% of workplace incidents is simply not true. While unsafe behaviors certainly play a role in all incidents, this perspective overlooks the crucial influence of unsafe conditions. Both factors—unsafe behaviors and unsafe conditions—contribute to workplace accidents, and focusing on one without addressing the other is a significant oversight.

Unsafe conditions, such as faulty tools, inadequate equipment, substandard materials, and poor work environments, are always present alongside unsafe behaviors. To enhance workplace safety effectively, it is essential to address both elements. If employees are provided with broken tools or outdated equipment, it is unsurprising that accidents occur. Similarly, if workers lack access to necessary aids, like lifting machines, injuries from overexertion are likely.

A comprehensive approach to safety involves ensuring that all conditions and behaviors in the workplace support safe practices. Supplying high-quality tools and equipment is fundamental. When workers have reliable, well-maintained tools, they are less likely to engage in risky behaviors out of necessity. For example, ergonomic equipment and proper lifting aids can prevent injuries associated with manual handling tasks.

Moreover, creating a safe work environment goes beyond just providing tools; it includes maintaining these tools, offering appropriate training, and fostering a culture where safety is prioritized. When employees are well-trained and confident in the use of their equipment, they are more likely to follow safe practices consistently. This combination of good tools, proper training, and a supportive safety culture significantly reduces the risk of accidents.

Good tools and equipment also enhance efficiency and productivity. Workers who can rely on their tools are able to perform their tasks more effectively, reducing downtime and errors. This reliability fosters a safer, more efficient workplace where unnecessary risks are minimized.

In conclusion, to improve workplace safety, we must dispel the myth that unsafe behavior alone causes incidents and recognize the critical role of unsafe conditions. By focusing on providing safe behaviors, high-quality tools, and a supportive work environment, we can create a comprehensive safety strategy. This holistic approach ensures that employees are equipped to perform their jobs safely and efficiently, ultimately reducing the incidence of workplace accidents and injuries.

(5) Ignore the culture of unsafe behavior.

Failing to make safe behavior personal and not holding each other accountable for maintaining a safe work environment is a significant mistake. Allowing our colleagues to engage in unsafe practices can have disastrous consequences. We are responsible for each other’s safety, akin to the camaraderie and accountability found in team sports. Just as we support and coach teammates to improve their performance, we must seize every opportunity to guide our fellow employees in adopting safe behaviors. By doing so, we ensure that everyone understands the importance of safety measures and practices them consistently, ultimately leading to a safer workplace where everyone can return home safely at the end of the day. This proactive approach to safety fosters a culture of mutual care and responsibility, reducing the likelihood of accidents and injuries.

Check Out: Behavior Based Safety Programs: A Comprehensive Guide

(6) Miscalculate the power of groups actively caring about each other.

Encouraging our co-workers to offer feedback and coaching when they notice us engaging in unsafe practices is a powerful way to strengthen our collective commitment to workplace safety. When we actively invite our peers to speak up, we remove the barriers that often prevent them from pointing out potentially dangerous behaviors—such as the fear of causing offense or provoking a negative response. By fostering a culture of open dialogue, we create an environment where everyone feels not only comfortable but also responsible for contributing to the safety of their colleagues.

This approach emphasizes the importance of teamwork in safety, recognizing that maintaining safe practices is not an individual task but a shared responsibility. It shifts the focus from personal criticism to collective improvement, where constructive feedback is seen as a vital tool for ensuring everyone’s well-being. As we embrace this collaborative mindset, we reinforce the idea that safety is a common goal, and that each of us plays a crucial role in protecting one another.

By nurturing an atmosphere where feedback is both welcomed and valued, we pave the way for a more supportive and cohesive work environment. This proactive strategy helps to build trust among team members, ensuring that safety becomes ingrained in our daily operations. Ultimately, by making safety a shared priority, we reinforce our commitment to ensuring that every team member returns home safely at the end of each day, fostering a culture where safety is truly a collective endeavor.

(7) Deliver Safety Programs to passive employees.

The misconception that workplace safety can be achieved as effortlessly as ordering a pizza is a pervasive one, yet its origins remain shrouded in mystery. This simplistic approach has proven to be ineffective in ensuring a safe working environment. True workplace safety demands a comprehensive, proactive commitment from everyone involved in production. Safety must be integrated into every aspect of the work process, not merely as an afterthought. A fundamental shift in mindset is required, prioritizing safe production over the mere addition of safety measures.

Empowering employees to take ownership of their safety and that of their colleagues is a proven strategy for enhancing workplace safety. By encouraging employees to develop their own methods for identifying and mitigating hazards, we foster a culture of continuous improvement and shared responsibility. This approach not only improves safety performance but also strengthens employee engagement and morale. It is imperative that we adopt this proactive and inclusive strategy to create safer and more productive workplaces.

Additional considerations:

• Specific examples: To strengthen the argument, consider providing specific examples of how empowering employees has led to improved safety outcomes in real-world scenarios.
• Data and statistics: Incorporate relevant data and statistics to support the claims made in the text. For instance, you could cite studies that demonstrate the effectiveness of employee involvement in safety initiatives.
• Ethical implications: Discuss the ethical implications of prioritizing safety in the workplace. This could include emphasizing the moral obligation of employers to provide a safe working environment for their employees.
• Cultural factors: Consider the cultural factors that may influence employee attitudes towards safety. Addressing these cultural nuances can help tailor safety initiatives to specific workplaces.

By incorporating these additional elements, you can create a more compelling and informative text that effectively advocates for a proactive and inclusive approach to workplace safety.

(8) Measure results and not the activities that create safety.

Companies that clearly define safety responsibilities for every employee, from entry-level staff to the CEO, often experience a markedly safer work environment than those that neglect to do so. When safety tasks are integrated into the performance expectations of all employees—whether it’s through conducting incident investigations, performing hazard assessments, carrying out regular inspections, or attending safety meetings—organizations ensure that these vital activities are not only prioritized but also executed with precision and diligence. This approach reinforces the understanding that performing one’s job well inherently includes a commitment to these critical safety duties.

By embedding safety responsibilities into the core functions of every role, companies signal that safety is not an add-on or an afterthought, but a fundamental component of job performance. This comprehensive strategy helps to establish a culture where safety is seen as an integral part of daily operations, rather than something that is separate or secondary to production goals. In contrast, organizations that fail to assign and enforce specific safety duties often find that safety activities are neglected in favor of meeting production targets, which can lead to unsafe work conditions, higher rates of accidents, and increased risk of injuries.

The key to maintaining a safe and productive work environment lies in a firm, organization-wide commitment to safety—one that is demonstrated through the clear assignment, execution, and measurement of safety responsibilities at every level. By embedding safety into the fabric of the company’s operations and holding every employee accountable for their role in maintaining it, companies can create a culture where safety protocols are consistently followed and upheld. This not only protects the well-being of employees but also reinforces the company’s dedication to creating a safe workplace where everyone can thrive.

Check Out: How to Measure Workplace Safety

(9) Manage safety differently than we manage the other parts of our businesses.

Why would a profitable successful company with a clear record of managing success implement a “safety program” that doesn’t EXACTLY replicate why they are successful in the first place? Manage safety exactly like you manage your business and you’ll get similar results. There are too many companies that manage safety differently than their business to the peril of their safety results.

If you know how your employees and management team are motivated to give you production, why would you settle for doing something different to get safety results?

Far too often companies take a very positive and proactive approach to motivating productivity activities yet do exactly the opposite when it comes to safety by providing only negative reinforcement for safety. Safety is a condition of employment is a commonly used threat. Of course, it is, and so is being on time and doing your job. Too many companies in their orientation focus on making negative consequences the key messages during orientation rather than to tell employee that we need their help to make it safe here and we are counting on you to help us with safe production. Of course, you cannot ignore unsafe behaviors any more than you would ignore behaviors that didn’t comply with your productivity systems. Stop making safety feel like a negative thing. There is nothing negative about doing our work with a focus on safe production.

(10) Hold safety meetings that no one wants to attend.

Throughout my career, I have had the opportunity to speak with hundreds of employees about their experiences with the “safety meetings” they are required to attend. Time and time again, the feedback has been strikingly consistent: most employees express frustration and dissatisfaction with the content and structure of these meetings. This recurring sentiment naturally leads to an important question: “Why are we continuing to participate in meetings that we find unproductive and uninspiring?” The answer is clear—we need to take action and improve the situation.

The solution begins with each of us taking responsibility for the quality of these meetings. At your next safety meeting, consider standing up and initiating a discussion about how these sessions can be improved. Encourage your colleagues to speak openly about their experiences and to share ideas on how the meetings could be made more meaningful and relevant to their daily work. By fostering a dialogue about the effectiveness of these gatherings, we can collectively work towards creating a new standard—one where safety meetings are not just a mandatory obligation, but a valuable opportunity for learning and growth.

Let’s set a goal to no longer sit passively through meetings that do little to address our real concerns or contribute to our safety practices. Instead, we should actively reject the status quo of ineffective safety meetings and commit to making them engaging, informative, and genuinely beneficial. This means challenging ourselves and our peers to think critically about what we want to gain from these meetings and how they can better serve our needs.

By taking the initiative to improve the quality of our safety meetings, we can transform them into sessions that truly contribute to a safer workplace. These meetings should become forums for meaningful discussion, where ideas are exchanged, best practices are shared, and everyone leaves with a better understanding of how to work safely. When we all commit to this vision, we not only enhance the effectiveness of our safety meetings but also strengthen our overall safety culture, ensuring that everyone can benefit from these essential conversations.

Learn more about engaging your employees on safety committees.

Well there you have it. I hope you have some ideas to think about to make your safety culture better. Own the safety process, take part in creating it, stand up and be counted. We need to do this together and stop doing things that we know fail. Let’s be successful together… it matters a lot to you and the people that you work with!