Getting Top Management Commitment

It is essential to the success of your company's safety and health program that top management demonstrates not only an interest, but a long term serious commitment to protect every employee from injury and illness on the job. But, if you think you don't have that level of commitment, how do you get it? Real commitment doesn't just appear out of thin air. What is the secret?

The 5-P's in a Safety Management System

Management commitment to safety will occur to the extent each manager clearly understands the positive benefits derived from their effort. Understanding the benefits will create a strong desire to improve the company's safety culture. Managers will invest serious time and money into effective safety management by developing what I call the "5-P's" within a safety management system: 1. 2. 3. 4. 5. 7. Programs Policies Plans Processes, and Procedures Every day, employees, supervisors and managers have many opportunities to communicate and act in ways that demonstrate safety leadership. Unfortunately, these opportunities go unanswered because they are not seen as opportunities. Employers and manager do not understand that the simple expression of tough-caring safety leadership can result in enormous benefits. The inability to perceive leadership opportunities as they arise limits the company's potential to succeed. It's appropriate to assume that employees at all levels of the organization are good people trying to do the best they can with what they've got. The problem is, they don't always have the physical resources and psychosocial support to achieve the kind of results expected of them. Why? Ultimately, the workplace culture may not support effective safety management and leadership. The way we perceive "The way things are around here"...can exert a great influence on leadership styles. We can associate three fundamental leadership styles to the three management imperatives discussed above. Let's take a look at this association

6. It's a question of leadership

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10. Managers get what they design! 11. They say "perception is reality." If you perceive a lack of top management commitment to safety and

health, what can you do about it? First of all, think about fixing the system, not the blame. It's all about system design. key player to get things moving. With the help of the safety committee you can "educate up" to help management gain the all-important vision and understanding needed to positively affect attitudes and subsequent behaviors that give workplace safety the emphasis it deserves. Now let's take a look at what you can do.

12. If management is not demonstrating commitment through action, you have an opportunity to become a

13. We need to know who we are to be more effective at what we do 14. Your first step may be quite simple, yet it can have a major long-term impact on safety and health in the workplace. Propose that the company include the concept of safety in their vision statement and mission statement.

15. The vision statement let's the employee and customer know who you are by defining the role your

company plays and what its basic values are. The vision statement reflects the corporate culture. One way to understand corporate culture is to think of it as the company's unique "personality" setting it apart from all others.

Sample Vision Statement - XYZ Widgets values its "relationship with customer" above all. To be successful we treat all employees as valued internal customers. We respect their ideas, value their work, and provide whatever is needed so that they may accomplish excellence in a safe-productive manner. Doing this empowers our employees so that they may manifest our values daily with our external customers.

16. The mission statement tells the world what you do -- why your company exists, by stating its intended
purpose. The mission statement lets everyone know what your company's product or service is; who its customers are; what its service territory is.

Sample Mission Statement - It is the mission of XYZ Widgets to safely manufacture and deliver the highest quality megalithic cyberwidgets to our valued customers throughout the world.

17. If your company doesn't have a mission statement, try to develop one and convince management of the benefits that will result from a written mission statement. Now let's take a look at two basic approaches employers may adopt in safety and health program management.

Goals and objectives

So now you have a vision and mission statement developed. The next step is to think of some proactive goals and objectives to improve your company's safety and health program. Goals are easy to write. They're nothing more than wishes. For instance, a goal might be to "get everyone trained". However, operational objectives take a little more thought. Objectives should have the following elements present:

Starts with an action verb. (Decrease, increase, improve, etc.) Specifies a single key result to be accomplished. Is quantifiable. Uses numbers to measure a desired change. (i.e., 50% increase) Specifies a target date for accomplishment.

For example, operational safety objectives might be written like this:

"Increase the number of safety suggestions to 25 a month by July 31st." "Reduce the number of back injuries in the warehouse by 70% by the end of 1997."

Remember to work with the safety committee to share the goals and objectives with everyone in the company. By the end of this course you should be able to think of many more ways to increase management commitment.

Safety Pays!
Take a look and download OSHA's Safety Pays software program that can be helpful in determining direct and indirect cost. You can use these figures to demonstrate the benefits of taking corrective action. Your supervisor may ask you what the Return on Investment (ROI) will be. If the investment in corrective actions is $1,000, and the potential accident could cost the company $28,000 sometime in the foreseeable future (let's say five years), just divide $28,000 by $1,000 and you come up with 2800 percent. Divide that total by 5 years and you come up with an annual ROI of over 500 percent a year. Now that's a great return! Management may want to know how quickly the investment will be paid back: what the Payback Period is. Just divide $28,000 by 60 months and you come up with $467 per month in potential accident costs. Since the investment is $1,000, it will be paid back in a little over two months. After that, the corrective action may be considered as actually saving the company some big money. Now that's talking the bottom line! If you want, take a closer look at some key elements of an effective recommendation.

Plan the work, work the plan

Now you have some ammunition to help increase top management commitment that is so important to workplace safety and health. You'll receive many more tips and ideas about this throughout the course. An important step in

making sure the above ideas are effectively applied is to develop an action plan to get top management commitment. An action plan is nothing more than a set of long-term strategies and short-term tactics ("how" statements).

ntroduction
The goal of the hazard identification and control program is to make the workplace and its operations as safe as possible and to keep employees from being harmed. It is an ongoing program that is actually never finished. If you are involved in developing a system to identify and control hazards, you'll start by carefully planning and designing interrelated processes and procedures. You'll then implement and carefully watch the system perform. Finally, you'll revise and improve preventive measures and controls as your worksite changes and as your store of hazard information grows.

If you are going to be effective in protecting employees from workplace hazards, obviously you must first understand just what those hazards are.

Where are the hazards

Many workplaces contain hazardous materials including raw materials (wood, metal, plastic) to be manufactured into finished goods, and toxic chemicals (solvents, acids, bases, detergents) used at various stages of the process. Stationary machinery and equipment may not be properly guarded, or in poor working order because of poor preventive/corrective maintenance. Tools may not be properly maintained. Saws may not be sharpened or safety harnesses may be old and in need of replacement. The work environmental might include extreme noise, flammable or combustible atmospheres, or poor workstation design. Floors may be slippery and isles cluttered. Guardrails, ladders, or floor hole covers may be missing or damaged. Employees might be fatigued, distracted in some way, or otherwise lack the mental of physical capacity to accomplish work safely.

Some or all of these potential safety hazards may exist in a workplace. The list could go on and on. It's vitally important that workers and supervisors are knowledgeable to ensure that workplace hazards identified and eliminated as soon as possible.

What is a hazard?
Before we study identifying, analyzing and controlling hazards in the workplace, it's important to know how OSHA defines the term. OSHA usually defines a hazard as, "a danger which threatens physical harm to employees." Expanding on that basic definition we can think of a hazard as an: "unsafe workplace conditions or practices (dangers) that could cause injuries or illnesses (harm) to employees." A hazard may be an object (tools, equipment, machinery, materials) or a person (when distracted, mentally/physically incapable). It's important to know that a hazard is only one part in the "accident formula" above. It takes a hazard and exposure before an accident can occur.

Look around...what do you see? Foreseeable" hazards

Another important question to ask about the nature of a hazard relates to whether it was "foreseeable." The question of foreseeability should be addressed by safety managers during the root cause analysis phase of an accident investigation. A hazard for which OSHA issues a citation must be reasonably foreseeable. All the factors which could cause a hazard need not be present in the same place at the same time in order to prove foreseeability of the hazard; e.g., an explosion need not be imminent. For example:

If combustible gas and oxygen are present in sufficient quantities in a confined area to cause an explosion if ignited but no ignition source is present or could be present, no OSHA violation would exist. If an ignition source is available at the workplace and the employer has not taken sufficient safety precautions to preclude its use in the confined area, then a foreseeable hazard may exist. It is necessary to establish the reasonable foreseeability of the general workplace hazard, rather than the particular hazard which led to the accident. For example: A titanium dust fire may have spread from one room to another only because an open can of gasoline was in the second room. An employee who usually worked in both rooms was burned in the second room from the gasoline. The presence of gasoline in the second room may be a rare occurrence. It is not necessary to prove that a fire in both rooms was reasonably foreseeable. It is necessary only to prove that the fire hazard, in this case due to the presence of titanium dust, was reasonably foreseeable.

What is "Exposure"?
Well, I'm sure you thought the information above on hazards interesting ;-) Now, lets' talk about the concept of "exposure": the second variable in the accident formula. Exposure is generally defined as "the condition of being exposed," or as "a position in relation to a hazard." In this course we will consider three forms of exposure that we'll discuss here: physical, environmental and potential exposure: Physical exposure. We may think of this form of exposure as "arm's length" exposure. If any part of the body can be injured as a result of proximity to a danger zone, physical exposure exists. For instance, if an employee removes a guard and works around moving parts that could cause an injury, that employee is exposed. Environmental exposure. An employee may suffer from environmental exposure no matter how far away from the source of the hazard he or she might be. For instance, if an employee uses a loud saw all day, everyone working around the saw may be exposed to hazardous levels of noise and suffer from environmental exposure. Potential Exposure The possibility that an employee could be exposed to a hazardous condition exists when the employee can be shown to have access to the hazard. Potential employee exposure could include one or more of the following:

When a hazard has existed and could recur because of work patterns, circumstances, or anticipated work requirements and it is reasonably predictable that employee exposure could occur. When a hazard would pose a danger to employees simply by employee presence in the area and it is reasonably predictable that an employee could come into the area during the course of the work, to rest or to eat at the jobsite, or to enter or to exit from the assigned workplace. When a hazard is associated with the use of unsafe machinery or equipment or arises from the presence of hazardous materials and it is reasonably predictable that an employee could use the equipment or be exposed to the hazardous materials in the course of work.

Six-Step Process
Are you sure you know all of the potential hazards generally associated with your type of business and your specific working conditions? A strategy to systematically identify and analyze all workplace hazards would be useful. In this course we'll be taking a look at one successful strategy that is summarized below:

1. Identifying workplace hazards. Identifying hazards is accomplished through the use of a variety of methods including observation and periodic surveys and inspections. 2. Analyzing the workplace. Beyond initial identification, analysis takes a much closer look to determine the nature and impact of specific hazardous conditions or unsafe work practices. Methods include: change analysis of the potential hazards in new facilities, equipment, materials, and processes; and routine hazard analysis, such as job hazard analysis, process hazard analysis, management system analysis, or phase hazard analysis.

3. Developing solutions. Once hazards are identified, analyzed and understood, effective problem solving techniques are used to determine the source of those hazards. A critical analysis of root cause(s) is conducted to determine the system weaknesses needing improvement and how to make those

improvements. 4. Writing recommendations. Once solutions are found, it becomes important to offering effective recommendations that "sell" management on the solutions you have developed. There are some do's and don'ts to effective recommendations that we'll discuss later in the course. 5. Taking action. After recommendations have been approved, carefully plan and implement the necessary improvements. 6. Evaluating the results. To ensure changes are effective long term, continuous evaluation through monitoring and feedback are necessary to revise and improve the changes made.

The above process, when accomplished systematically, will help ensure your workers experience freedom from conditions in the workplace that can cause death, injury, illness, or equipment damage. That, after all, is "safety."

Last Words
Well, that's a lot of important information. All these activities to identify hazards in the workplace are so important to the overall effectiveness of your safety management system. Be sure you integrate these activities into the line positions...employees, supervisors and managers...safety is a line responsibility! It's time to take your first module quiz.

Five General Hazard Areas

All workplace hazards exist in five general areas:

Materials - liquids, solids, gasses, etc. Equipment - includes machinery, tools, devices Environment - noise, temperature, atmospheres, workstation design People - anyone in the workplace (i.e., employees, guests, customers or contractors) System - flawed policies, programs, plans, processes, procedures, and practices

When you conduct a walkaround inspection you are usually looking for hazardous materials, equipment, and environmental factors. These first three hazard areas represent hazardous physical conditions (think of these as hazardous "states of being") in the workplace which, according to various studies*, cause only about three percent of all accidents in the workplace. It's interesting to note, that hazardous conditions are what OSHA inspectors primarily cite as violation. What does that mean? Well, OSHA is very good at uncovering the conditions that don't cause many accidents. It's a flawed system, but it's all we have. That also explains why there is little correlation between the most frequently cited violations and the most frequent causes of injury. The fourth category, "People," refers to any employee (or others) at any level of the organization who may not be "sober and focused" on the work they're doing. For example, an employee might be in a hazardous "state of being if they are:

under the influence of legal/illegal drugs; poorly trained or educated; worried about a family illness; or mentally or physically incapable of doing the job safely

Remember, an employee who is distracted in any way from the work they're doing should also be considered a "walking" hazardous condition that increases the likelihood of an unsafe behavior. Unfortunately, OSHA does not usually "catch" employees working in an unsafe manner, so you don't see unsafe behaviors described in OSHA citation reports too often. The safety management system is composed of policies, programs, plans, processes, procedures and practices that influence or contribute to behaviors in the workplace. A flawed system will contribute to some degree to workplace conditions and behaviors. Therefore we can argue that the safety management system is ultimately the cause for up to 98 percent of the accidents that occur in the workplace!
* SAIF Corporation, Oregon

Hazardous Materials
Nearly every production job involves the use of hazardous materials including chemicals for cleaning, stripping, or degreasing parts and equipment. Maintenance workers who enter enclosed or confined spaces are also exposed to toxic substances. Solvents. Solvents are used to dissolve various materials. Those commonly used include:

trichloroethylene acetone percholoroethylene isopropyl alcohol xylene

toluene methylene chloride glycol ether choloroform freon

Exposure occurs by inhalation, ingestion, and absorption primarily through skin contact. Skin exposure may result in dermatitis or skin rash, edema or swelling, and blistering. These exposures can result from chemical splashes and spills, from directly immersing one's hands into solvents and chemicals, from contact with solventsoaked clothing or solvent-wet objects, and from the use of improper personal protective equipment. Solvents can dissolve the body's natural protective barrier of fats and oils leaving the skin unprotected against further irritation. In addition, inhaling or ingesting solvents may affect the central nervous system, acting as depressants and anesthetics causing headaches, nausea, drowsiness, dizziness, complaints of irritation, abnormal behavior, general ill-feeling, and even unconsciousness. These symptoms should be viewed as visible signs of potential disease. Excessive and continued exposure to certain solvents may result in liver, lung, kidney, and reproductive damage, as well as cancer. Acids and Alkalis. Acids and alkalis may cause serious burns if they are splash into the eyes or onto the skin. If vapors or mists are inhaled, they may result in a burning of the linings of the nose, mouth, throat, and lungs. Metals. Employees are exposed to metals primarily by skin contact and by inhalation of metal dusts and fumes. Exposure may cause headaches, general ill-feeling, anemia, central nervous system and kidney damage, and reproductive problems, as well as cancer. Gases. Gases are used in many operations and may combine with other substances to produce toxic gases such as phosgene, ozone, and carbon monoxide. Workers can be exposed to these and other gases during work. Potential exposure to gases occurs through inhalation. Such exposure may produce eye damage, headaches, shivering, tiredness, nausea, and possible kidney and liver damage. Plastics and Resins. Inhalation or skin contact may occur when curing resins; cutting, heating, or stripping wires; or cutting, grinding, or sawing a hardened product. Exposure to these substances may result in skin rash and upper respiratory irritation. Polychlorinated Biphenyls (PCBs). PCBs are used as insulators in some electrical equipment and present a potential hazard to workers. Exposures to PCBs may cause skin disorders, digestive problems, headaches, upper respiratory irritations, reproductive problems, and cancer. Fiberglass and Asbestos. Fiberglass and asbestos are also used as fillers in epoxy resins and other plastics, in wire coatings or electrical insulation, and in printed circuit boards. Uncontrolled exposures may produce skin and upper respiratory irritations and, in the case of asbestos, cancer. Solids. Solids like metal, wood, plastics. Raw materials used to manufacture products are usually bought in large quantities, and can cause injuries or fatalities in many ways. Gases. Gases like hydrogen sulfide, methane, etc. Gas may be extremely hazardous if leaked into the atmosphere. Employees should know the signs and symptoms related to hazardous gases in the workplace.

Hazardous Equipment
Hazardous equipment includes machinery and tools.

Hazardous equipment should be properly guarded so that it's virtually impossible for a worker to be placed in a danger zone around moving parts that could cause injury or death. A preventive maintenance program should be in place to make sure equipment operates properly. A corrective maintenance program is needed to make sure equipment that is broken, causing a safety hazard, is fixed immediately.

Tools need to be in good working order, properly repaired, and used for their intended purpose only. Any maintenance person will tell you that accident can easily occur if tools are not used correctly. Tools that are used while broken are also very dangerous.

Hazardous Work Environments

Are there areas in your workplace that are too bright, dark, hot, cold, dusty, dirty, messy, wet, etc. Is it too noisy, or are dangerous gases, vapors, liquids, fumes, etc., present? Do you see short people working at workstations designed for tall people? Such factors all contribute to an unsafe environment. You can bet a messy workplace is NOT a safe workplace! Noise Exposure. Many work places are inherently noisy and potentially hazardous to employees. Continuous noise and instantaneous noise bursts can damage the hearing of employees. A hearing conservation program should be established if you think noise levels are a potential threat to the health of your employees. OSHA consultants, your insurer, or a private consultant are all available to help you determine noise levels in the workplace. Electric Shock. Electricity travels in closed circuits, normally through a conductor. Shock occurs when the body becomes part of the electric circuit. The current must enter the body at one point and leave at another. Shock normally occurs in one of three ways. The person must come in contact with:

both wires of an electric circuit, one wire of an energized circuit and the ground, or a metallic part that has become "hot" by being in contact with an energized wire or conductor, while the person is also in contact with the ground.

Illumination. It's important to make sure illumination is adequate for the job being performed. Too much direct or indirect glare can, over time, cause eye strain. Too little light can result in an injury. More on this topic in course 711, Introduction to Ergonomics.

Hazardous People

Remember, hazardous conditions may be thought of as unsafe "states of being." All of the following situations may cause employees to be what I call "walking hazards" o Fatigue. Employees are too tired to do the work without cause injury to themselves or others. o Drugs or alcohol. Drugs (either legal or illegal) and alcohol place employees in altered states of awareness and lengthens reaction time. o Distraction. Employees who are distracted (internal thoughts are not focused on the work being performed). You can't be thinking about the football game while working on high voltage! o Hurry. This should be obvious. This is probably the greatest reason employees perform unsafe actions. The more hurried employees are, for whatever reason, the more likely they are going to have accidents. Workers who take unsafe short cuts, or who are using established procedures that are unsafe, are accidents waiting to happen. As mentioned earlier, hazardous work practices represent about 95% of the causes of all accidents in the workplace. Bottom-line: If employees are not sober and focused while working, they are walking hazardous conditions.

Management may unintentionally promote unsafe work practices by establishing policies, procedures and rules (written and unwritten) that ignore or actually direct unsafe work practices. These safety policies, plans, programs, processes, procedures and practices are called "system controls" and ultimately represent the causes of about 98% of all workplace accidents.

Hazardous System
Every company has, to some degree, a safety management system. Management may unintentionally promote unsafe behaviors by developing ineffective policies, procedures and rules (written and unwritten) that ignore safe behaviors or actually direct unsafe work practices. Safety policies, plans, programs,

processes, procedures and practices are called "Administrative Controls," and they ultimately represent the causes for about 98% of all workplace accidents.

13 Hazard Categories
The following 13 hazard categories are adapted from Product Safety Management and Engineering, by Willie Hammer,ASSE Pub. This publication is an excellent text to add to your library. (Image credits: Oregon OSHA) 1. Acceleration. This is just a fancy term for "fall" hazard. When we speed up or slow down too quickly. Acceleration occurs when any object is being set in motion or its speed increased. Whiplash is a common injury as a result of an acceleration hazard. Hazards from deceleration and impact, especially from falls, also exist in the workplace. Biohazards. Hazards of harmful bacterial, viruses, fungi, and molds are becoming a greater concern to everyone at work. The primary routes of infection are airborne and bloodborne. Chemical reactions. Chemical reactions can be violent, and can cause explosions, dispersion of materials and emission of heat. Chemical compounds may combine or break down (disassociate) resulting in chemicals with reactive properties. Corrosion, the slow combination of iron and water, is a common chemical reaction and results in loss of strength and integrity of affected metals. Electrical hazards. Exposure to electrical current. There are six basic electrical hazards: shock, ignition, heating/overheating, inadvertent activation (unexpected startup), failure to operate, and equipment explosion. Ergonomics. The nature of the work being done may include force, posture, position of operation characteristics that require hazardous lifting, lowering, pushing, pulling, and twisting. The results are strains and sprains to muscles and connective tissues. Explosives and explosions. Explosions result in quick (instantaneous) release of gas, heat, noise, light and over-pressure. High explosives release a large amount of energy. Low explosives burn rapidly (deflagrates) but at a slower speed. Most explosive accidents are caused by explosions of combustible gases. Flammability and fires. In order for combustion to take place, the fuel, an oxidizer, and ignition source must be present in gaseous form. Accidental fires are commonplace because fuel, oxidizers and ignition sources are often present in the workplace.

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8. Temperature. Temperature indicates the level of sensible heat present in a body. Massive uncontrolled flows of temperature extremes due to work in hot or cold environments can cause trauma and/or illness. 9. Mechanical hazards. Tools, equipment, machinery and any object may contain pinch points, sharp points and edges, weight, rotating parts, stability, ejected parts and materials that could cause injury. 10. Pressure. Increased pressure in hydraulic and pneumatic systems. Pressure may cause ruptures in pressure vessels, whipping hoses. Small high pressure leaks may cause serious injuries. 11. Radiation. Electromagnetic radiation hazards vary depending on the frequency (wavelength) of the energy. Generally, the higher the frequency, the more severe the potential injury. Non-ionizing (ultra-violet, visible light) may cause burns. Ionizing radiation actually has the potential to destroy tissue by dislodging electrons from atoms making up body cells. 12. Toxics. Materials that in small amounts may cause injury to skin and internal organs are considered toxic. Toxics may enter through inhalation, ingestion, absorbed or injected. 13. Vibration/Noise. Produce adverse physiological and psychological

effects. Whole-body vibration is a common hazard in the trucking industry. Segmental vibration and noise hazards exist when working equipment such as jack hammers.

Last Words
All these activities to identify hazards in the workplace are so important to the overall effectiveness of your safety management system. Be sure you integrate these activities into the line positions...employees, supervisors and managers...safety is a line responsibility! It's time to take your first module quiz.

Introduction
The first step in preparing to conduct a JHA is to review all of the jobs in the workplace and make a list of those jobs that might require a JHA.

Involve Your Employees

Get together with your employees and talk about the actual and potential hazards and unsafe behaviors they believe might exist in their current work and surroundings. Discuss the possible accidents that might result from the hazards and behaviors. Next, come up with ideas to eliminate or control those hazards and behaviors. By the way, if you can eliminate or reduce hazards, don't wait until the JHA is conducted. Eliminate or reduce the hazard as soon as possible.

Employees are prone to use their "own" procedures when not being supervised
It is very important to involve your employees in the JHA process because they have a unique understanding of the job, and this knowledge is invaluable for finding hazards. Involving employees will help minimize oversights, ensure a quality analysis, and get workers to "buy in" to the solutions because they've helped in some way to develop the procedures. If they are not involved in developing the JHA, they will not be as likely to "own" the safe job procedures. As a result, they may not want to use safe procedures and practices that they believe have been "imposed" on them.

Look for Hazardous Conditions and Unsafe Behaviors

During the job review process, focus on identifying hazardous conditions and unsafe behaviors. Remember, it takes a hazard and exposure to the hazard before an accident can occur. So, it makes sense to look for them during the review. Sources to help identify hazardous conditions and unsafe behaviors include:

Material Safety Data Sheets (MSDSs) Experienced workers Accident and incident reports First aid statistical records Behavior Based Safety (BBS) reports Safety committee meeting minutes Safety inspection reports Previous JHAs Existing work procedures Equipment manuals Preventive/corrective maintenance records

Hazards
If hazards that pose an immediate danger to an employee's life or health exist, take immediate action to protect the worker. Any problems that can be corrected easily should be corrected as soon as possible.

Behaviors

Some jobs may require potentially high-risk behaviors that should be identified in a JHA. High risk behaviors that might increase the probability and severity of an injury or illness include:

Working at elevation, no matter what the job is Lifting, lowering, pushing, pulling and other manual handling operations Others working above or below the work area Use of bridge cranes, man lifts, or other heavy equipment Working on or near energized equipment/components Working alone or in isolated workplaces Operating vehicles (i.e. trucks, forklifts, etc.) Working within a confined space or under temperature extremes

Review Incident/Accident History

Review your worksite's history of accidents and illnesses that needed treatment and incidents that required repair or replacement of equipment. It's also important to look at near miss events in which an injury did not occur, but could have. These events are indicators that existing hazard controls (if any) may not be adequate and deserve more scrutiny.

Conduct a Risk Analysis

Once you have identified tasks you believe might require a JHA, it's important to prioritize each task. To do this, analyze each task to determine their degree of risk. To determine the degree of risk objectively, it's important to know what risk is, so let's discuss the concept.

Risk = Probability x Severity

Risk is a function of two variables: probability and severity. The greater the probability or severity - the higher the risk.

What is the probability?

Probability describes the likelihood that a worker will be injured or become ill if exposed to a hazard. Common terms used to describe probability are:

unlikely - Injury from exposure has low probability. Less than 50% chance. likely - Injury from exposure has moderate probability. 50/50 Chance. very likely - Injury from exposure has high probability. Greater than 50% chance.

What is the severity?

Severity is an estimate of how serious the injury or illness will be as a result of an accident. The severity of an injury or illness for any given exposure is largely fortuitous: it's a matter of chance or luck. The common terms used to describe severity are:

minor - other than serious physical harm that does not prevent the employee from continuing to work in the same job. serious - serious physical harm that prevents the employee continuing to work in the same job. death - fatality

There are many factors that may increase the probability and severity of an accident. You may need to be able to discuss the factors that you considered if someone wants you to justify the particular level of risk at which you arrived. Factors that may increase the risk inherent in a job include:

The number of employees exposed to hazards The number of hazards in the procedure

The number of opportunities for unsafe behaviors The frequency of exposure to hazards The employee's belief about the hazards The duration of exposure to specific hazards The proximity of employees to the point of danger The complexity of the procedure Potential severity of the injury or illness when exposed Unreasonable workload (physically/mentally incapable of meeting expectations) Working under distress (hurry, fatigue, illness, personal problems)

Prioritize Jobs - Worst First

Now that you have some idea how much risk is involved in each job, you can prioritize them. As mentioned earlier, a common strategy is to prioritize the most hazardous job first. If a JHA is required for many tasks in your workplace, priority should go to the following types of jobs: 1. Jobs with the highest injury or illness rates; 2. Jobs with the potential to cause severe or disabling injuries or illness, even if there is no history of previous accidents; 3. Jobs in which one simple human error could lead to a severe accident or injury; 4. Jobs that are new to your operation or have undergone changes in processes and procedures; and 5. Jobs complex enough to require written instructions.

Student Opinion: According to William I., it's important to understand that all the (potentially) "severe events" should be addressed first, then down to critical, etc. He has seen many cases where customers and safety professionals have focused on frequency issues because there is data to review and success to demonstrate. Meanwhile they ignore large loss potential events until they occur. In his opinion, as you address the large loss potential events, there is corollary benefit to the "less severe but more frequent" incidents.

What is required?
OSHA requires the use of personal protective equipment (PPE) to reduce employee exposure to hazards when engineering and administrative controls are not feasible or effective in reducing these exposures to acceptable levels. Employers are required to determine if PPE should be used to protect their workers and have an obligation to provide PPE, including personal protective equipment for eyes, face, head, and extremities, and protective clothing and barriers. Employers must also make sure employees use and maintain PPE in a sanitary and reliable condition.

What is proper use?

Personal Protective Equipment must be worn and used in a manner that will make full use of its protective qualities. Low rates of compliance in wearing PPE usually indicate the safety management system is failing in some way. Any one of the following root causes may result in general non-compliance: 1. 2. 3. 4. the the the the employer employer employer employer does not provide quality PPE; does not properly supervise the use of PPE; fails to enforce the use of PPE; or does not properly train employees on the use of PPE.

What are the different categories of PPE?

Categories of PPE

Face and eye protection Head protection Foot protection Hand protection Protective clothing Protective ointments Shields Barriers Restraints

When and where is PPE required?

PPE is required wherever the conditions listed below are encountered that are capable of causing injury or impairment by being absorbed, inhaled, or physically contacted.

hazards of processes environment hazards chemical hazards radiological hazards mechanical irritants

PPE Design
All personal protective equipment must be of safe design and construction for the work to be performed.

What should not be worn?

The PPE rules require that rings, wristwatches, earrings, bracelets, and other jewelry must not be worn if it's possible for it to come into contact with power driven machinery or electric circuitry. Why this rule? Read how this rule might have prevented some serious injuries. De-gloving of a finger caused by a ring. From Bob F. The accident occurred when the individual was jumping off the side of an Army tow truck. He placed his hand on the railing of the bed and jumped off. The ring caught on the side of truck bed. Upon reaching the ground, the ring had removed all the skin from the finger, leaving the muscles, bone and fingernail exposed. The individual was rushed to an emergency room where the finger was inserted into the wall of the stomach area. A pedicle graft was performed using the skin from the stomach area. After more than eight operations and over 100 plus days in the hospital the finger is semi-useable. Nothing but air? NOT! From Joan R. I took care of a man who got his ring caught on a basketball hoop as he made a dunk and pulled his whole finger off---skin, bone, and all at the knuckle: Not a pretty sight.

What about back belts?

It's important that you understand that back belts should not be considered personal protective equipment in that they physically "protect" you from back injuries. Devices such as back belts are not recognized by OSHA as control measures to prevent back injury. While they may be accepted by individual workers because they feel as if they provide additional support, if used improperly, they may restrict the body's range of motion and possibly aggravate other ergonomic stressors in the job. Research indicates that the primary value in back belts, when used properly, is that they "remind" the employee to use proper lifting techniques. As a result, fewer back injuries occur. Thus, OSHA does not forbid the use of back belts and similar devices, nor does it endorse their use.

Work Clothing
Clothing must be worn which is appropriate to the work performed and conditions encountered. Loose sleeves, ties, lapels, cuffs, or other loose clothing must not be worn near moving machinery. Make sure that you immediately remove clothing that becomes saturated or impregnated with flammable liquids, corrosive or toxic substances, irritants, or oxidizing agents. Don't wear it again until it's properly cleaned.

Defective and Damaged Equipment

Of course, defective or damaged personal protective equipment must not be used. It's important to inspect PPE regularly, and before each use to make sure it's capable of adequately protecting an employee from exposure to hazards. Remember, PPE that is defective...is not PPE.

Hazard Assessment
A first critical step in developing a comprehensive safety and health program is to identify physical and health hazards in the workplace. This process is known as a "hazard assessment." Potential hazards may be physical or health-related and a comprehensive hazard assessment should identify hazards in both categories. Examples of physical hazards include moving objects, fluctuating temperatures, high intensity lighting, rolling or pinching objects, electrical connections and sharp edges. Examples of health hazards include overexposure to harmful dusts, chemicals or radiation. The hazard assessment should begin with a walk-through survey of the facility to develop a list of potential hazards in the basic hazard categories below.

Impact Penetration Compression (roll-over), Chemical Heat/cold Harmful dust Light (optical) radiation Biological contaminants

In addition to noting the basic layout of the facility and reviewing any history of occupational illnesses or injuries, things to look for during the walk-through survey include:

sources of electricity; sources of motion such as machines or processes where movement may exist that could result in an impact between personnel and equipment; sources of high temperatures that could result in burns, eye injuries or fire; types of chemicals used in the workplace; sources of harmful dusts; sources of light radiation, such as welding, brazing, cutting, furnaces, heat treating, high intensity lights, etc.; the potential for falling or dropping objects; sharp objects that could poke, cut, stab or puncture; and biologic hazards such as blood or other potentially infectious material.

When the walk-through is complete, the employer should organize and analyze the data so that it may be efficiently used in determining the proper types of PPE required at the worksite. The employer should become aware of the different types of PPE available and the levels of protection offered. It is definitely a good idea to select PPE that will provide a level of protection greater than the minimum required to protect employees from hazards. The workplace should be periodically be reassessed for any changes in conditions, equipment or operating procedures that could affect occupational hazards. This periodic reassessment should also include a review of injury and illness records to spot any trends or areas of concern and taking appropriate corrective action. The suitability of existing PPE, including an evaluation of its condition and age, should be included in the reassessment.

Controlling Hazards
To control hazards, a hierarchy of controls has been used as a means of determining how to implement feasible and effective controls. ANSI Z10-2005, Occupational Health and Safety Management Systems, encourages employers to employ the hierarchy of hazard control strategies listed below. 1. 2. 3. 4. 5. Elimination Substitution Engineering controls Administrative controls Personal protective equipment

The idea behind this hierarchy is that the control methods at the top of the list are potentially more effective and protective than those at the bottom. Following the hierarchy normally leads to the implementation of inherently safer systems, ones where the risk of illness or injury has been substantially reduced. Let's take a closer look at the hierarchy of control strategies. Elimination and Substitution Elimination and substitution, while most effective at reducing hazards, also tend to be the most difficult to implement in an existing process. If the process is still at the design or development stage, elimination and substitution of hazards may be inexpensive and simple to implement. For an existing process, major changes in equipment and procedures may be required to eliminate or substitute for a hazard. These strategies are considered first because they have the potential to completely eliminate the hazard, thus greatly reducing the probability of an accident. Redesigning or replacing equipment or machinery may be expensive, but remember that, according to the National Safety Council, the average direct and indirect cost of a lost work time injury is $34,000 and $1,115,000 to close a fatality claim. Below are examples of these two strategies.

Removing the source of excessive temperatures, noise, or pressure Substituting a toxic chemical with a less toxic or non-toxic chemical

Engineering Controls Workplace hazards may be corrected using engineering controls which may be thought of as replacing or redesigning machinery, equipment, and tools, and/or substituting materials. When elimination or substitution is not possible, engineering controls are the "first line of defense" against injury/illness, because they also have the potential to completely eliminate a hazard. Elimination, substitution and engineering controls do not rely on human behavior to be effective. For instance, rather than requiring employees to wear respiratory protection which must be monitored, inspected, trained, managed, it's much more effective to install a ventilation system that does not require any of those management activities. Administrative Controls Administrative controls can be accomplished with the stroke of the pen. It involves changing or redesigning work procedures, rescheduling breaks, changing the number of workers doing a job, and using personal protective equipment to reduce the frequency and duration exposure to the hazards of tasks. Using administrative controls alone is not as effective as engineering controls because, in most cases, they only reduce exposure - they don't eliminate the hazard. And even more importantly, administrative controls rely on human behavior (which introduces many variables in the long run) that must be continually managed. Personal Protective Equipment. The important thing to remember here is that PPE alone should not be relied on to provide protection against hazards, but should be used in conjunction with engineering controls and other administrative controls. That's a lot to remember, isn't it? Not to worry. You can always refer back to this information. Time now for your first module quiz. Remember, final exam questions come from the quizzes, so be sure to complete each quiz. Just click on the REVIEW QUIZ tab above.

The Five Workplace Hazard Categories

To help identify workplace hazards it's useful to categorize them into easy-to-remember categories. The first three categories represent hazardous conditions. According to SAIF Corporation, a major workers compensation insurer in Oregon, conditions directly account for only 3% of all workplace accidents. The fourth category describes employee behaviors in the workplace that may contribute or cause as much as 95% of all workplace accidents. All four categories represent the surface symptoms of underlying root causes or safety management system weaknesses. Take a look at the accident weed to get a better idea about the relationship between surface symptoms and root causes for accidents. To remember the four hazard areas, just remember the acronym,

MEEPS: Materials, Equipment, Environment, People and System.

Let's review these four categories. 1.

Materials. Hazardous materials include hazardous:

Liquid and solid chemicals such as acids, bases, solvents, explosives, etc. The hazard communication program is designed to communicate the hazards of chemicals to employees and to make sure they use safe work practices when working with them. Solids like metal, wood, and plastic. Raw materials used to manufacture products are usually bought in large quantities and can cause injuries or fatalities in many ways. Gases like hydrogen sulfide, methane, etc. Gas may be extremely hazardous if leaked into the atmosphere. Employees should know the signs and symptoms related to hazardous gases in the workplace.

2.

Equipment. This area includes machinery and tools used to produce or process goods. These examples all

Hazardous equipment should be properly guarded so that it's virtually impossible for a worker to be placed in a danger zone around moving parts that could cause injury or death. A preventive maintenance program should be in place to make sure equipment operates properly. A corrective maintenance program is needed to make sure equipment that is broken or causing a safety hazard is fixed immediately. Tools need to be in good working order, properly repaired, and used for their intended purpose only. Any maintenance person will tell you that an accident can easily occur if tools are not used correctly. Tools that are used while broken are also very dangerous.

represent hazardous conditions in the workplace. Hazardous equipment includes machinery and tools.

3. Environment. This area includes facility design, hazardous atmospheres, temperature, noise, factors that cause stress, etc. Are there areas in your workplace that are too hot, cold, dusty, dirty, messy, wet, etc. Is it too noisy, or are dangerous gases, vapors, liquids, fumes, etc., present? Do you see short people working at workstations designed for tall people? Such factors all contribute to an unsafe environment. 4. People. Unsafe employee behaviors include taking short cuts or not using personal protective equipment. Workers who take unsafe short cuts or who are using established procedures that are unsafe, are accidents waiting to happen. All of the following situations may cause employees to be what I call "walking and working hazards"

Working while tire or fatigued. Working under the influence of drugs or alcohol. Working while being distracted for any reason. Working while in a hurry. This should be obvious.

5. System. Every company has, do some degree, a safety management system. Management may unintentionally promote unsafe behaviors by developing ineffective policies, procedures and rules (written and unwritten) that ignore safe behaviors or actually direct unsafe work practices. Safety policies, plans, programs, processes, procedures and practices are called "Administrative Controls," and they ultimately represent the causes for about 98% of all workplace accidents.

hat can you do as a supervisor?

As a supervisor, you have some tools that will help you identify and correct hazards in the four MEEP areas discussed above.

The Walkaround Safety Inspection

One important activity to ensure a safe work area is to conduct an effective walkaround safety inspection. If your organization relies solely on the safety committee to identify workplace hazards, it's possible the process may be ineffective. The job of maintaining a safe and healthful work area is a primary OSHA-mandated employer responsibility, so to be most effective, it makes sense that the safety inspection responsibility be delegated to the supervisor. Who, but the supervisor is better positioned to effectively identify and correct workplace hazards? Remember, as an agent of the employer, the basic responsibility to inspect the work area may rest with the supervisor. As you conduct the inspection, you should be looking at the hazards associated with the four MEEP categories discussed earlier (materials, equipment, environment, people). In some instances using an inspection checklist may be a good idea to make sure a systematic procedure is used. The only downside from using a checklist regards the "tunnel vision" syndrome: Hazards not addressed on the checklist may be overlooked.

Who's doing the inspecting around here?

Most companies conduct safety inspections in compliance with OSHA rule requirements. But, is that good enough? Safety inspections may be effective, but only if those conducting the inspection are properly educated and trained in hazard identification and control concepts and principles specific to your company. In high hazard industries which see change on a daily basis, it takes more to keep the workplace safe from hazards. In world-class safety cultures, all employees conduct safety inspections of their work areas. They inspect their areas of responsibility as often as the hazards of the materials, equipment, tools, environment, and tasks demand. It's really a judgment call, but if safety is involved, it's better to inspect often. Employees should inspect the materials, equipment, and tools they use, and their immediate workstation for hazardous conditions at the start of each workday. They should inspect equipment such as forklifts, trucks, and other vehicles before using them at the start of each shift. Again, it's better to inspect closely and often. And give the process enough time. One of the major weaknesses in the inspection process is that we just don't spend enough time in particular areas to detect all hazards. Again, we do the "rolling eyeball" as we walk through an area.

How to build an effective safety inspection checklist

Step One: Determine the work area to be inspected, and the type of work being accomplished. Step Two: Talk with the safety director, workers' compensation insurer, or OSHA consultant to determine what safety rules apply to the work area. Obtain copies of the rules. Step Three: Select the rules that you feel directly apply to your work area. Many rules may not have significant impact on the work area you are responsible for. Step Four: Change each selected rule into a checklist question. Be sure to state the question as concisely as possible. Step Five: Ask employees who work in the area for recommended checklist questions. The result of following these procedures is to build a checklist that closely mirrors those hazards that OSHA will be inspecting. It might be a good idea to use an expert resource, such as those listed in Step Two, to evaluate the checklist you have developed.

Make everyone an inspector

As a supervisor, you probably don't want to be the only person inspecting for safety in your work area. You can, of course, delegate that responsibility to your workers. But how do you get them to willingly inspect for safety every day? Simple, (that's right...it doesn't have to be difficult) you set the example yourself by inspecting regularly, youinsist that they inspect, and you recognize (thank) your workers for inspecting and reporting hazards.

What is a workplace emergency?

A workplace emergency is an unforeseen situation that threatens your employees, customers, or the public; disrupts or shuts down your operations; or causes physical or environmental damage. Emergencies may be natural or manmade and include the following:

What is an Emergency Action Plan?

The Emergency Action Plan (EAP) is an "action plan" to organize employer and employee actions during workplace emergencies. Well developed emergency plans and proper employee training will result in fewer injuries and less structural damage to the facility during emergencies. On the other hand, a poorly prepared plan may lead to a disorganized evacuation or emergency response, resulting in confusion, injury, and property damage. Putting together an EAP that deals with those issues specific to your worksite is not difficult. It involves taking what was learned from a workplace evaluation and describing how employees will respond to different types of emergencies. It takes into account your specific worksite layout, structural features, and emergency systems. You will find it beneficial to include a diverse group of representatives (management and employees) in the planning process and to meet frequently to review progress and responsibilities. The commitment of all employees is critical to the plan's success in the event of an emergency so ask for their help

What are the components of an effective Emergency Action Plan?

At a minimum, the EAP must include the following elements:

Ways to report fires and other emergencies Evacuation procedures and emergency escape route assignments Procedures to be follow by those who remain to operate critical plant operations before they evacuate Procedures to account for all employees after an emergency evacuation has been completed

Rescue and medical duties for those who are to perform them Names or job titles of persons who can be contacted for further information or explanation of duties under the plan

You may find it helpful to also include the following in your plan:

A description of the alarm system used to notify employees to evacuate and/or take other actions. Make sure alarms used for different actions are distinctive. You might include horn blasts, sirens, or even public address systems. The site of an alternative communications center to be used in the event of a fire or explosion; and A secure on- or off-site location to store originals or duplicate copies of important documents

Do I Need an Emergency Action Plan?

Almost every business is required by OSHA to have an emergency action plan (EAP). OSHA may require you to have an EAP if: 1. 2. fire extinguishers are required or provided in your workplace, and anyone will be evacuating during a fire or other emergency.

The only exemption to this is if you have an in-house fire brigade in which every employee is trained and equipped to fight fires, and consequently, no one evacuates. In most circumstances, immediate evacuation is the best policy, especially if professional firefighting services are available to respond quickly. There may be situations where employee firefighting is warranted to give other workers time to escape, or to prevent danger to others by spread of a fire. In this case, the employer is still required to have an EAP.

How do I evaluate my workplace?

The best way to protect yourself and others is to prepare for an emergency before it happens by doing a thorough assessment of the workplace. Think about possible emergency situations and evaluate your workplace to see if it is sufficiently prepared using the following OSHA standards:

Design and construction requirements for exit routes - 29 CFR 1910.36. This standard contains requirements for the design and construction of exit routes. It includes a requirement that exit routes be permanent, addresses fire resistance-ratings of construction materials used in exit stairways (exits), describes openings into exits, defines the minimum number of exit routes in workplaces, addresses exit discharges, and discusses locked exit route doors, and exit route doors. It also addresses the capacity, height and width of exit routes, and finally, it sets forth requirements for exit routes that are outside a building. Maintenance, safeguards, and operational features for exit routes - 29 CFR 1910.37. This standard includes requirements for the safe use of exit routes during an emergency, lighting and marking exit routes, fire retardant paints, exit routes during construction, repairs, or alterations, and employee alarm systems. Emergency action plans (EAP) - 29 CFR 1910.38. Again, the EAP facilitates and organizes employer and employee actions during workplace emergencies. Fire prevention plans (FPP) - 29 CFR 1910.39. The purpose of the fire prevention plan is to prevent a fire from occurring in a workplace. It describes the fuel sources (hazardous or other materials) on site that could initiate or contribute both to the spread of a fire, as well as the building systems, such as fixed fire extinguishing systems and alarm systems, in place to control the ignition or spread of a fire.

How do I evaluate my workplace? (Continued)

Below are four additional OSHA standards that relate to ways to protect yourself and others during an emergency:

Portable fire extinguishers - 29 CFR 1910.157. Workplace fires and explosions kill hundreds and injure thousands of workers each year. One way to limit the amount of damage due to such fires is to make portable fire extinguishers an

important part of your fire prevention program. When used properly, fire extinguishers can save lives and property by putting out a small fire or controlling a fire until additional help arrives. Fixed extinguishing systems - 29 CFR 1910.160. Fixed fire extinguishing/suppression systems are commonly used to protect areas containing valuable or critical equipment such as data processing rooms, telecommunication switches, and process control rooms. Their main function is to quickly extinguish a developing fire and alert occupants before extensive damage occurs by filling the protected area with a gas or chemical extinguishing agent. Fire detection systems - 29 CFR 1910.164. Automatic fire detection systems, when combined with other elements of an emergency response and evacuation plan, can significantly reduce property damage, personal injuries, and loss of life from fire in the workplace. Their main function is to quickly identify a developing fire and alert building occupants and emergency response personnel before extensive damage occurs. Automatic fire detection systems do this by using electronic sensors to detect the smoke, heat, or flames from a fire and providing an early warning. Employee alarm systems - 29 CFR 1910.165. The purpose of the employee alarm systems standard is to reduce the severity of workplace accidents and injuries by ensuring that alarm systems operate properly and procedures are in place to alert employees to workplace emergencies.

Determine specific evacuation routes and exits

Most employers create maps from floor diagrams with arrows that designate the exit route assignments. These maps should include locations of exits, assembly points and equipment (such as fire extinguishers, first aid kits, spill kits) that may be needed in an emergency. Exit routes should be clearly marked and well lit, wide enough to accommodate the number of evacuating personnel, unobstructed and clear of debris at all times, and unlikely to expose evacuating personnel to additional hazards. Here are some important requirements to consider:

Make exit route design permanent. Ensure that the number of exit routes is adequate based on the number of employees, the size of the building, its occupancy, and the arrangement of the workplace. Separate an exit route from other workplace areas with materials that have the proper fire resistance-rating for the number of stories the route connects. Ensure that exit routes meet width and height requirements. The width of exit routes must be sufficient to accommodate the maximum permitted occupant load of each floor served by the exit route. Ensure that doors used to access exit routes have side hinges and swing in the direction of travel (depending on occupancy and hazard areas). Design exit routes that lead to an outside area with enough space for all occupants. An outdoor exit route is permitted but may have additional site-specific requirements.

Determine specific evacuation routes and exits (Continued)

Here are some more important requirements to consider when developing effective evacuation:

Maintain the fire-retardant properties of paints and solutions that are used in exit routes. Ensure that required exit routes and fire protections are available and maintained, especially during repairs and alterations. Ensure that employee alarm systems are installed, operable, and in compliance with 29 CFR 1910.165 (Note: See Section I.A.5.). Direct employees through exit routes using clearly visible signs. These signs must meet the required letter height and illumination specifications. When openings could be mistaken for an exit, post appropriate signs stating "NOT AN EXIT." Arrange exit routes so that employees are not exposed to the dangers of high hazard areas.

Exit routes must be free and unobstructed. Prevent obstructions, such as decorations, furnishings, locked doorways, and dead-ends within exit routes.

Procedures for assisting people during evacuations

Many employers designate individuals as evacuation wardens to help move employees from danger to safe areas during an emergency. Generally, one warden for every 20 employees should be adequate, and the appropriate number of wardens should be available at all times during working hours. Wardens may be responsible for checking offices and bathrooms before being the last person to exit an area as well as ensuring that fire doors are closed when exiting. Employees designated to assist in emergency evacuation procedures should be trained in the complete workplace layout and various alternative escape routes. Employees designated to assist in emergencies should be made aware of employees with special needs (who may require extra assistance during an evacuation), how to use the buddy system, and any hazardous areas to avoid during an emergency evacuation.

Assembly areas and methods to account for all employees

Accounting for all employees following an evacuation is critical. Confusion in the assembly areas can lead to the building, or unnecessary operations. To ensure the your employees, consider evacuation. The names and last accounted for should be passed

delays in rescuing anyone trapped in and dangerous search-and-rescue fastest, most accurate accounting of taking a head count after the known locations of anyone not on to the official in charge.

Address how in evacuation and

visitors will be assisted accounted for

Some employers have all visitors and contractors sign in when entering the workplace. The hosts and/or area wardens, if established, are often tasked with assisting these individuals evacuate safely. Reporting Emergencies and Alerting Employees in an Emergency

Form a Planning Group/Threat Response Team

Successful company violence prevention programs usually start by forming a planning group that may also act as a threat response team that more directly response to incidents. The planning group assesses and evaluates the company's current ability to handle violent incidents and recommends ways to strengthen its response capability. Typically, members of a planning group include representatives from management and labor, and might also include members from the local community, including:

Human Resources Employee Assistance Program (EAP) Union Safety Health/Medical Security/Law Enforcement

While many departments may be represented on the planning group, only a few of them will generally be involved in actually responding to reported incidents. For example, representatives from Human Resources, EAP, and Security often make up an incident response team. Typically, representatives from the other departments will not be involved in responding directly to incidents, but they will act as consultants to the incident response team or play an active role only in certain types of situations. Staff expertise. Every company will have different areas of staff expertise. Your company may have employees who have special skills that could be put to good use in a potentially violent situation, such as employees who are skilled in mediation, conflict resolution, crisis counseling, investigations, or threat assessment. Identifying departments and individuals ahead of time, working with them in the planning stages, and agreeing on a coordinated response effort is one of the most effective ways of preparing your company to handle potentially violent situations should they arise.

Type I - Criminal Act.

This type of violence involves verbal threats, threatening behavior, or physical assaults by an assailant who has no legitimate business relationship to the workplace. The person enters the workplace to commit a robbery or other criminal act. Violence by strangers accounts for most of the fatalities related to workplace violence. Workplaces at risk of violence by strangers commonly include late night retail establishments and taxi cabs. Road rage is becoming more common as a possible source of Type I violence affecting workers who drive as a part of their job.

Type II - Recipient of Service.

The person causing violence is either recipient or object of a service provided by workplace. He/she is a current or former client, passenger, or customer. Type II violence involves verbal threats, threatening behavior or physical assaults by an assailant who either receives services from or is under the custodial supervision of the affected workplace or the victim. Assailants can be current or former customers and clients such as passengers, patients, students, inmates, criminal suspects or prisoners. The workers typically provide direct services to the public, for example, municipal bus or railway drivers, health care and social service providers, teachers and sales personnel. Law enforcement personnel are also at risk of assault from individuals over whom they exert custodial supervision. Violence by customers or clients may occur on a daily basis in certain industries; they represent the majority of non-fatal injuries related to workplace violence.

Type III - Employment Relationship.

The person has an employment-related involvement with the workplace:

Job related - a current or former employee who is angry about a situation. Job related violence involves verbal threats, threatening behavior or physical assaults by an assailant such as a current or former employee, supervisor or manager. Any workplace can be at risk of violence by a co-worker. In committing a threat or assault, the individual may be seeking revenge for what is perceived as unfair treatment.

Non-Job related - a person who has a relationship with a current or former employee. Domestic violence erupting at work is one of the most common types of workplace violence and involves verbal threats, threatening behavior or physical assaults by an assailant who, in the workplace, confronts an individual with whom he or she has or had a personal relationship outside of work. Personal relations include a current or former spouse, lover, relative, friend or acquaintance. The assailant's actions are motivated by perceived difficulties in the relationship or by psychosocial factors that are specific to the assailant.

Determining risk factors for workplace violence

The types of violence identified in the previous section illustrate different characteristics of workplace violence and the ways violence may present itself. The significance of these types is that each involves somewhat different risk factors and means of preventing or responding to the potential violent incident. A risk factor is a condition or circumstance that may increase the likelihood of violence occurring in a particular setting. For instance, handling money in a retail service makes that workplace a more likely target for robbery, the most common kind of violence by strangers in the workplace. An attorney's office, where all payments are received by check and money is not directly handled, would not present the same kind of target and would not be at the same degree of risk of violence due to the handling of money. Each risk factor only represents a potential for an increased likelihood of violence. No risk factor, or combination of risk factors, guarantees that violence will occur or that its incidence will increase. However, the presence of the risk factors listed below, particularly of several in combination, increases the likelihood that violence will occur.

Do employees have Contact with the public? Does an exchange of money occur?

Is there selling/dispensing alcohol or drugs? What is the nature of delivery of passengers, goods or services? Is the workplace mobile? (such as a taxicab or police cruiser) Is there exposure to unstable or volatile persons? (such as in health care, social services or criminal justice settings) Do any employees work alone or in small numbers? Do employees work in high-crime areas.

* *

Do employees work late at night or during early morning hours?

* * *

Do employees guard valuable property or possessions? Do employees work in community settings?

Are your employees deciding on benefits, or in some other way controlling a persons future, well-being, or freedom? (such as a government agency)

* Identified by NIOSH as risk factor for homicide (CDC/NIOSH Alert, 1993)