22 December 2011

Welcome!

Welcome to the SafetyRich blog! Please take a few minutes to browse the articles. Come back often as we will use this page to update you on the latest regulatory changes and our business activity. Feel free to leave thoughtful comments.

Email requested article subjects, discussions to: richard@jcgsafety.com

10 November 2011

Safety White Paper.

Download the recent White Paper on Safety Planning and Training we developed in partnership with David Argy at SAFETYTRAINING. Follow SafetyOnlineNetwork on Twitter:
See our Web site: SafetyRich

06 November 2011

SEMS Elements Condensed.


13 SEMS elements

1.  General – Principles & Scope
General: This is the overall definition of the Operator’s SEMS compliance program. This section includes requirements for management responsibilities, buy-in and support.
Format: Written documents.
2.  Safety & Environmental Information
General: Deals with process safety information which requires an employer to compile a complete list of all hazards and the plan to deal with those hazards. Employer must cause a SEMS program to be developed including: Information that provides the basis for implementing all SEMS program elements; process design information; and mechanical design information.
Format: Written Plan & supporting documents. Basis for writing this is Hazard Analysis (#3) Can be included in Safety Manual, Safe Work Practices (#6)
3.  Hazards Analysis
General: Employer must ensure the development and implementation of a hazards analysis (facility level) and a job safety analysis (operations/task level) for all of your facilities. Note: The Hazard Analysis must be completed by Operators before 15 November 2011.
Format: Inspections with findings included in a written plan. Job Safety Analysis (JSA) has an archival requirement of two to three years depending on the circumstance. JSA must be produced on demand.
4.  Management of Change
General: Employer must develop and implement written management of change procedures (MoC) for modifications associated with the following: (1) Equipment, (2) Operating procedures, (3) Personnel changes (including contractors), (4) Materials, and (5) Operating conditions.
Format: Written Document. Note: This is the most complex of all of the written documents. It is commonly believed that failure to manage changes was the root cause for the Macondo incident. See blog post on related failures – based on the final report on the Macondo incident: http://safetyrich.blogspot.com/2011/09/six-lessons-from-disaster.html
5.  Operating Procedures
General: Employer must develop and implement written operating procedures that provide instructions for conducting safe and environmentally sound activities involved in each operation addressed in the SEMS program.
Format: Written document.
6.  Safe Work Practices
General: Employer’s  SEMS program must establish and implement safe work practices designed to minimize the risks associated with operating, maintenance, and modification activities and the handling of materials and substances that could affect safety or the environment. The SEMS program must also document contractor selection criteria. When selecting a contractor, you must obtain and evaluate information regarding the contractor's safety and environmental performance. Operators must ensure that contractors have their own written safe work practices. Contractors may adopt appropriate sections of the operator's SEMS program. Operator and contractor must document their agreement on appropriate contractor safety and environmental policies and practices before the contractor begins work at the operator's facilities.
Format: Written document.
7.  Training
General: Employer’s SEMS program must establish and implement a training program so that all personnel are trained to work safely and are aware of environmental considerations offshore, in accordance with their duties and responsibilities. Training must address the operating procedures, the safe work practices, and the emergency response and control measures. You must document the qualifications of your instructors. Your SEMS program must address: Initial training, Periodic training, Communication of changes, verification of contractor’s personnel training.
Format: Learning Management System (LMS), training matrix, elearning, onsite training.
8.  Mechanical Integrity
General: Employer must develop and implement written procedures that provide instructions to ensure the mechanical integrity and safe operation of equipment through inspection, testing, and quality assurance. The procedures must address: design, procurement, fabrication, installation, calibration, and maintenance of equipment; training; inspections; correction of deficiencies; installation of new equipment; construction; verification of various equipment aspects; maintenance; parts; repairs. Note: This is the most Involved of all of the requirements. The Operators will take care of this and tell Contractors what they need to do to meet these requirements.
Format: Written documents. Extensive use of SMEs. Heavy archival requirements.
9.  Pre-Startup Review
General: This element of the SEMS program deals with the Operator’s commissioning process and includes a pre-startup safety and environmental review for new and significantly modified facilities that are subject to Subpart S to confirm that the specific criteria are met. This requirement has a significant training component.
Format: Primary: Procedures.  Partial: LMS, training matrix
10. Emergency Response & Control
General: The SEMS program requires that emergency response and control plans are in place and are ready for immediate implementation. These plans must be validated by drills carried out in accordance with a schedule defined by the SEMS training program. The SEMS emergency response and control plans must include: An Emergency Action Plan; Emergency Control Center(s) designated for each facility with access to the Emergency Action Plans, oil spill contingency plan, and other safety and environmental information; training and drills.
Format: Written documents with archival and immediate retrieval options. LMS, training matrix.
11. Investigation of Accidents
General: The Operator’s SEMS program must establish procedures for investigation of all incidents with serious safety or environmental consequences and require investigation of incidents that are determined by facility management or BSEE to have possessed the potential for serious safety or environmental consequences.
Format: Written documents describing action. Immediate retrieval is important.
12. Auditing the Program
General: The SEMS program must be audited by either an independent third-party or the Operator’s designated and qualified personnel* according to the requirements of this subpart and API RP 75, Section 12 within 2 years of the initial implementation of the SEMS program and at least once every 3 years thereafter. (*As defined by BSEE)
Format: Action with findings as written documents. Heavy archival requirements.
13. Records & Documentation
General: As required by 30CFR250.1928 (in Subpart S). Requires significant archiving of up to six years.
Shameless marketing note: SafetyRich specializes in written documents, training and Job Hazard Analyses as required in Elements (green). SafetyRich, our team of professionals and business partners provide expertise and Project Management to meet Elements (dark red).   

Not sure if you are compliant? Take the short survey here.

Questions? Email me richard@jcgsafety.com

23 October 2011

Scaffold problems

We have posted several pictures showing numerous violations of safety regulations. A few weeks ago, we posted an article here about scaffold safety: http://safetyrich.blogspot.com/2011/09/scaffold-safety.html. On Sunday 23 October, on my way to the office, I spotted this scaffold erected on the South side of a new high-rise condominium building at 2727 Kirby Drive in Houston.

Let’s see how many violations to scaffold safety regs (OSHA regulations in 29CFR1926.451) we can spot.
1. I doubt if you can see this on the small picture, but regulations require that a supported scaffold be first tied to the building at a 4:1 ratio of the base width, then every 26 feet thereafter. This structure is first tied on the 7th level – close to twice the required height.
2. Regulations call for 100% planking at the work levels with gaps between the planks no larger than 1”. Assuming only the top level is intended to be a “work level,” it is obvious in a picture taken from nearly 100’ away, that the planking does not meet the 1” nor does it likely meet the 100% planking requirement.
3. The front (building side) of the work platform is required to be a maximum of 14” from the face of work. From my vantage point, I estimated the distance between the work and the building far exceeded this limit.
4. All open sides are required to be enclosed or a fall arrest system is required. Since the ends of the work area are not protected, personal fall arrest systems (PFAS) would be required.
Assuming OSHA issues citations (if they catch these contractors at all) at the lowest level, the four citations would carry fines of $7,000 each for a total of $28,000. If the construction company has been cited before (I counted dozens of violations during the construction period), the fines could be enhanced upward one or more levels of severity. In any case, the solution (to build a safe scaffold!) would cost far less than $28K.
Now, let us imagine the scaffolding falling over and hitting the bank next door killing a construction worker and a bank employee while damaging several cars in the parking lot of the bank ....
I understand the construction company’s goal of maximizing profits, but this is completely indefensible.

See our Web site: SafetyRich

04 October 2011

Safety Plans / Safety Manuals

In May 2011 we wrote about Planning: http://safetyrich.blogspot.com/2011/05/planning.html. We discussed three types of plans: Emergency Plans, Contingency Plans and Safety Plans or Safety Manuals.

Federal law requires a written Emergency Plan or Emergency Action Plan that describes the various emergencies your company and workers could face, then how you plan to deal with these emergencies to minimize injuries and loss of life.
A Contingency Plan is usually required by your insurance company, but good business practice and common sense dictate that you plan for disasters.
Written Safety Plans are required by OSHA and most other federal agencies worldwide. Some agencies refer to Safety Plans as Safe Work Programs, Work Plans, Safety Manuals and other terms. We shall use the term Safety Plans here.
Although a federal agency requires a written Safety Plan, little guidance on writing the plans. Several methods of writing plans are available. As long as the plans cover a basic set of criteria, all methods are acceptable. We develop Safety Plans according to a specific process to ensure full coverage
Management Commitment. Every plan of every type should begin with a state of Management Commitment, preferably signed by CEO or another top manager. If workers see management commitment to safety, they are more inclined to adapt safe practices.
Safety Policy. The next item should be the corporate Safety Policy, a simple one or two page statement of the corporate policy regarding safety. A commitment by management, while important, is not enforceable. A Safety Policy, on the other hand, is enforceable. Many good safety policies are available. Our covers management, employees and contractors.
Safety Plan. The method we use is to write a series of plans – one plan for each type of hazard. We have small clients that use plans with as few as 25 plans and larger companies with as many as 50 or more individual plans. Each plan describes the hazard and what the company does to abate, mitigate, eliminate or minimize the danger of the hazard to worker’s health and lives. Be sure to read: http://safetyrich.blogspot.com/2011/05/four-levels-of-protection-from-hazards.html to get an understanding of the benefits of addressing hazards early in the process.
Ask questions, then answer them completely:
What is the hazard?
What could the hazard do in terms of injury and damage?
How do we train workers to recognize and avoid hazards, work safely?
How do we plan to mitigate harm to people, property and the environment?
How do we intend to protect workers and the facility from damage?
How do we plan to review and deal with the hazard?
We urge you to hire a professional, an expert on writing Safety Plans. You may save money in the short term by writing it yourself, but a single injury or fatality not only devastates a family, but costs could be extremely high.
“If you think hiring a professional is expensive, wait until you hire an amateur.” – Red Adair
However you address the issue. Be sure to do something in writing. The law requires it and your employees will be safer for you having done it.

See our Web site: SafetyRich  

Watch for release of white paper on Planning. Check SafetyTraining and SafetyRich Web sites for posting in later half of October 2011. Follow @OSHAnetwork and @SafetyRich on Twitter for notifications.

Future white papers on Risk Management and Employee Behaviour before end of 2011.

20 September 2011

Six Lessons From A Disaster.

These six lessons were derived from the finding of the investigation of a major disaster. If we do not learn from them, we will repeat them – to the detriment to life, health, profits and the environment.

Failure to stop work after encountering multiple hazards and warnings. A stop-work policy should be written and enforced. Continuing to work while a problem “is being fixed” is an invitation to disaster.
Failure to fully assess the risks associated with operational decisions and to ensure all risks are as low as possible. Conduct at least a minimal risk assessment and management. Read our four-part series that starts here: http://safetyrich.blogspot.com/2011/06/risk-management-part-1-of-4.html
Failure to consider contingencies and mitigation while making cost- or time-saving decisions. Almost all cost- or time-reducing actions also reduce safety. Protecting the health and well-being of workers should always prevail.
Failure to have full supervision and accountability over all activities in a work area. Abdication of control is abdication of commitment to a safe environment.
Failure to document, evaluate, approve and communicate changes associated with personnel, equipment, process and operations. A complete change management program identifies what new hazards could be created with the change.
Failure of have a common integrated approach to safety with contractors and employees. Contractors, supervisors and employees may each have their own idea of what safe means.  A safety program not fully enforced or followed may be more hazardous that not having any program. Employees can be willing to take risks, but they should live and breathe safety.

See our Web site: SafetyRich

02 September 2011

SEMS Compliance for Contractors.


UPDATE: 11 November 2011. In a speech to IADC, Michael Bromwich announces that BSEE is moving toward enforcing the SEMS regulations on Contractors which are now only enforced for Operators. Watch here for news on this process. Expect enforcement action to begin late 2012. Contractors should act now to prepare.

Download the paper that condenses the 13 Elements of SEMS: http://goo.gl/R3tkY.

Contact SafetyRich for the full range valuable compliance services.

********************************
Original Post:

On 15 November 2011, US government regulations relating to offshore safety go into effect. Specifically, Operators of offshore facilities (Facility definition: 30 CFR 250.1700c) must be in compliance with 30 CFR 250, Subpart S which applies to Safety Environmental Management Systems (SEMS) administered by the Bureau of Energy Management, Regulation and Enforcement (BOEMRE) of the US Department of Interior. SEMS regulations closely resemble The American Petroleum Institute’s API RP75. See: http://ecfr.gpoaccess.gov/cgi/t/text/text-idx?c=ecfr&tpl=/ecfrbrowse/Title30/30cfr250_main_02.tpl.

Note 1: In 30 CFR 250, readers will note references to MMS. MMS was the Minerals Management Service, which was the predecessor to BOEMRE. A good start is to read the FAQ here: http://www.boemre.gov/ooc/newweb/frequentlyaskedquestions/frequentlyaskedquestions.htm.
Note 2: BOEMRE will, at some time in the future be split into two parts: Bureau of Energy Management (BOEM) and Bureau of Safety & Environmental Enforcement (BSEE). The later will enforce the SEMS regulations. The change was to have taken place in August 2011, but was delayed.
Contractors are not required to comply directly with the regulations. Contractors are, however, required to fully comply with the Operator’s requirements as if they were a part of the Operator. Although a US Government agency will not be enforcing SEMS regulations with the Contractors, the Operators require the compliance.
SEMS consists of 13 elements or areas requiring specific compliance. We provide advisory services in all of the elements, with specific compliance services in 11, particularly:
Safe Work Programs (30 CFR 250.1909 & .1914)
Safety & Environmental Management Programs (SEMPS) (30 CFR 250.1910)
Training Compliance and Tracking (30 CFR 250.1915) ***
Management of Change – Process & Documentation (30 CFR 250.1912)
Hazard Analysis – Development & Authorization (30 CFR 250.1911)
Risk Assessment & Management (30 CFR 250.1909 & .1913)
Investigation of Incidents – Process, Documents, Tracking, Reporting (30 CFR 250.1919)
Compliance Management & Tracking ***
Safety Manuals

*** In partnership with International Human Resources Development Corporation (IHRDC – www.ihrdc.com)

After 15 November 2011 various auditing, reporting and compliance timetables begin.

See our Web site: SafetyRich

01 September 2011

Scaffold Safety.

A client asked SafetyRich to design a custom course on scaffolds. He wants us to cover both supported and suspended scaffolds.

A scaffold course includes assembly, moving, dismantling scaffolds in addition to the reason for having a scaffold in the first place: working on the elevated platform. The list of other items that should be covered includes:
Fall Protection: If a scaffold is assembled correctly and includes required barriers, a separate PFAS (Personal Fall Arrest System) is not mandated. If a scaffold is too far from the structure being worked on, a PFAS must be provided. A PFAS is always required for workers on a suspended scaffold.
Working Surface/Housekeeping: The working surface should be keep free of debris to prevent slips and trips. Spills should be cleaned up and any accumulation of material should be minimized.
PPE: Personal Protective Equipment should be used at all times. Depending on the work being done, PPE may include safety glasses, hard hats, gloves and hi-viz vests. Respirators, face masks and hearing protection may be used.
Weather/Wind: Since a scaffold is an elevated platform, workers can be exposed to the elements more than on the ground. If lighting is heard, we recommend getting off of the scaffold until the last thunder has passed by at least 15 minutes. Workers should get down from a scaffold when winds exceed 25 miles per hour (about 40 KPH). In a suspended scaffold, we use 20 MPH (32 KPH) at higher levels or where dismounting time may be extended.

OSHA requires that the installation of a supported or suspended scaffold be inspected daily by a competent person to make sure all equipment is in order. Failure to complete and note a daily inspection can result in dangerous conditions. If a worker is hurt, fines can be higher from enhanced levels of severity.

Installation foundations, rolling scaffolds and dozens of variables can complicate the design, installation and use of a scaffold system. Have a well qualified person in charge of the assembly and use of a supported or suspended scaffold.

See our Web site: SafetyRich

31 August 2011

Contingency Planning.

As we mentioned in our 31 May post (http://safetyrich.blogspot.com/2011/05/planning.html), OSHA requires written plans on several subject. While OSHA requires an Emergency Action Plan (EAP), Contingency plans are required mainly by insurance companies to ensure their clients are prepared to mitigate loss in the case of a catastrophe.

Experts are reporting the Hurricane Irene that raked up the East coast at the end of the third week in August 2011, caused more loss than any other natural disaster in history. At one time, more than 7.4 million folks had no electricity. One restaurant owner from South Carolina spoke in an interview about how he had more than 80 employees waiting for him to reopen. Thinking about the economic impact of the storm will boggle the mind. Dealing with a disaster is even more difficult if no plan is in place.

Imagine being able to open a plan and start going down a series of checklists and plans that were made when all was well. Plans to restore data, rebuild facilities and restart cash flow.
When writing a Contingency Plan, start with the assumption that a total loss has occurred: a hurricane, tornado, fire or explosion has wiped out everything. Although, as we shall see, all is not lost regardless of the level of destruction – IF planning for the worst case has been done properly.
This list of items is not intended to be complete, but to create a starting point – all companies are different.
DATA – Backing up data to a tape drive that your IT person takes home once a week is a good start, but inadequate in real emergencies. Back up your data as often as possible (how much work not backed up can you recreate in a reasonable time?) to a distant location which is less susceptible to catastrophic events. An online backup to a place 1000 miles away is no farther than across the street.
FACILITIES – Assume your offices, warehouses and storage facilities are completely gone. Where will your employees work? Chances are, their homes are also severely damaged, or without power. By making plans to temporarily move inland, a suitable location can be identified: a hotel, vendor or client’s office. Contact a Realtor in several cities at least 50 miles way, have them identify office/warehouses with vacancies, have agreements in place that trigger short-term occupancy. By making a deal when the sun is shining, you beat everyone else during the scramble.
PRODUCTION: Equipment, tools, raw materials – identify vendors by name, make plans for them to provide you with an emergency supply. If possible, pay for a cache stored at the vendor’s facility or in a storage facility 100+ miles away.
EMPLOYEES – Assume that most of your employees are working on their own homes or with their families. Identify key employees to manage activities using the Contingency Plan, after the disaster. Make plans on communications and make sure everyone has everyone’s phone numbers.
Consider also how you will clean up and rebuild. Companies and residents in the area are also cleaning and rebuilding, the companies that make plans and agreements in advance are the ones that get serviced first, right after the storm.
Now go make the same plans for your own home and family.
See our Web site: SafetyRich

18 August 2011

Changing Behaviors – 2 of 2.

In this part we discuss specifics on demonstrating the benefits and affecting the behavior of employers and employees.
For employers, our approach is in three steps.

1. Demonstrate the simplicity, common sense and straightforward nature of safety regulations. The General Duty clause (http://goo.gl/oGkSb) is less than 100 words of pure logic. Read: http://safetyrich.blogspot.com/2011/05/general-duty-clause.html.
2. Make sure the employer is fully aware of the consequences of non-compliance: citations with fines and possible criminal charges. The costs of injuries can be significant. See: http://safetyrich.blogspot.com/2011/05/cost-of-injuries.html.
3. Equate the cost of a safety program and the cost of not being safe to the employer’s boss: the bottom line. Take the total cost of injuries over the last few (3 to 5) years – include direct and indirect costs (read article: http://safetyrich.blogspot.com/2011/05/cost-of-injuries.html) – then divide by the profit from a single unit of work such as a piece of product, an hour/day week, a project. Watch here for a future post on doing this step. Email me (SafetyRich@gmail.com)for details on how to do a calculation for a specific client.
Employees are a bit less obvious on how to manage behaviors, but there are two things we use to help them understand.
1. Family. Hilda Solis, the Secretary of Labor said: "With every one of these fatalities, the lives of a worker's family members were shattered and forever changed. We can't forget that fact."
SafetyRich encourages employers to conduct Safety Orientation classes for new employees. Read the two articles on Training, Part 1 here: http://safetyrich.blogspot.com/2011/06/training-part-1-of-2.html. We have designed the first 20 to 30 minutes to be an overview of the importance of working safe and the consequences of not working safe. This short session is recorded on video, then copied to a CD for the employee to show his family. We send a form with the CD for every family member (especially the kids!) to sign that they watched it. Most people act differently when they are thinking about their family. The family helps put pressure on the worker to be safe.
2. Consequences. Make it clear of how their lives can change with a serious injury. Tie a hand behind their back and have them do simple tasks: tie a shoe, put on a belt, button a shirt, tie a tie, make a peanut butter sandwich. Suggest that they drive home that evening sitting on one hand. Splint two or three fingers, discuss amputations and have them try the same tasks. Have the students read and discuss actual cases. See SafetyPhoto for pictures and case reporting.
The only way anyone changes behaviors is if they clearly see understand the consequences to themselves and others for not working safely.
See our Web site: SafetyRich

16 August 2011

Changing Behaviors – 1 of 2.

Reality is that changing behaviors is nearly impossible. Ask any parent who has tried to get a teenager to write a book report when it is first assigned rather than the night before it is due. Ask any employer who has a worker that lives five minutes away, but gets to work ten minutes late every day. Human behaviors are very difficult to change.

Behavior based safety is big business. Most company executives are very smart people, but they spend a lot of time and effort trying to change the behavior of their employees when they, themselves are not motivated by some fairly harsh punishment to follow a few simple, common sense, logical rules.
The business of safety incentive programs is another well-intentioned concept that causes as much harm as good. Commercial trucks are required to pass certain inspections conducted by the Department of Transportation (DOT). When the DOT enforcer pulls a truck over on the highway, it is inspected for compliance. If the truck passes, a sticker is issued to display showing the truck is compliant. The sticker allows the truck to avoid being inspected again in a time period. The driver is rewarded with a $100 bonus. A friend who manages a fleet of trucks reports that, once the drivers figured out that their trucks would pass any inspection, they removed the stickers in hopes of being stopped again – and being rewarded with another bonus.
At SafetyRich, we try to change behaviors by focusing on the things that are important to the employer and the worker, then we present our case in the strongest way possible.
In Part 2 we discuss specifics on demonstrating the benefits and affecting the behavior of employers and employees.

See our Web site: SafetyRich

12 August 2011

Incident Investigation & Reporting.

Reporting of incidents resulting in injuries is required by law. Many companies do not investigate anything or merely report the basics of what happened. See: http://safetyrich.blogspot.com/2011/07/view-from-inside-part-2-of-2.html for a brief discussion what most companies do not do, even when serious injuries or fatalities occur.

Incident reporting is far too complex of a subject to cover in detail in this forum.  Make sure that a thorough, detailed  investigation is completed to the point the root cause of the incident is identified and prevention is addressed.
It is important to pause here to note the difference between accidents and incidents. Accidents are completely unforeseen and almost impossible to prevent. A true industrial accident is rare, because seldom does a completely unforeseeable event occur. With sufficient planning, risk management and attention to safety detail, all we have left are incidents.
We have mentioned before the story of Robert. Robert was a maintenance worker at a United States Steel in Pennsylvania who completed a 35-year career to retire without a single, lost-time incident. He did not even have an injury requiring minor first-aid in an industry that has serious hazards.
When investigating an incident, gather details from any injured worker and witnesses. The report should include a timeline that includes the events leading up to and following the incident.
Your report should include an in-depth analysis of the causes of the accident. Causes include:
• Primary cause (e.g., a spill on the floor that caused a slip and fall)
• Secondary causes (e.g., employee not wearing appropriate work shoes or carrying a stack of material that blocked vision)
• Other contributing factors (e.g., burned out light bulb in the area).
You are seeking a Root Cause for the incident. In the above example, the Root Cause might be a spill that was not reported.  A spill caused by a sudden event, such as a burst pipe, would be the cause of a true accident (completely unforeseen), but only for a few minutes until the spill was observed. Unless, of course, the burst pipe was the result of poor maintenance, in which case it was fully preventable.
Finally, focus on the prevention of future occurrences of the incident: How will the company prevent this from happening again? Practice proper risk evaluation methods, conduct job hazard analyses and recommend corrective action: engineering, training, work process design, signs, PPE.
If an incident or near miss is not properly investigated, it is likely to be repeated which could result in serious OSHA violations, injuries or a fatality.

See our Web site: SafetyRich

06 August 2011

High Visibility

Thought all high-visibility vests are the same? Look closer.  There are actually three classes of vests:

Class 1 - main identifier is that is does not have closed sides. Sides are closed with Velcro tabs, snaps, ties.
• Use where traffic does not exceed 20MPH and worker can pay full attention to oncoming traffic. Also for use on private property (sometimes called "Private Property" vests).
Class 2 - main identifier is that it is made with "closed" sides.
• Use where conditions require greater visibility and worker's attention is diverted from approaching traffic.
Class 3 - jacket style - fully closed with sleeves.
Use where traffic exceeds 50MPH and worker must be easily identified as a person through the full range of motion.

Other high-visibility garments are available such as T-shirts and jackets (light to heavy). The primary consideration is to use a High-Visibility when the site has vehicles moving about. Many companies use vests as a “uniform” to designate First Responders, Supervisors, Safety people and others
See our Web site: SafetyRich

14 July 2011

O&G offshore regulations.

Update 18 November 2011: According to Oil &  Gas Journal, In mid-November 2011, BSEE anounced it would begin proposed rulemaking procedures to enforce SEMS regulations on offshore Contractors in addition to Operators. Enforcement can begin when rulemaking is complete - expected in late 2012. Read the article.

On 15 November 2011, new regulations go into effect requiring safety and environmental systems for oil and gas exploration and production companies. See 30CFR250.

In September, the Bureau of Energy Management, Regulation and Enforcement (BOEMRE) splits into two entities: the Bureau of Energy Management (BOEM) and the Bureau of Safety and Environmental Enforcement (BSEE) to enforce SEMS and API RP75 standards.

We focus our services on the later - BSEE - providing:
  • Compliance tracking
  • Safe Work programs (SWPs)
  • Job Safety Analysis (JSA, JHA HA) - development & authorizations
  • Bridging documents to comply with Operator SEMS programs
  • Risk Assessment and Management
  • Plans: Safety, Process, Operating
  • Competency Models
  • Training: General and Specialized
    • Confined Space
    • Fall Protection
    • Hazardous Communications
    • Walking & Working Surfaces
    • Personal Protection Equipment (PPE)
SafetyRich partners with IHRDC to provide expert consulting, e-learning and tracking services. We provide a number of subject matter experts to offer a wide variety of services to O&G companies.

Write us at SafetyRich@gmail.com for no-obligation intial consultation and answers to critical questions.

See our Web site: SafetyRich

11 July 2011

Spotted! #5

As we described in our two-part series on Training published in June, OSHA requires training on initial assignment – before workers set out to their assignments.  If their employer had trained them and made it clear that safety rules are to be followed, it is likely this case would have not occurred.

In the picture, a couple of violations are obvious:
1. A ladder used to reach a higher level of work should extend at least three feet above the level the worker is reaching. Using the rung spacing to estimate, we can say the ladder extends above the roof by about a foot.
2. The workers are not wearing gloves (or any other PPE, for that matter). So they expose their hands to several hazards when dealing with the metal Air Conditioner units.
3. Although the picture was taken while standing at ground level, it is easy to see the debris around the feet of the worker on the roof.  This debris presents tripping and slipping hazards.
4. Since the work is taking place close to an edge more than six feet above the lower level (the ground), Fall Protection for the worker on the roof is mandatory.
Some unseen concerns.
5. The base of the ladder is too close to the wall, so the ladder is too vertical. Regulations call for a ladder to be placed at  1:4 ratio – 1 foot out for every 4’ in elevation to the support point. The wall is approximately 13’ high, so the ladder should be around 3’ out from the wall for maximum stability.
6. Training: The workers are willing to work in unsafe conditions, so it is likely their training is deficient. Had the workers been trained in the requirements of federal laws, they would understand the hazards and how to avoid them.
A gentleman told me the other day: “You know, safety rules are pretty much common sense.” He is right, they are not difficult to remember or to follow.  Workers need to know the hazards and how to prevent injuries. Employers must want to protect their workers.
See our Web site: SafetyRich

06 July 2011

Risk Management – Part 4 of 4

In previous articles - http://safetyrich.blogspot.com/2011/05/four-levels-of-protection-from-hazards.html and http://safetyrich.blogspot.com/2011/05/making-workers-want-to-be-safe.html - we have mentioned the fourth level of Risk Management. Although we consider it to be the most important, this fourth level is seldom acknowledged in Risk Management discussions or training.

All training sessions offered by our company emphasize the importance of worker involvement in the safety process right from the very first. We encourage workers to pause just a moment to ask themselves: “What can happen to cause me harm here, today?”
United States Steel has a video story about a maintenance worker – Robert – who worked at a USS mill for 35 years without a single injury! Robert did not even have a First Aid level injury his entire career. The key to Robert’s success was primarily in his willingness to pause at the very start of any project to assess the hazards. Did it slow down his production just a bit? Of course, but not near as much as a serious injury would have taken him away from work and cost the company money. See http://safetyrich.blogspot.com/2011/05/cost-of-injuries.html for an idea of how much he very likely saved his employer.
We will cover Robert’s story and what kept him safe in a future post.
When we show workers how to be safe, we tell them about the earlier levels of Risk Management – mostly out of their control. Then we explain the fourth level, the one where the worker has total control: YOU!  Everyone is able to see the hazards, understand what can hurt them and then avoid those dangers.
In our two parts on Training posted in this blog on the 7th and the 14th of June, we explain that the main purpose of training is to show workers the hazards and how to avoid them. No worker should have to be sick, hurt or die for a paycheck!
The worker’s brain is the most powerful tool in their kit. They should use their awareness and knowledge to avoid hazards with the full support of management. They want to be safe – let them.
See our Web site: SafetyRich

03 July 2011

Spotted! #4

Often, an employer has things set up right at first, but simply does not keep it up. We were completing a safety inspection and investigation after an incident where a powered pallet jack had caught fire. In the picture below, the results of the fire can still be seen on a nearby box. What cannot be seen is just how close this came to being a major incident causing a lot of damage.
Behind the box, a sign marking the presence of a fire extinguisher can be seen.  In the second picture, looking behind the box, we can see the fire extinguisher is missing. This is potentially a very dangerous hazard because precious time could be lost looking for the missing extinguisher.  Fortunately, another worker ran over with another extinguisher for the pallet jack operator to use.  Fire put out, minimal damage, no injuries.









Let’s look at what else happened.
The pallet jack caught on fire because the battery overheated.  The company contracted to do maintenance on the equipment was not doing their job, so the battery was dry. In the course of the investigation we were looking into whether a fire could start while the jack was plugged in to the charger overnight. We found the charger was sitting on a stack of wooden pallets near an area where flammables were stored.
We also found that the manufacturer recommended that the battery cover be opened during charging. The operator, not properly trained, had no idea of the manufacturer’s requirements.
We also discovered that the operator had never been trained to operate a fire extinguisher. Fortunately, he figured it out quickly. The training we scheduled for key personnel was cancelled because it was too expensive. The company figured risking burning their facility to the ground was cheaper than training the workers.
Compliance with safety regulations is not free, but it is far cheaper than the damage that can result from neglect. And, in compliance, no workers are harmed.
See our Web site: SafetyRich

30 June 2011

Risk Management - Part 3 of 4

In a Trade News Release issued on 15 February of 2011, OSHA issued the Enforcement Guide for PPE to provide enforcement personnel with instructions for determining whether employers have complied with OSHA personal protective equipment (PPE) standards.

OSHA's PPE standard (29 CFR 1910.132[h]) says that employers must pay for most types of PPE when used by employees exclusively in the workplace – not for personal or off-hours use.
The general rule is that the employer must pay for PPE whenever an OSHA rule explicitly requires it, such as for respiratory or hearing protection.
OSHA's "employer pays rule" also mandates that you pay to replace required PPE on a regular basis. But you don't have to pay to replace PPE  still in safe condition.
Sometimes an employee decides to buy their own PPE. If an employee buys their own PPE and it is suitable (compliant) to use at work, you are not required to reimburse the employee. For instance, an employee may decide to upgrade the quality of their safety shoes.  The employer is not required to reimburse the employee for the upgrade nor to replace the boots with a similar product when worn.
You also don't have to pay for replacement PPE if the employee has lost the item due to negligence or has intentionally damaged the PPE (1910.132[h][5]).
OSHA recommends that you establish a policy to clarify PPE payment and replacement rules so that both employees and supervisors understand requirements concerning matters such as:
• Define normal wear and tear - what service life to expect.
• PPE which is lost or damaged due to negligence (vs. uncontrollable circumstances).
• How to properly use, maintain and store PPE.
• Company position on use of PPE for personal activities which are not related to work.
OSHA’s final rule to revise the personal protective equipment (PPE) sections of its standards: http://edocket.access.gpo.gov/2009/E9-21360.htm
See our Web site: SafetyRich

28 June 2011

Spotted! #3.

This was taken at a historic high school just a few blocks for my house. I heard two men talking and turned around to see this scene.  The building is a beautiful Art Deco style which was recently remodeled.  The word “Auditorium” in large aluminum letters can now be seen on the overhang where the men are standing.

Simply, the two primary violations are:          1. The wrong ladder was used for access. an extension ladder would have been a safer choice. When the worker is stepping between the roof and the ladder, there is a good chance the ladder will fall away from the structure.
2. The second obvious violation is that the men are working more than six feet above the lower level without Fall Protection.  The roof of the structure is easily accessible and has several suitable anchorage points.
The other violations are not so obvious. A simple assessment of the hazards of this work could have been completed in very little time. The workers could then be trained in the hazards they would face and how to protect themselves from the hazards. Proper planning, supervision and training would have prevented these workers being exposed to serious hazards.
The building is on the campus of Lamar High School, a part of the Houston Independent School District – one of the largest school systems in the country. It is surprising that a school system would have such a failure to address safety issues and protect its workers.
These men have families who would love for them to come home at the end of each day. What project completion schedule was so important that it overruled common sense and the need to protect the workers?

See our Web site: SafetyRich

25 June 2011

Risk Management - Part 2 of 4.

From Engineering in Part 1, we move to Work Process Design in the progression of eliminating or minimizing hazards to the worker. Each step is increasingly more difficult, complex and expensive than the prior step. Where we looked at the overall project in Step 1, we now look at the individual tasks with the goal of minimizing worker exposure to specific hazards we could not eliminate.
In the Engineering step we identified the safest possible material which could be used. In Work Process Design we consider tools, aids and guards (below) to isolate the worker from direct contact with the work or material; or to isolate the worker from the work point where the tool contacts the material.

Tools might be the actual tool to do the work such as cutting, scraping; or a power tool to replace a hand tool. Select tools which are effective in doing the work and isolate the worker from hazards wherever possible. A tool might be used to reach into a machine to insert or adjust material. A tool might be a large machine such as a crane or forklift.

Aids are items which not only minimize obvious hazards, but reduce the chances or ergonomic injuries such as proper seating/positioning and lift tables. An aid in Work Process Design might be simple common sense such as storing heavy objects on lower shelves to minimize lifting.

Guards may be on the machine or equipment, or they may be work on the person, such as a face shield. Face shields come under the category of PPE which we cover in Part 3 of this series. Guards are required on machines to protect the worker from exposure to hazardous tools and work points. See http://safetyrich.blogspot.com/2011/06/spotted-2.html for an extreme example of the failure to use guards to protect the worker.

If you have an example of a task where you are deciding on a solution to protect the worker, let us help.  Send your question to: SafetyRich@gmail.com. If it is an existing situation, a picture or video can help. This service is to help the worker, so we conduct the analysis at no charge, with no obligation.

The process of Risk Management is to protect the worker from harm. We begin by Engineering safety into the project. Then we do Work Process Design to make the task safer. When we reach a point where hazards can no longer be eliminated or minimized, we provide Personal Protection Equipment (PPE) to protect the worker.  Part 3 of 4 discusses the selection use and maintenance of PPE.

See our Web site: SafetyRich

22 June 2011

Risk Management - Part 1 of 4.

In May 2011 (http://safetyrich.blogspot.com/2011/05/four-levels-of-protection-from-hazards.html), we wrote about the four levels of activities which will protect workers. We called the first one Engineering because it comes in at the very start of a project. The best time to introduce this step into the process is as the bid is being prepared.

A primary axiom in Risk Management is that the earlier you consider action, the cheaper and more effective it is.  That speaks directly to the benefit of considering actions to improve safety.

When the Project Manager (or whoever is preparing the bid) looks at the specifications and other details of the project, the site, type of work, equipment and material is considered.  Required worker skills are determined. This is the time to focus on safety – early, before money has been spent and other resources committed to the project.

We begin by identifying the Probability of Occurrence – how likely it is that an event will occur. The next step is to identify the Severity of the harm or danger should the event occur. A fatality typically has a low probability of occurrence, but a high severity. On the opposite end of the injury spectrum, a small cut or abrasion has a high probability of occurring, but a low severity.

Now let’s get to the task of making the job safer. First, list all aspects of the work from high to low risk. Second, list everything that could go wrong – include worst case scenarios. Finally, decide how the risk is to be eliminated or minimized – Risk Management – in the next two steps: Work Process Design and protecting the worker with PPE when the hazards cannot be totally eliminated. We will cover those two in later articles.

See our Web site: SafetyRich

21 June 2011

Incident Investigation from 350 Miles.

As a witnesses in court cases, and as safety consultants, we are often required to analyze incidents from a distance. Monday (20 June 2011) morning, a Suspended Scaffold fell onto a Self-Supported Scaffold in Abilene, Texas. This analysis is based on written and televised accounts.

According to the accounts, a Suspended Scaffold (also called Swing Stage) fell onto a Self-Supported Scaffold, trapping two workers, causing minor injuries to both.  One televised account is here: http://www.ktxs.com/news/28302198/detail.html.
Note that the “eyewitness” interview in the report has his hard hat on backwards. That is a violation because the helmet was not designed to worn like that, so it prevents the suspension system from properly protecting the worker. Worse than putting the worker in danger is that it can be an indicator of the safety culture (or lack thereof) of the contractor.
Most important is what we see involving the Suspended Scaffold.  It is a near impossibility for a Suspended Scaffold to fall if the anchor system and installation are done according to OSHA and industry regulations. A Suspended Scaffold has a lifting hoist connected by cables to beams on the roof. The beams are counter-weighted and should have a safety line anchored to the building.  The entire system has at minimum a four times (4X) safety factor. For a Suspended Scaffold to fail, several redundant, over-designed systems must all fail.
The workers are, by law, required to have a Personal Fall Arrest System consisting of a harness and a lanyard, connected to a lifeline which is anchored separately from the scaffold rigging. If the worker in this incident had been properly tied off, he would not have fallen with the scaffold.
It does not take a trained safety professional to see that these workers were extremely fortunate.  They were very likely not properly trained, they were certainly not properly rigged.  Their employer simply put profits, speed and expediency ahead of any concern for their lives.
Don’t be that company. Follow the rules designed to keep workers safe and allow them to return home after their work shift.
See our Web site: SafetyRich

Predicting incidents.

We love to use this poignant quote whenever anyone says “we’ve never had an accident/fire/injury/claim/problem”:

“When anyone asks me how I can best describe my experience in nearly forty years at sea, I merely say, uneventful. Of course there have been winter gales, and storms and fog and the like. But in all my experience, I have never been in any accident … or any sort worth speaking about. I have seen but one vessel in distress in all my years at sea. I never saw a wreck and never have been wrecked nor was I ever in any predicament that threatened to end in disaster of any sort.”
Edward J. Smith, 1907
Captain, RMS Titanic, 1912
Captain Smith was planning to retire after the maiden voyage of Titanic.  He is also quoted as saying: “This vessel could be cut in halves and each half would remain afloat almost indefinitely. The non-sinkable vessel has been reached in this wonderful craft.”
Not too much has changed in 100 or so years and we still find a lot of ignorance and a lack of risk awareness at the site level (We’ve never had a fire, claim, Lost time injury etc).
See our Web site: SafetyRich

19 June 2011

Spotted #2

This is why people get hurt: Because their employer simply does not care.

Watch this video demonstration by JWC Environmental (http://www.jwce.com/products/) showing the awesome power of an industrial shredder that will destroy everything:  http://www.youtube.com/watch?v=ibEdgQJEdTA&feature=player_embedded then come back and read what should have happened.
Machine guards: Except when they were feeding canned goods, there was no guard in place to protect the workers from being pulled into the machine.  Several excellent solutions are on the market to protect workers from being exposed to harm.  Also note the loose clothing which can catch in the machine.  Several workers each year suffer amputations and fatalities from being pulled into shredders.
PPE: The workers, for the most part, had no Personal Protective Equipment such as gloves and safety glasses.
I cannot vouch for JWC’s products, but I can vouch for their total disregard to the safety of their workers.  I am sure they had fun making the demo videos. That fun would have come to a sudden and dramatic end had something happened.
They knew the hazards, yet chose to ignore them.
They knew the rules – in some of the shots workers were protected – but chose to ignore them.
The company knew the hazards of exposing workers to the machine, yet chose to ignore those hazards because it was more impressive.
Place the health and safety of workers first.  They want to go home after every shift to their families and hug them with both arms.
See our Web site: SafetyRich