If you haven’t guessed by the name, indoor air quality (IAQ) refers to the quality of air in an enclosed, non-industrial space. IAQ isn’t just about comfort; it’s a matter of health. Sources can be biological (such as mold developing in the ventilation system), chemical (gases and vapors from products used in the workplace), or particles (any contaminant dispersed into the air by way of a work process). Common symptoms of poor IAQ include eye, nose, throat, and lung irritation, difficulty focusing, headache, and fatigue, all of which can lead to sick days, lost time, and reduced productivity.
If you’re an employer dealing with poor IAQ, then what you want is solutions, so let’s get to the meat of it:
The approach to managing poor IAQ is really the same as any other workplace hazard solution in that it comes down to the hierarchy of controls.
Elimination/Engineering Controls: Always considered the most ideal solution, elimination is exactly what it sounds like: wiping the hazard out of existence altogether. If you can feasibly get rid of the item or process causing the contaminant, substitute it with a non- (or less-) toxic alternative, or use it in a manner which prevents it from coming into contact with workers, do it. If this is not feasible, then you’ll want to install workplace features that eliminate the hazard or minimize it to permissible levels, such as local exhaust systems, dilution ventilation, or air cleaning and filtration.
Administrative Controls: Sometimes, engineering controls are too costly, or not realistic in a given workplace. If this is the case, the next best option is to control the air contaminant hazard administratively. To put it simply, this means changing how the hazard is approached on a worker level and comes down to proper scheduling, thorough training, and good housekeeping.
Personal Protective Equipment (PPE): The least desirable option (in that it should be a last resort) is PPE. Generally speaking, PPE should be a supplement to safety controls, and not the only line of defense. However, when all else fails, you may need to fall back on respirators and other protective gear.
Remember that however you choose to combine hazard control methods, it is your responsibility to ensure workers are not exposed to air contaminants above permissible exposure levels.
An incident report is one of the most valuable tools an employer can have in their commitment to a safe and healthful workplace. After managing the aftermath of an incident, it’s important to move forward in ways that ensure a similar incident doesn’t occur again in the future – to learn from mistakes, so to speak. A strong incident report will help you achieve this goal by detailing the events surrounding the incident, identifying a root cause, and leading to an effective course of corrective action.
The incident reporting process consists of four steps:
Step 1: Control the Scene
Before you can do anything, you need to make sure the scene of the incident is under control. If the scene remains hazardous, such as in the case of fire or chemical spill, those dangers need to be neutralized and workers evacuated as necessary. If any workers were injured during the incident, they must receive the appropriate first aid, plus medical attention or transportation to a medical facility if the injuries are severe. A supervisor should be notified as soon as possible if for some reason one wasn’t present during the incident.
After focusing on controlling imminent hazards and injured workers, it’s time to lock down the scene. Only authorized personnel should be allowed in the area. Do not move any items unless absolutely necessary for safety, as you will want to properly document the scene with photographs and drawings during the next step.
Step 2: Conduct an Investigation
Since the end goal of an incident report is a corrective action plan, you’ll want to know as much as possible about what led up to the incident. Without a clear idea of how the incident occurred, you won’t be able to determine what measures to implement in order to prevent it from happening again. To obtain this information, an investigation is necessary. Scrutinize the incident scene carefully, taking pictures and sketching a layout that accurately depicts the area. Having this information documented may be beneficial beyond the report itself, should you find yourself subject to OSHA investigation.
There is a limit to how much information you can gather by evaluating the scene of the incident; the rest of what you need to know will come from those involved. Conduct interviews with workers present for the incident as soon as possible, while their memories are still fresh. Interviews should be performed with tact and care, especially if the incident was severe, as workers involved may be under a lot of emotional stress. Furthermore, it’s possible a worker will be on edge out of fear that the interview will lead to disciplinary action. Speak calmly, professionally, and reassure the worker that your only goal is to learn about what happened.
Between investigating the scene and interviewing workers, the information you want includes:
Date, time, and location of the incident
The names, positions, and immediate supervisors of those involved, and witnesses
Events surrounding the incident (before, during, and after)
Exactly what those involved were doing when the incident occurred
Details of property damage
Specifics regarding any injuries, including what part of the body was injured, what type of injury, and the severity of the injury, as well as what treatments were administered
Environmental conditions, such as weather (if outdoors), slippery surfaces, noise levels, etc.
Tasks performed, equipment and materials involved, and personal protective equipment used
Take care to document this information in your report as thoroughly as necessary to ensure that anyone reading it would be able to develop a clear mental picture of the incident based on what you’ve written. Generally speaking, because this is essentially a preventative tool, the more information provided the better.
Step 3: Analyze Information and Determine Root Causes
This is where you’ll find out exactly what your corrective action will address. If you’re only looking at the big picture, you’ll see a variety of contributing factors which led to the incident. These are important in terms of making the proper adjustments going forward, but what you really want is to know what caused the incident at the core. This is known as the “root cause.”
Let’s imagine a new employee was operating a powered industrial truck (PIT) when he lost control and crashed into a stack of pallets. Injuries were minimal, but there was a good amount of property damage and everyone involved was shaken. After a thorough investigation, it was determined that the PIT had faulty brakes. Now, to determine the root causes of the incident, you’ll want to ask a series of questions that look beyond the obvious. The obvious states that bad brakes led to a loss of control, but why were the brakes faulty? Is there a preventative maintenance schedule (and if one was followed, why wasn’t the PIT marked as out of service?)? The employee was new – had he received adequate training and certification prior to operating the PIT? Why wasn’t the PIT inspected before use?
The answers to these questions will provide you with your root causes, which lead to the final step:
Step 4: Develop a Corrective Course of Action
With your incident report fully fleshed out, the last step is to use the information you’ve acquired to determine and document precisely how you’ll prevent a similar incident from reoccurring. Revisiting the previous example, this would include implementing a written preventative maintenance schedule and holding maintenance personnel accountable for it. If the new employee had not received the training necessary to safely operate a PIT, then you’ll want to examine how training is administered and how supervisors can test for skill. Once you’ve implemented corrective actions, be sure to reexamine your report at a later date in the near future to ensure these actions were sufficient.
Occupational hearing loss affects millions of workers across the country. This type of injury can severely limit a worker’s ability to function normally, and reduces their quality of life. Without the proper controls, employers can expect to see a negative impact on productivity and profit as well as an increase in lost-time and workers’ compensation claims, leading to numerous additional hidden costs. Not only is it in your best interest to limit noise exposure in order to protect your bottom line, it is your duty and responsibility to provide your employees with a safe and healthful workplace.
How Does The Ear Work?
Sound begins by hitting the outer ear. When this happens, vibrations move towards and touch the ear drum, which transmits them to the middle and inner ear. Once at the middle ear, three bones (the malleus, the stapes, and the incus – also known as the hammer, stirrup, and anvil, respectively), take the vibrations and amplify them towards the inner ear. Within the middle ear, the cochlea, a spiral-shaped section of the ear filled with fluid and hair-lined cells, take the vibrations and translate them into nerve pulses by way of movement of the microscopic hairs. This translation becomes the sound we hear. When extremely loud noise makes its way into the cochlea, these hairs can be damaged or destroyed, resulting in hearing loss.
Measuring Noise Exposure
When measuring noise, we observe unites of sound pressure levels called decibels (dB). This term originated in the early 20th century based on measuring telephony power in the United States, through the Bell system of companies. A decibel is one tenth of a bel, named after Alexander Graham Bell. The version of the measurement we use for occupational noise exposure is the A-weighted version (dBA), which gives less weight to very low and very high noise frequencies has a stronger correlation with noise-related hearing damage. Decibels are further measured on a logarithmic scale, meaning that a small difference in the number of decibels corresponds with a massive difference in actual noise, and thereby potential for hearing loss. Dangerous decibel levels require monitoring, planning, and controls to keep noise from causing worker injury. Any noise with a decibel measurement over 85 dbA is considered hazardous.
What Kind of Damage Can You Expect?
Workers exposed to high levels of noise can expect the potential for permanent hearing loss, even if the exposure is infrequent. Hearing lost in this way is irreparable; there are currently no surgical or auxiliary options available today which can repair loss caused by damaged or destroyed cochlear hair cells. Singular incidents of extreme noise exposure may also lead to short-term hearing loss or changes in hearing (e.g. an individual may feel like their ears are plugged, or hear a persistent ringing). While often temporary to a matter of minutes or hours, frequent exposure can easily lead to these symptoms being permanent. Furthermore, those with noise-related hearing loss may be unable to understand speech or recognize sounds at higher frequencies.
Physiological damage aside, excessive noise can also increase stress in afflicted individuals, both physically and psychologically. It can inhibit the ability to communicate effectively, and increase the potential for dangerous incidents by making it difficult to concentrate or hear important safety or warning alarms and signals.
Engineering controls are the most preferred option in any hazard-mitigation hierarchy. They essentially involve eliminating a hazard altogether through displacement, replacement, installations, or other physical changes. Where noise is concerned, engineering controls take the source of noise and either eliminate it or, somewhere along its path, intercept it and reduce it below hazardous levels before it reaches the worker. Examples include selecting equipment which generates less noise as the same efficiency, installing barriers such as walls or insulation between the source and the worker, maintaining noise-generating equipment (e.g. proper lubrication) to eliminate preventable noise, and isolating the noise altogether.
Administrative controls involve modifying procedures, schedules, or behaviors in order to reduce hazard exposure as much as possible. These controls fall just below engineering controls in terms of effectiveness and desirability. Some examples of administrative controls which can reduce noise exposure include scheduling workers in limited, short shifts to work in noisy situations, positioning work at a long distance from loud noise sources, providing quiet rest areas for reprieve and relief, and scheduling work which generates excessive noise while the fewest workers possible are on site.
Personal Protective Equipment
Although personal protective equipment (PPE) is the least effective control method for mitigating hazards, it should always be used in conjunction with the others. Workers involved in operations where noise levels are above 85 dBA should wear ear plugs or other noise-reducing or –cancelling devices, so long as they don’t interfere with the worker’s ability to work safely and communicate properly.
Hearing Conservation Programs
Developing a thorough, comprehensive hearing conservation program is essential in any business’ efforts to prevent hearing loss, protect existing hearing, and convey crucial information to workers in the form of knowledge and training. Employees from the top down need to know how to operate a workplace in such a way that everyone involved with noisy work is properly safeguarded. Employers need to measure and monitor noise levels in the work place, give workers access to hearing exams, and provide workers with necessary PPE and training.
Workplaces with strong hearing conservation programs see more productivity and fewer losses through injuries and lost-time claims. To learn how we can solve your company's occupational health and safety needs, check out our products and services here or call us at (866) 329-5407 today.
As we transition to warmer temperatures, it’s important to revisit your workplace’s Heat Illness Prevention Program to ensure your employees are equipped to combat heat-related stress and illnesses. Heat is the number one cause of weather-related fatalities in the United States despite the fact that most heat-related deaths are preventable.
Average high temperatures have seen a steady increase across the country over the past couple of decades. The Environmental Protection Agency (EPA) anticipates that average temperatures will continue to increase, and heat waves will become more frequent and impactful. This prediction should encourage all businesses to look at how their employees are exposed to high temperatures, and what they can do to accommodate.
Businesses with employees who perform work in moderate to high temperatures or humid conditions, especially where increased heart rate and perspiration are concerned, must be given the necessary tools to recognize, understand, and prevent heat stress illnesses.
Essentially, heat stress prevention comes down to workplace design, employee training, and effective work procedures. Design and procedures will vary greatly depending on geographical location and the type of work being performed. Businesses should keep in mind that heat stress can occur regardless of the time of year, in both outdoor and indoor conditions. Required personal protective equipment (PPE) can also have a significant impact on the body’s ability to expel heat. Workers involved with hazardous waste operations or asbestos removal, for example, are often required to wear impermeable protective equipment which can trap heat close to the body. A thorough risk assessment will help businesses identify risk elements such as these.
A strong working knowledge of how the body regulates heat, and how personal factors can affect that regulation, is an extremely valuable tool in prevention. The human body needs to maintain a core temperature between 96.8 (36) and 100.4 (38) degrees Fahrenheit to function at peak performance. Weather conditions, manual labor, and personal factors can cause the core temperature to increase, which can lead to the development of a series of heat-related illnesses.
To regulate internal temperature, the body uses two basic mechanisms. The first is to increase the heart rate which assists in moving blood and heat away from vital organs to the skin. The second is perspiration, during which the body expels heat in moisture through the pores, which then evaporates and carries heat away in the process. Personal factors, such as acclimatization, caffeine and alcohol consumption, hydration replenishment, general health, age, and certain prescription medications can affect how well these mechanisms work and should be taken into consideration before performing work in high temperatures. Perspiration is the more effective of the two mechanisms, which means that proper hydration to replenish fluids lost as sweat is absolutely essential.
There are four common disorders which surface as a result of heat stress, ranging from mild discomfort to life-threatening conditions:
Heat rash is the most common ailment which occurs while working in the heat. It is also called “prickly heat.” Symptoms include red, blotchy, itchy skin, particularly in areas of the body with high perspiration, and a prickling sensation. Rashes which aren’t cleaned thoroughly and frequently may become infected. Moving to a cool environment, cleaning the affected area with cool water, and complete drying are often effective treatments.
Heat cramps occur as a result of salt being lost through perspiration. They are painful muscle spasms causing lumps in the affected muscles, usually the back, legs, and arms. The pain can be severe enough to greatly inhibit movement. Workers should cease activities to tend to cramps as soon as they feel them. Stretching and massaging the affected muscle as well as replacing salt by drinking electrolyte replacement fluids are useful techniques in tending to heat cramps.
Heat exhaustion is a dangerous result of heat stress which can lead to a heat stroke if not treated promptly with first aid. It happens when the body is so overexerted that it cannot supply blood simultaneously to vital organs and the skin for temperature regulations. Inflicted workers may experience weakness, headache, breathlessness, nausea, vomiting, faintness, or loss of consciousness. Call 911 and move workers exhibiting these symptoms to a cool place and give them water to drink. Remove any clothing that isn’t necessary and loosen other clothing. Shower or sponge them down with cool water. It will take at least 30 minutes for the body to cool down after experiencing heat exhaustion.
Heat stroke is a disorder which requires immediate medical attention, and can lead rapidly to fatality if not treated quickly. A person experiencing a heat stroke may experience confusion, hot, dry skin, high body temperatures, lack of sweating, irrational behavior, convulsions, and/or a loss of consciousness. Call 911 right away and take the victim to a cool area to immerse or shower them with cool water. Wrap them in wet sheets and fan them until you can transport them to a hospital or an ambulance arrives.
Knowledge can mean the difference between life and death during a critical victimization of heat stress. Workers should understand the nature and symptoms of heat-related illnesses both in a sense of recognizing them in themselves, and when a coworker is suffering. In many cases, a quick and efficient response can save a heat stress victim from numerous long-term effects that would have otherwise occurred had symptoms gone untreated. Proper training and a strong Heat Stress Prevention Program will help protect worker health year round.
Workplaces are feeling the effects of both medical and recreational marijuana legalization. These new laws are making it more difficult to discipline someone who tests positive for marijuana. Ambiguous language protects impaired drivers from prosecution and makes it hard for employers to prove impairment at work.
Unlike alcohol, a test that shows level of marijuana impairment is not available. Instead a person can test positive weeks after using marijuana. One alternative approach to simply banning marijuana use as a component of the company drug and alcohol policy is to cover impairment in the safety policy under fitness for duty.
Start off by requiring employees disclose when they start taking any drug that causes impairment when working a safety sensitive job. This can be marijuana or a cold medicine, and the employee doesn’t have to disclose the drug or medical condition.
Be sure to update all job descriptions to define all safety sensitive jobs in compliance, by just listing essential job functions. Have a policy that states when an employee works in a safety sensitive job they should be able to work in a constant state of alertness and in a safe manner, and disclose when they have taken an impairing effect prescription or other substance.
Then the employer has the right to make a fitness for duty determination or send the employee to an occupational doctor for a fitness for duty evaluation with a copy of the job description. If it comes back that they are impaired and didn’t tell you, then you can manage that under your safety policy, and not your drug policy.
Make sure that all employees have a copy of the written company policy and education on drug and alcohol abuse that includes where to get more information. Supervisors need recurrent training on the effects of drugs and alcohol and how to determine reasonable suspicion.
Everybody needs to know the company position on medical and recreational marijuana and other prescription drug use through a consistent and proactive policy that includes appropriate testing.
The strong cultural presence, acceptance and legality of alcohol make it easy to forget what an impact it can have on health. In 2014, according to the World Health Organization, there were over 300,000 alcohol-related deaths in the United States alone, and over 3 million worldwide.
In 2013, over 10,000 people were killed in traffic collisions where alcohol was involved, accounting for 31 percent of all vehicle fatalities. To understand how profoundly drinking alcohol can affect the safety of a workplace, it’s important to learn how it affects the body. When we drink, alcohol’s active ingredient, ethanol, is absorbed into the blood stream and begins to interrupt chemical processes in the brain that ordinarily allow it to function normally. Contrary to popular belief, alcohol doesn’t actually kill brain cells but rather damages nerve cell endings, which bring messages to the cells, leading to a change in overall brain function.
Typical symptoms of alcohol consumption often include slurred speech, clumsiness, and slowed reflexes, all highly dangerous conditions, especially in situations where hazardous work is concerned. Brain function is only a small area affected by alcohol – it can damage the heart, liver, and pancreas as well, and has been linked to several forms of cancer.
The consumption of alcohol can bring extreme hazards to every workplace environment; however, the associated risks are heightened where hazardous machine operation or vehicle use are required.
Additionally, workers who drink heavily are more likely to work at reduced capacity and call in sick, leading to losses in productivity. Workplace effects are noticeable even when alcohol is consumed by a worker the night before a given work day.
How long can alcohol remain in our system? It can vary, depending on multiple factors: body weight and body fat affect the rate of alcohol absorption. Alcohol can be detected through urine testing and, considering the amount of alcohol ingested, can still be evident up to four days after consumption.
In order to protect workers from the harmful effects of alcohol-related incidents in the workplace, a Drug Free Workplace Program (DFWP) with associated training is necessary.
To find out more about how Safety Services Company can help develop a DFWP unique to your business, visit safetyservicescompany.com.
The U.S. Bureau of Labor Statistics reported that there were over 200,000 cases involving falls, slips, trips in 2012, and that’s not counting the ones that went unreported.
Many safety professional believe that these accidents are among the most under reported incidents. If you add in the slip or trip injuries that are reported incorrectly because they resulted in strains and sprains or are “bodily reaction” (a slip/trip/balance issue that didn’t result in impact)?
This issue affects companies worldwide. A 2013-14 report from Great Britain estimated that falls and slips & trips accounted for over a third of all employee injuries
The level of these injuries has been holding steady over the last few years, and even with best engineering and administrative controls, PPE, and training the number don’t change much.
Perhaps it’s time to consider another option, instead of focusing on what happened and who is responsible; it’s time to examine “why did it happen?”
There are studies indicating that mental factors can cause accidents. Attention lapses and distractions may account for many of these incidents.
A noted psychologist sees attention as having two dimensions: width and direction. Width means what you see and/or hear or smell or feel can be too broad or too fine. Direction refers to where you focus, either internally (proper procedures, a chronic pain in part of body, etc.) or externally (your surrounding or environment). We may so focused on our task that we fail to see that we could have walked around that slippery area, or are trying to be so externally aware that we didn’t notice we were holding our breath when walking on a slippery surface.
When you combine the estimate that 90 percent of the brain’s energy output is used for maintaining balance in space with other factors, it becomes easier to understand the even the most conscientious workers can become distracted.
The primary contributing factors most often cited are fatigue, stress, and age.
If workers are pushed, or pushes themselves too hard to keep up with their workload, physical and mental exhaustion can result. This can lead to impaired judgment, slower reflexes, a delayed response to emergencies, and inattention to details and instructions.
Job security, finances, health, and anxiety about personal issues can all increase a workers stress. When employees are distracted by real or perceived threats, they are more likely to make mistakes that could cause injury, and are more susceptible to increased risks of a heart attack, stroke, or hypertension.
Aging workers are more at risk for slips, trips, and falls. Than younger workers. The reasons for this can be:
It takes older people longer than younger people to reestablish their balance, due to lessened sensitivity of nerves in the inner ear that detect changes in balance.
Older workers may no longer have the leg strength to compensate for a slight loss of balance that can result in any misstep.
Vision changes that make it harder to see and adjust to surface changes or obstacles.
Loss of joint flexibility that can reduce agility
A fixation with the task at hand, a lack of awareness about your surroundings, and the inability to react to changing conditions, may all be contributing factors in slip, trip, and fall incidents.
Workplace safety isn’t just training and equipment; it’s a state of mind.
Near miss reporting is a fundamental piece of a strong safety culture. While OSHA doesn’t require near miss reporting, companies capturing that information can gain insight into potential problem areas. Understanding the difference between incidents, near misses, and accidents is important when developing a comprehensive safety meeting topics.
An Incident is an unplanned, undesired event that hinders completion of a task and usually causes injury, illness, or property damage. The terms “unplanned and undesired” don’t mean unpreventable, nor do they mean that you can’t prepare for them. Analysis and planning are how we prepare for serious incidents that may occur, and how we take action to eliminate them.
A near miss is defined as an incident that could have resulted in injury, illness, or property damage, but didn’t. Near misses, also known as ‘close calls’, should really be near hits.
The definition of accident is similar to that of incident, but implies that the occurrence was unpreventable. An accident, using this definition, contradicts the basic concepts of a safety program, which is to find and fix hazards, and prevent incidents. If we accept that accidents have no cause, that means they are unpreventable, and they will happen again.
Training employees on the importance of reporting near misses not only will raise their awareness of potential hazards; it moves your safety program from a purely reactive mode toward a more proactive effort. Near misses are often a precursor to more serious incidents, and may be a warning that procedures and practices need to be examined.
The reporting and investigation of near misses can be instrumental in preventing injuries. Near misses are really a zero-cost learning opportunity, because it signals a potential problem without resulting in injury or loss.
If your current safety program doesn’t include the mandatory reporting of near misses, perhaps it should. Consider implementing near miss reporting the next time you review your safety program, which you should do annually. This commitment to continuous improvement will demonstrate the importance of safety to your company to all employees.
Life doesn’t always give us warning signs, but when it does, we should heed them. Having an internal near miss reporting and investigation procedure as part of your safety program is heeding one of those signs. Being able to anticipate and avoid incidents is far less costly than reacting to one. An ounce of prevention could be worth someone’s life.
Unless you live in Arizona, Hawaii, American Samoa, Guam, Puerto Rico, or the Virgin Islands you will probably be changing your clocks this weekend as Daylight Savings Time (DST) begins this Sunday March 8th at 2 A.M.
The larger question these days is “Why do we even have daylight savings time?” DST was started during WW I as a way to conserve energy. The use of daylight savings time was unpopular and was halted after the war. It was re-instituted during WW II. Because there was no U.S. federal law requiring the use of DST following WW II, the states were free to implement DST on their own.
This created interstate commerce and transportation scheduling problems, and resulted in the passage of the Uniform Time Act in 1966. The act mandated time changes in April and October (spring ahead and fall back), but also allowed states to opt out of using DST.
Enforcing DST is the responsibility of the Department of Transportation (DOT)
Although created to conserve energy, recent DOT studies have shown that in today’s world, any potential energy savings is lost to the use of computers, TV’s, and other electronic devices. Not only does DST not save energy it can also negatively affect your health.
Researchers in Stockholm found that the number of heart attacks rose about 5 percent during the first week of daylight saving time. The New England Journal of Medicine suggest that this rise may result from the disruption of sleep patterns and biological rhythms.
Today most of the U.S., Canada, and Europe observe DST, and if you live where it’s observed, here are some tips to help you adjust to it.
Start going to bed 15 minutes earlier several days before the start of DST, and move your bedtime up by 15 minutes every couple of nights
If you feel sleepy the Sunday after the change to DST, take a short nap (15 to 20 minutes) in the early afternoon. For some, napping can make nighttime sleeping harder, while for others, a short nap can be refreshing without ruining their night’s sleep
Avoid sleeping in longer in the morning
Try to go to bed and waking up at the same time each day, as this will help regulate your sleep. If possible, get up at the same time on weekends, too, this makes getting up on Monday mornings easier
With the change in daylight, try to incorporate a little more exercise and a little more sleep each day
There are currently renewed efforts underway to abolish DST because of the lack of any evidence that it’s beneficial. It may well be that the only positive about the beginning and end of DST is that it serves as a reminder to check and or replace your smoke detector batteries. If you have any questions about topics for safety meetings contact us today.
Planning for an OSHA inspection with the proper safety meeting topics is good business. Take these 5 steps to prepare for a surprise worksite inspection and you’ll also have a solid foundation of safe work practices.
When you apply to have OSHA’s safety and health professionals evaluate the worksite, anything they find that needs to be fixed won’t result in a compliance citation as long as it is put right.
2. Make sure you and every other employer understands their responsibilities when it comes to the hazards at each worksite.
Known as the “three Cs”, OSHA can cite employers if they: create the hazard, have control of the worksite, or are responsible to correct the hazard. This means different employers can be cited for the same hazard based on their responsibility for it.
3. Establish your rights.
Ask why the OSHA inspector is at your worksite because they need a legitimate reason. This probable cause can be: reported cases, complaints, targeted inspections or expressed points of emphasis, planned inspections, and even a compliance officer seeing a violation from the street.
Ask for a copy of the complaint/reason before they begin the inspection.
You have the right to restrict an inspection to the scope of the reason they are there. This could be a fatality, reported incident, or complaint. But be aware that anything the inspector sees during that inspection is fair game.
4. Know that OSHA can ask any employees questions in a private interview.
So the employer should make sure every employee can explain they know how to be safe at the worksite.
This also means they don’t have to answer any questions. If it’s the end of a long work day, and they have arranged a carpool, or if they are just shy they don’t have to answer any questions. Just don’t tell the workers you don’t want them to answer any questions, it’s their right to decide if they want to or not.
5. Managers will receive extra scrutiny, so train them up.
Whoever is responsible for the safety of others must know how to ensure it, including being aware of the hazards and the safe ways to mitigate them. The threshold for what OSHA considers a manager is low and includes: working lead, acting foreman, and competent person.
Other Safety School articles that examine the more academic concepts of occupational safety: