Author Archives: Stefanie Valentic EHS Today

Room to Breathe: OSHA Fines Petroleum Refiner After Fatality

A petroleum refiner and industrial contractor are facing $106,080 in OSHA fines after failing to secure a permit-required confined space. As a result not securing the area, a worker asphyxiated when he lost air supply while performing his duties. "Employers should never allow workers to enter a space without properly evaluating the hazards and following required safety standards associated with entry,” said Ramona Morris, OSHA's Birmingham, Ala. area director. Turner Specialty Services, the industrial contractor, did not ensure employees outside of the confined space were capable of rescue efforts at the refining facility in Tuscaloosa, Ala. The contractor also was cited for allowing a worker to enter the area with insufficient lighting equipment as well as assigning members of the rescue team to other tasks, preventing them from responding to an emergency situation. Petroleum refiner Hunt Refining Co. did not identify all hazards of the confined space nor did the company documents all of the steps required to make sure employees were safe while performing work in confined spaces. Hunt also failing to ensure, through periodic evaluations, that Turner Specialty Services fulfilled their obligations as specified in the Process Safety Management standard, according to OSHA. The agency cited the two companies for a total of $106,080 in proposed fines. Turner and Hunt have 15 business days to respond to the citations and proposed penalties, either through compliance, an informal conference with Morris, or through contesting the findings with the Occupational Safety and Health Review Commission. Let's block ads! (Why?)

Q & A: How Generation Z is Shaping the Workforce

Over the past decade, there’s no doubt that automation and technology have significantly changed roles in manufacturing.  Luckily, the youngest segment to the American workforce, Generation Z, grew up immersed in technology since birth, unlike their Millennial counterparts who had to learn as new devices and the Internet revolutionized the way the world operates. With baby boomers retiring at a rate of 10,000 per day, according to American Association of Retired Persons (AARP), the need to attract newer, younger workers and effectively train them is crucial to the global economy. “The silver tsunami that is occurring where we have a significant amount of the current workforce retiring is increasing that void,” says Keith Barr, CEO of Leading2Lean, a manufacturing operations management platform. “It’s already starting to occur, but it’s going to get a lot worse before it gets better. So, we know we need to have a way of attracting the next generation workforce.”In an interview with EHS Today, Barr provides insight into the mindset of upcoming Generation Z’s perceptions of the manufacturing industry and how to nurture new talent. What can be said about using software to train and develop Generation Z? Keith Barr: I think there’s two things. One is the complexity of the manufacturing environment is as challenging as anything you’ll find in technology. I think that’s an interesting challenge for the workforce. The workforce that we’re trying to recruit here is armed very differently and has a very different level of competence or capability as it relates to using technology in their lives—through social media and the way they communicate. I think what motivates a Gen Z employee is having access to all of that information because they’re used to that. They want to have the ability to collaborate with coworkers on an unprecedented scale, and they also want to solve big problems and we have to change the work environment on the shop floor to really empower them to do just that because that’s also exactly what manufacturing needs to innovate and to solve problems to drive improvement.  What can be said about the recruiting process to get new talent into the workforce? Barr: I think that’s a tough one. Baby boomers—and I’m a baby boomer—benefited from things as a result of the economic challenges that our mothers and fathers had to face coming out of the Depression and coming out of wars. That influenced the way we were raised and what motivated us. That changed a lot because that empowerment that we felt and in our ability to live —the American dream about owning your own home and having a successful career and being able to leverage our capital system – those things that motivated us probably helped set the stage for the Millennials a little bit.I have both Millennials and Gen Z as children. I can tell you they’re very different because the technology that started to come was probably a little bit late for Millennials, but it has very much enabled and empowered Gen Z on a huge scale because now we have smartphones with applications and the ability to collaborate and communicate in a lot of different ways. It’s just the way of life. I’ll be talking to my son and he might be texting with one hand and talking to me in a conversation because that’s just how adept they are. What can leaders do to foster a transparent and open learning environment? Barr: You have to open up the information. Manufacturers are driven very much by data. It’s just the data is a little bit too siloed and, in some cases, very closed and very limited access. I think you have to change that.  Everything has got to be visible and everything’s got to be transparent and we’ve got to give the workforce access to the information that’s going to help them in the task, to empower them in a task. It’s much different than enterprise software today. Enterprise software historically has been a way of managing or defining a process to provide information for decision support for leadership. That has to flip. We have to empower the decision-making capability and the person down at the work level and in the task by arming them with all that information and the trends and the kinds of things that correlate to the task that they’re working; so, they’re empowered to solve problems and drive to innovation.  It’s just now I think the workforce demands or expects that, and that’s something I think leadership definitely can do by changing the focus on their enterprise systems to focus on the employee and what that employee needs in that task as opposed to what they need as a decision support system. How else can employers best take advantage of Gen Z’s unique skills? Barr: People don’t understand what gamification really is. It’s not about playing games; it’s about inspiring people to engage and providing some method of personal reward. I think information systems, or the software that we use in any business, not just manufacturing, but any business is going to have to change to where those are part and parcel in the way that the application works. It has to have personal value to that individual in order for them to feel like it’s worth being there. It’s a large part of the way they communicate and how they influence others as well. I think it’s very connected. If we don’t change that, I think not just manufacturing, but all segments of the industry that have employees are going to suffer because they have to facilitate those things. That is the way people think and act and move these days. So, it’s an exciting time for sure.  And those things are becoming known enough to where people realize the value that they can contribute to their own businesses if they employ them. Where do you see manufacturing going in the next five years with the skills gap and the rate of boomers retiring in relation to innovation? Barr: Well, I think it’s a challenge, right? I don’t have a crystal ball. I don’t know that we’ll be able to cover all the jobs that we need, but it’ll be a definite challenge over the next five years. Automation is filling part of the role for some of the jobs that are the retiring workforce. The reality is the jobs that a lot of the workforce are doing today, the next generation workforce won’t do. They will be replaced by automation and an empowered worker that has more access to information and the ability to control equipment and things like that more electronically. Those investments are being made now, and we’ll see a very different work environment on the shop floor. It’ll continue to evolve as the retiring workforce exits, and systems are put in place to replace that. But it’s going to be a real challenge to see how we cover it since we all depend on everything manufactured. Everything we touch, consume or use in any way is manufactured.  We have to have the processes and people there, and we have to have the innovation and problem-solving in manufacturing if we’re going to remain competitive globally as a country as well.   Let's block ads! (Why?)

Dollar Tree Continues to Rack Up Thousands in OSHA Fines

Discount retailer Dollar Tree Stores Inc. is once again under OSHA scrunity for obstructing exit routes and electrical panels. The company's Elmira, N.Y. store was recently the subject of an agency inspection which uncovered multiple health and safety violations. “Employers have a duty to protect workers from unsafe conditions at stores nationwide,” said Jeffrey Prebish, OSHA's Syracuse area director. “Improper storage of merchandise can result in employees being struck by falling inventory, while blocked exit routes can impede swift exit in an emergency.” OSHA inspectors discovered unsafe storage of materials, boxes and equipment blocking an exit route in a storage room, unsecured boxes stacked to the ceiling, and piles of equipment and boxes blocking access to a circuit breaker. Three repeat violations were given to the Cheaspeake, Va., which proposed penalties totaling $208,368. Similar violations were found at locations in Bronx, Amityville, Lindenhurst, and Yonkers, New York, in 2014 and 2015. Recently, OSHA cited the retailer for violations at four stores in Idaho. In 2015, the retailer reached a corporate-wide settlement agreement to the tune of $825,000 as a result of 13 different inspections. In that case, the company promised it would implement safeguards to protect workers at Dollar Tree stores nationwide from hazards related to blocked emergency exits, obstructed access to exit routes and electrical equipment and improper material storage The company has 15 business days from receipt of the citations and penalties to comply, request an informal conference with OSHA’s area director, or to contest the findings before the independent Occupational Safety and Health Review Commission. Let's block ads! (Why?)

Brushing Up on Trench Safety Requirements [Infographic]

An recent uptick in trenching and excavation deaths has caused OSHA to address the issue as one of its priority goals. In October 2018, the agency updated its National Emphasis Program (NEP) on preventing collapses. “The single most important measure for preventing cave-ins when working in trenches is designating a competent person and making sure that person is adequately trained,” said Joe Wise, regional customer training manager at United Rentals. The National Institute for Occupational Safety and Health (NIOSH)'s set of recommendations details engineering controls, protective equipment and safe work practices employers and safety professionals can implement to minimize trenching hazards for workers. This infographic from United Rentals explains the basic requirements of trench safety. Let's block ads! (Why?)

Sincerely Stefanie: Ready for Take-Off: Be Prepared to Fly Healthy

In the past year, I have traveled to Phoenix, New Orleans, San Diego and Berlin, Germany. While some flights have been more enjoyable than others, I’ve had my fair share of middle seats, disruptive passengers and bumpy rides. However, these things don’t hold a candle to the grimy feeling I get trying to determine how long it’s been since the seat I’m in was last disinfected and cleaned, or the shudder I get every time the toilet flushes and the smell that emanates from the bathroom seemingly tends to permeate the entire cabin for at least a couple minutes. The World Health Organization (WHO) reports that people are more likely to get sick on planes because the cabin air humidity is under 20%, compared to home humidity which reaches 30% or higher.I conducted some research to find out how often aircrafts are wiped down. A July 2019 article by Marc Stewart on writes that “aircraft cleaning is typically divided into three phases: daily, overnight and long-term.” Stewart received details about cleaning routines from representatives of American Airlines, Delta Air Lines, United Airlines, Southwest Airlines, Alaska Airlines, Frontier Airlines and Spirit Airlines.All of the airlines contacted confirmed that “limited” cleaning occurs between flights, which includes lavatories, tray tables and seats. Overnight, planes supposedly are vacuumed, and alleys and walls get special attention. Deep cleaning, which usually involves washing tray tables, overhead bins and ceiling, happens every 30-45 days. The thoroughness of these cleanings largely depends on destinations and outside contractors, according to the article. In an October 2018 investigation into airline cleanliness, Canada’s Broadcasting Corporation (CBC) sent staff to collect more than 100 samples on 18 flights. They swabbed various areas and discovered that many of the surfaces were “not cleaned well or often enough.” Microbiologist Keith Warriner, who analyzed the samples, found that the top five areas of the aircraft with highest bacterial counts included seatbelts, tray tables, bathroom handles, seat pockets and headrests. Headrests led the pack for the highest aerobic bacteria count, with Warriner also finding E. coli on this specific area. To say my research didn’t surprise me would be a lie. However, making sure your traveling workers are equipped with the proper personal protective equipment and prepared for long flights should be part of your overall processes. UPMC Health Plan’s seven tips for long flights are a good place to start: 1. Keep moving.More than 300 million travelers each year develop blood clots or deep-vein thrombosis on long flights. Encourage your workers to get up and move after departure and to wear compression socks if needed. 2. Wipe down your surroundings.Sticky tray tables and stained seats are visible, but the germs are not. Carry alcohol-based wipes to stay clean and eliminate your exposure to bacteria as much as possible. 3. Boost your immunity.Are you flying to countries more readily affected by diseases such as malaria or cholera? Make sure everyone on your staff is up-to-date on shots, especially when traveling to high-risk areas. 4. Stay hydrated.Dehydration affects sleep and could make jet lag worse, leading to an unsuccessful business trip. Encourage workers to drink water before and after flights. 5. Get sufficient sleep.Sleep deprivation could weaken the immune system, leading to illness. UPMC recommends at least eight hours of sleep before take off. 6. Wash your hands.Provide hand sanitizers or recommend workers carry some during travel. If washing hands isn’t an option, a sanitizer with at least a 60% alcohol base can stop the spread of germs. 7. Use air vents.UPMC wraps up this list with the following recommendation, “Always set your ventilation to a medium setting so that infectious diseases don’t settle into your personal space and are instead blown away by the air current.” Next time you or a worker are planning to travel via airplane, remember that the middle seat should be the least of your concerns. Bacteria counts are sky high, and not taking precautions could lead to a rough landing when it comes to illness.  Let's block ads! (Why?)

Women in Safety: How to Attract, Retain and Develop a Diverse Workforce

In the American workforce, women have long struggled to have a voice, no matter the industry in which they aspire to build their careers. Female safety professionals in particular face a dynamic set of obstacles as they work to climb the leadership ladder and have a say in decisions that directly impact the injury and illness rates of a diverse workplace.  This conundrum most recently was examined in “Women and Safety in the Modern Workplace: Creating a Diverse and Inclusive Workplace,” a report the American Society of Safety Professionals (ASSP) released in April 2019. “Diversifying the safety profession is not about meeting quotas. It’s really about safety,” states Jennifer McNelly, ASSP CEO in the organization’s report. “We want to create work environments that ensure that all employees are safe. If women — or any other group — don’t have a voice at the table, then their perspectives are lost, along with opportunities to protect the workforce at large.”EHS Today recently gathered insight from three safety leaders who described their personal experiences and the strides the industry has made to becoming a more inclusive environment. EHS Today: What challenges did you see in your career?  How did you overcome them? Holly Burgess, EHS manager, Siemens Mobility Inc.:  I started my career almost 20 years ago when EHS was mainly male dominated and women were just starting to come into this part of the workforce. A lot of times it was hard for people to take me seriously. I found that if I took the time to listen to people and respect their opinions, that the respect became mutual. Once you have that, it’s a lot easier to get buy-in from people. This is something that I have kept with me throughout my career.  Kathleen Dobson, safety director, Alberici Constructors: One of the issues I faced was coming into an industry (union construction) I knew very little about. The culture, the workforce, the work environment were all much different than what I was used to. Additionally, I was the first woman most of the workers saw in a leadership/management position as a safety director. So I was frequently challenged to prove myself as to what I knew and how I was going to deal with the issues I faced. The one thing that helped me more than anything else was once I understood that almost everyone I worked with knew more about construction than I did. From young, inexperienced apprentices to veteran workers – all of them had worked with their hands, were builders and creators, and most knew a lot about safe work. I allowed myself to be the student and learned from them as I became indoctrinated into the construction culture. Once I wasn’t thought of as the enemy, but rather as a collaborator, my work became much easier.  Adrianne Pearson, owner, Evolving EHS: Some of the challenges include not gaining a seat at the table with decision-makers or having my voice heard. Being pushed aside, ignored or not dealt with by superiors, some who are nearing the end of their careers. Some ways I overcame this is being open to learning the personality traits and work behaviors of those I work with. I worked at gaining an understanding of how those I work with obtain and receive information. If it’s technical, then present my case from a technical standpoint. If it is money/costs (which most of the time it is), then present my case from that standpoint.  EHS Today: What opportunities do you see for women in the safety industry? Burgess: EHS overall has so many opportunities. There are many different specialties that have broken off from just general EHS, which opens it up for more women. Also, a lot of us have paved the way for other women to start going into EHS. I am amazed at the support system that I have seen come out in the past few years. Most of us that started in this field a long time ago did not have that type of support system. You may have had support from local groups, but it was nothing in comparison to what we have today!  And we have made such an impact that manufacturers are now starting to look at personal protective equipment (PPE) specifically for women!  There is opportunity to make a difference not in just certain industries where you work, but a large overall difference in standards.   Dobson: Women can make a big difference in the industry, whether in the trades or in management. The opportunities are almost endless, as companies understand that their own growth and success is built partially on a diverse and collaborative workforce. The glass ceiling is ready to be demolished and reconstructed with people who support inclusion, diversity, dependability and leadership. When women make up 50% of the overall workforce, we should be able to represent more than 9 or 10% of the construction workforce, and companies are beginning to recognize that there is untapped talent in the workplace.   Pearson: There are many!  If you’re willing, listen and are open-minded you’ll be able to understand what the needs are so that you can be the solution to the needs.    EHS Today: What advice can you give to safety leaders/companies about attracting, developing and retaining talent? Burgess: When it comes to having talent in the workforce, there are a few things that need to be done to bring in talent and keep them there. When you bring in someone, it has to be somewhere that they want to be – somewhere inviting. The last thing someone wants to be is in a work environment where they are not comfortable or where management truly doesn’t feel that safety is number one. Managers have to WANT the talent they bring in and do whatever they can to keep it. So, how do you keep it? The main thing is building relationships. Build a relationship with the person. Take that information and help them grow. Dobson: Attracting talent is easy. Keeping it and developing it is a challenge a lot of organizations don’t put a lot of effort into. As companies and leaders look to attract, develop and retain women in construction, I’d recommend looking at issues related to PPE, sanitation, ergonomics and policies related to a safe work culture for the field workforce. Identify what’s important both new and experienced members of your corporate team. Some of the issues I’ve seen for women and men are having policies on work-life balance; supporting families; give opportunities for education; be aware of mental health issues in your industry; always have a mentorship program for new talent; and offer real opportunities for new experiences for everyone.  Pearson: Don’t be quick to judge people. Give people the opportunity to speak, let their voice be heard so that their ideas and thoughts are said. Remember, actions speak louder than words. Follow-through is extremely important. When interest is shown/demonstrated, take advantage of it. When excitement/enthusiasm is noticeable and seen, foster it and give people the tools to keep that going. Know and encourage people to identify their personality traits. This does not put people into boxes but rather helps with knowing how people receive and interpret information. Be sure to recognize and give credit to people, whether that’s in front of colleagues (staff meetings, other meetings, etc.) or at large gatherings (social events, BBQs, etc.).  Let's block ads! (Why?)

September 2019 Safety Product Innovations

View the latest products from EHS Today's September 2019 issue. EHS Today's print edition highlights the latest personal protective equipment, software and safety products ranging from footwear to training. Our September 2019 issue features innovations from Rockford Systems, Petzl and Ansell. To view product descriptions and photos, use the arrows to move back and forth through the slideshow. Let's block ads! (Why?)

Preparing for Active Shooters with Safety Technology

For the past 30 years, Joel Vetter, chief of fire rescue services for Suffolk County, New York, has seen an evolution in the types of threats that call for emergency preparedness. He’s observed schools and the American public at large move from simple procedures such as stop, drop and roll to full-scale drills to prepare for mass shooting situations, or what he considers, “the new norm.” “In today’s culture, unfortunately with the threat in our region of gang violence, the opioid epidemic and the risk of mass shootings or gun violence, there are risk factors that are telling us not if, but more of when a large scale mass casualty incident will happen,” Vetter says. The need for dedicated emergency preparedness professionals was borne out of the civil defense era, he notes. Before the terrorist attack on Sept. 11, 2001, retired military, fire chiefs or police chiefs put on the metaphorical hat to provide emergency support for large-scale events. Since then, the need for such officials has transitioned into a full-time profession. “It’s blossomed into a career path specifically out of the presidential declarations post-Sept. 11, which now has people with higher education and degrees focused on the five phases of emergency management: prevention, preparedness, response, recovery, mitigation,” he explains. “That’s a change in comparison to back when everything was more of a reactive environment to where now we are posturing, leaning forward with governmental services and solutions in a proactive manner.” The widespread adoption of the Internet, cell phones and social media has opened the door to new technology advancements that are changing the way crucial information reaches the public. In a time when the prevalence of mass shootings in America touches every citizen in some capacity, these new platforms are assisting law enforcement and emergency management officials with identifying and broadcasting events in an effort to save lives. Implementation  Suffolk County, the easternmost county in New York state, has an estimated population of nearly 1.5 million residents. The coastal county is susceptible to natural disasters such as tropical storms, hurricanes and flooding. Seven years ago, Suffolk County’s Department of Fire, Rescue and Emergency Services (FRES) began using Smart911, a software that allows citizens to provide 911 call takers and first responders with critical information. Before the implementation, manual paper databases and binders were maintained, which caused inefficient methods of data access during situations when seconds count. “When a storm came, we had a very tedious process of manually calling and trying to figure out who needed our help,” Vetter says. Smart911 allowed the department to be more proactive during national disasters and other emergency situations. Once the platform was built out and dispatchers and other personnel were trained, Vetter began to research the mechanism needed to propagate messages from FRES to the general public. Dissemination Now that Suffolk County had a way of collecting and accessing data with the click of a button, connecting that to alert software was the next step.  In 2018, Vetter spearheaded the implementation of the Rave Mobile Panic smartphone app, which is supported through $2 million of county funding. The measure is aimed directly at enhancing communications in response to potential active shootings in the county’s schools, although it is used in a broader scope of emergencies. “We use the systems across the board in all kinds of emergencies, whether it’s a weather event and we’re tailoring information to maybe a snow event, or those that have cardiac conditions or other concerns,” Vetter says. “Maybe we’re sending them targeted messaging about safety techniques. It could also be useful in a large, violent situation where we’re pre-notifying the public and connecting the information that we have in seconds or minutes to regional areas to be able to avoid situations.” Instead of utilizing multiple apps, Panic Button app users can use the integrated system to receive information sent directly from the county as well as National Weather Service alerts. Vetter describes it as a one-stop shop that services Suffolk County residents.  Users of this technology can also send messages directly back to FRES with Eyewitness tip software, which is also interconnected with both Smart911 and Rave Panic, allowing for immediate responses to emergencies. Adoption Although Suffolk County has invested millions of dollars into transforming emergency management, the challenge remains to convince citizens to utilize these platforms to promulgate urgent information in the event of a mass shooting or disaster. It’s nearly impossible to have every single person adapt to these new methods of communication. However, with platforms such as Smart911, users can create multiple profiles for parents, children and other family members. “By me being able to build my parents and my in-laws and grandparents into my profile, it’s something that they don’t have to manage, and I don’t have to go to multiple locations,” Vetter explains. “It’s one family profile.” FRES also has benefited from municipalities and universities who have already taken strides to invest in these technologies. Stony Brook University, a state school in Suffolk County, is already using Rave. Vetter says it was just a matter of exchanging facility and student profile data that allowed FRES to enhance the immediate response to emergencies at the school. Since the implementation, the department already has seen the benefits. Vetter recounts a specific example in which a school principal used Rave Panic to assist a bus driver who was in cardiac arrest. “The principal, who was outside every day doing his job, pushed the medical Panic Button,” he says. “That not only allowed him to connect to 911, it instantaneously notified the school security as well as the school nurse of the incident and where he was.” By the time the principal connected with 911 operators, the school nurse arrived with an AED along with a security officer. The transportation director also was able to receive an alert to the incident, which allowed him to secure a spare driver, allowing children to depart from school and go home.  As for the driver in cardiac arrest, Vetter says, “The person in medical crisis was able to receive a quicker response and a more appropriate level of care with that information.” In another instance, Vetter describes how embedded GPS allowed dispatchers to save the life of a paddleboarder who fell off his paddleboard and couldn’t make his way back on it.  “The 911 operators in fire rescue were able to plot and ping his phone as he drifted in the water,” he says. “Instead of sending the boats to where we think they are, when a dispatcher says, ‘Where are you exactly in the water?’ someone can tell them, ‘I think I’m six or seven miles off of this spot.’ We knew his exact location, and we were able to send the boats to where he was drifting to and not where he was.” Vetter goes onto say, “It drastically took a process that might be extensive, and it shrunk it down to a very small footprint. We have usage like that almost on a weekly basis to where the communication center has now chalked it up to this is just them doing their job. But the technology is definitely improving the response times and the outcomes to situations.”  Let's block ads! (Why?)

NSC 2019: Workplace Violence and Mass Shootings

With the prevalance of active and mass shootings in the United States, employers should have a emergency response plan to protect workers. However, some companies wait to have a plan because leadership doesn't see the possibility of it happening, said Jack Jackson, SafeStart senior consultant, at the 2019 National Safety Congress and Expo in San Diego. "We have to talk about it now, rather than later," Jackson told attendees. "We don't need to sit complacent in our surroundings and in our own little world because we don't think it could happen." Jackson explained how threats leading to a violent incident in the workplace can happen both on and off the job. A person must plan for both scenarios. Safety professionals can train workers to recognize signs to prevent an incident from occurring. "We can never say enough about these incidents until we do something about them," he said. "Either we can plan now, or we can wait for something to happen and then you get to decide." He referenced the Aug,4, 2019 mass shooting in Dayton, Ohio, in which a lone gunmen killed 10 people. Jackson explained, "Police were able to take down the gunman because they were training and had a plan in the event that will happen." During an attack, Jackson alluded to the 3 Fs: Fight, Flight or Freeze. A pre-determined plan will reduce the chance someone will freeze in an active shooting situation. During an incident, a person will fall to the level of training they had to make decisions. Stress limits the ability of a person to perceive information and make a plan. Jackson said following levels of stress can dictate how well someone responds: White: Not alert, comfortable in surroundings, best for being at home. Yellow: Relaxed alert, not caught off guard, eyes and mind are on the task you are performing. Orange: Possible threat. Extra vigilant and aware of what is going on around you, increased heart rate. Red: Optimal level for tactical and survival skills. Threat has been verified. Fine motor skills compromised.  Grey:  High heart rate. Physical and mental performance suffers - slow auditory response. Complex motor skills compromised. Black: System overload. Possible evacuation of bladder and bowels. An emergency response plan can help someone in an active or mass shooter situation overcome stress and respond accordingly. Jackson also informed the audience about the "Run, Hide, Fight" widespread tactic of reacting to an active shooter incident. Watch the video to get Jackson's insight on the "Fight" response of active shooter response protocol. [embedded content] Let's block ads! (Why?)

NSC 2019: Top 3 New Product Showcase Winners

Dozens of companies showcased their new innovations at National Safety Council's (NSC) 5th annual New Product Showcase at the National Safety Congress and Expo in San Diego. The 2019 winners were announced just before the NSC occupational keynote to a ballroom of 2,000 attendees. Featured personal protective equipment ranges from software to hard hats to wrench. Each year, NSC participants cast votes for their favorite PPE. THIRD PLACE Maincal SA, Energy 420G SECOND PLACE Task Gloves, Versus Plus VII - VSP72670HO BEST IN SHOW EGA Master, Total Safety Slogging Wrench 2018 Winners:Win: MSA - V-EDGE™ Self-Retracting LifelinePlace: Werner Co. - Max Patrol Edge SRLShow: Kimberly-Clark Professional - KleenGuard™ Maverick™ Eye Protection 2017 Winners:Win: MSA – ATLAIR 4XR Multigas DetectorPlace: Werner Co. – Proform™ F3 HarnessShow: Conney Safety Products, A Division of WESCO Distribution, Inc. – Direct Safety® Karbonex™ Dusk Mechanic Gloves Let's block ads! (Why?)