For all the COVID-19 safety guidelines circulating, some hundreds of pages long, basic best practices are straightforward and known by most Americans. Dr. Anthony Fauci, director of the National Institute of Allergy and Infectious Diseases since 1984, recently recounted them in an interview with the Journal of the American Medical Association.
Evans Roofing Company, Inc., with its subsidiaries Charles F. Evans (union) and CFE, Inc. (non-union), is a building envelope contractor licensed in 46 states. Charles F. Evans and CFE, Inc. are the only commercial roofing and wall panel contractors to hold the VPP STAR mobile work force designation.
The topic of “return to work” is certainly front and center. While many organizations have continued to operate during the COVID-19 situation under the definition of essential businesses, there are many who have not — especially consumer facing businesses such as retail businesses, bars and restaurants.
If there’s one thing the global business community has learned from the COVID-19 pandemic that continues to ebb, flow and unfold on the daily, wreaking having on bottom lines in every corner of the world in its wake, it’s the outright imperative for companies to be agile “from top to bottom.”
Since health and safety initiatives and overall health and safety commentary seem to be focused towards frontline workers, Positional Leaders appear to be getting a free pass on the safety train that already left the station a long, long time ago.
Invited to do a workshop for a very large international corporation, I went out to a dinner where I sat next to the “grand poohbah” vice president in charge of all things quality and safety. He leaned over to me and said:
In the last decade or so many organizations have been placing more of a focus on Serious Injury and Fatality prevention (SIF). The theory behind the traditional “Safety Pyramid” (or Heinrich Safety Triangle) says if we reduce incidents at the “base” of the pyramid, it follows we will reduce incidents at the top of the pyramid at an approximately proportional rate.
Individual oversights and errors can and will eventually lead to unwanted consequences. However, we need multiple checks and balances that limit fallout and the continuance of loss, or possibly, an egregious event.
The union steward had just recounted an incident where a supervisor asked one of his workers to step into standing water to work on corroded gauges near the coker. The work needed to be done immediately as it would delay ongoing maintenance on the fractionator to take on different stock feed.
Among the articles in the November 2020 issue of ISHN Magazine, we discuss what smart factory really means, delve into the perils of water damage, learn how to prevent eye injuries, and take a deep dive into silicosis dangers when working with quartz.