The Safety Pro Podcast – Details, episodes & analysis

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In this episode, Blaine J. Hoffmann interviews Heather MacDougall, Esq. and CSP, a seasoned legal workplace safety and management professional. They discuss the evolving role of safety leaders, the impact of AI on safety management, and the importance of shifting from a compliance mindset to one that aligns with business goals. Heather emphasizes the need for safety professionals to build trust and collaboration within organizations, make informed collaborative decisions, and leverage available resources for continuous improvement. The conversation highlights the future of safety as a systems-thinking approach that integrates safety goals with business needs.

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Get the Book "Rethinking SAFETY Culture" Today!

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Recorded LIVE from the 2025 TapRooT® Global Summit in Knoxville, TN, Blaine J. Hoffmann talks with special guests Adam Britton and Justin Clark about developing strategies to help your organization focus on preventing these incidents.

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Get the Book "Rethinking SAFETY Culture" Today!

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In this episode, Blaine Hoffmann, MS OSHM, talks with his daughter, Allison Hoffmann, a Columbia Southern University Occupational Safety and Health Management degree program student. They discuss the role of critical thinking in workplace safety, exploring its significance through the lens of a student and someone starting their journey in this profession.

Whether you're a seasoned pro or just starting, this episode has something for you!

Please listen to this episode and share it with others. If you want to discuss this and other topics in depth, become a SafetyPro Community member (it's FREE to join).

Premium Community members can access exclusive content like episode videos, video courses, templates/downloads, participate in live streams, and direct message/live chat with the Safety Pro. 

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Visit Mighty Line Tape for all of your facility marking needs. Order your free sample of floor tape TODAY!

Visit Arrow Safety for all of your safety service needs. Remember to mention we sent you to get 25% off your estimate!

Interview with Drew Hinton, CSP, CHMM, SHRM-CP

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If you don't currently have a safety committee at your workplace, adding one can seem like a daunting task. Listen to this episode with Drew Hinton, CSP, CHMM, SHRM-CP to get ten tips that are sure to help you create and sustain a successful safety committee!

If you don't currently have a safety committee at your workplace, adding one can seem like a daunting task. While there are no federal regulations that require a safety committee, your state may be one of the 15+ states that require one under certain situations. For example, Alabama state code requires that "any employer subject to worker's compensation rules must establish a safety committee upon the written require of any employee." Connecticut states that "all employers with 25 or more employees, and employers whose rate of injury or illness exceeds the average OSHA recordable injury and illness rates of all industries in the state, must establish safety committees." However, even if it's not required by any legislation, it can potentially save you money on your worker's compensation premiums, but most importantly, it gets your employees engaged in creating a safer, healthier work environment.

Before you can tell everyone that you have a safety committee, below are ten key guidelines that will help ensure you are getting the most out of your safety-leading employees:

1. How many people should be on your safety committee? As a general rule of thumb, you want between five and ten employees on your committee. Having more than that can produce undesired results, such as meetings lasting longer than expected, creating too much to focus on, and confirmation bias among members. On the contrary, if you don't have enough members, your committee may suffer from a lack of diversity, too much workload for such a small group, and a seemingly "close-minded" group. If you start out with a specific number during your first few meetings and then realize that you need more to add value and different backgrounds to your committee, you can always add more. It's better to add more than having to essentially kick someone off the committee just because you need to reduce numbers.
2. Who should be on your safety committee? When selecting members to be on the committee, you need to do so very carefully and be intentional. Picking people because they are a close friend and/or valued co-worker may seem beneficial, but it can also lead to the confirmation bias issue mentioned previously. At a minimum, you want to have at least one member on your committee from each department/area. For example, you may have the following departments/areas represented on your committee: EHS, production, maintenance, field service, general shop, engineering, and management.
   
   Some companies will choose not to have upper management attend the meetings (e.g., General Manager, Vice President, etc.) due to people being afraid to speak up and say something with them in the room. However, if you have established psychological safety in the workplace (which is another issue in itself), this shouldn't be an issue. If you do feel that management may cause fear in others, maybe have them attend every other meeting, or simply follow-up with them separately after the meeting to review the meeting minutes with them one-on-one.
   
   By doing this, you can take the ideas of your fellow safety committee members to management and present them in an informal, yet documented session.
   
   
3. How often should your safety committee meet? Most safety committees will meet at least once a month. However, this can vary depending on the size of your company. If your safety committee consists of multiple facilities, it may be best to meet quarterly, but stay in contact at least once a month. If you have a smaller group of members, you can schedule micro-sessions. Instead of meeting for one hour per month, it may be more efficient to meet for 15-20 minutes per week.
   
   
4. I have a safety committee member who never shows up. Now what? Your safety committee policy should outline the minimum expectations of the members. Typically on an active and efficient committee, you need to require that all members attend at least 75% of the meetings during each calendar year.
   
   If a member falls below this quota, you should consider getting an alternative person to come in their place. Keep in mind, however, that the act of being on the safety committee should be completely voluntary, never forced.
   
   
5. Once I've established a safety committee, do the members stay on indefinitely? Depending on the size of your company, this is up to you. However, as a best practice, rotating out the members on an annual basis will bring a fresh set of minds to the table to allow varying perspectives and ideas. You can have members serve from January 1st through December 31st, July 1st through June 30th, or whatever predefined term you want to go with. I will note that not every member needs to be rotated off. For example, you will want to keep the EHS Dept. and department/area supervisors on, but maybe swap out the hourly/front-line workers.
   
   
6. What will your safety committee do? This is where you need to determine the goals and objectives of the safety committee. Some may want safety committees to review recent work-related injuries and illnesses, some may want them to be the go-to person in each department/area for safety-related issues and concerns, whereas others may want to get the committee involved with performing various workplace inspections (e.g., fire extinguishers, housekeeping, etc.).
   
   Safety committees can serve as a great cross-functional team for getting various safety-related tasks completed in the different areas of your workplace. Regardless of what you determine your goals and objectives to be, you need to do more than just meet once a month to review items that could have been sent out in an email. Of course, you want the safety committee to help maintain a safe workplace, but the big question is how will you do that? That is something you will need to determine based on your site-specific needs, but whatever you decide, be sure to document and track your short-term and long-term goals.
   
   
7. How should you track the progress of your safety committee? If you have your goals established and documented, you need to track the progress throughout the year. This can be done independently or it can be included as part of your company's KPIs, but regardless, you need to see a progression. If your goal is to implement a new incident investigation process, be sure and document the completion of each step. If you assigned a specific task to someone, follow up with them and offer assistance if they need it.
   
   Remember, you are steering the committee, but you are also in your position to be a coach and mentor when it comes to safe work practices and ensuring everyone meets minimum requirements.
   
   
8. Should the items discussed during meetings be communicated to the rest of the company? ABSOLUTELY! Topics and discussions covered at each meeting should be documented and put into some form of "Meeting Minutes" document, then published so that the company can see that you're not just sitting around at 7:00 AM every week eating donuts and talking about the news (although, that may happen from time to time!). The meeting minutes should be posted on an employee bulletin board, sent out via email, or communicated in whatever method you see fit.
   
   Employees who are aware that their company has an active safety committee and are "in the loop" of what's going on tend to feel better about how the company takes safety as a whole.
   
   
9. What if my employees work remotely or are "out in the field"? There are numerous web-based platforms that employees can interact from either a computer or a smartphone. You can choose from Microsoft Teams, Skype, GoToMeeting, WebEx, or a number of other different video conference call programs. This allows employees to call in from wherever they are, as well as see the documents and PowerPoint slides that you have to show.
   
   Not being in one place at the same time is not an excuse to not have a safety committee. This may also be a great idea to have a periodic meeting in which you have safety committees from other facilities call in so that you can meet others from across the country (or world) and gain even more diversity and experience. Use it to your benefit!
   
   
10. Will my safety committee guarantee a safer workplace? Nothing will guarantee a safe workplace, but it will certainly help. If utilized properly and efficiently, the committee will help identify unsafe conditions and behaviors, help determine corrective actions, and boost compliance with applicable standards. BUT, that doesn't mean this is the miraculous bag of solutions that will solve all the world's problems. Even though it may help, it won't fix everything. It takes a lot of effort from all employees at all levels to prevent workplace injuries and illnesses.

You, along with the rest of the safety committee, must adapt to the changing times and determine how to approach your site-specific hazards. You are the ones that know your workplace better than anyone, so you need to determine what works best for you. There is no "cookie-cutter" curriculum for establishing a safety committee, but hopefully, these tips will help guide you on the path to progression!

Let me and Drew know what you think on LinkedIn - be sure to @ mention Drew Hinton and Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

Get the full article Drew Hinton wrote on LinkedIn here.

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Confined Space Rescue Teams save lives! They are a critical component of permit-required confined space operations. In this interview with a fellow SafetyPro, Drew Hinton, CSP, CHMM, EMT we will explore what it takes to set up a successful rescue team and some things to look out for when doing so.

If your organization has a team or is thinking about establishing a team - this is the episode for you!

Drew has been in the safety profession full-time time since 2013 and has traveled across the country, teaching over 100+ confined space rescue courses as a safety consultant. He is currently President of Arrow Safety, an EHS consulting company based out of Glasgow, KY.

In the past, Drew has been the Corporate Manager for Industrial Service Solutions, Global EHS&S Manager for Dallas Group of America, and spent ten years as career firefighter/EMT in the metro Louisville, Kentucky area. He was also a member of Jefferson County Special Operations Command (JSOC) - specifically, on the confined space rescue team.

Listen as we talk about this critical topic. Let me know what you think on LinkedIn - be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

Podcasting from the 2020 ACI/OSHA Safety Day.

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Listen as I talk with Paula Burleson, OSHA Onsite Consultant with the OhioBWC as she explains what OSHA Onsite services can do for small businesses.

Let me know what you think of this episode on LinkedIn if you have used this app at all - be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

Podcasting from the 2020 ACI/OSHA Safety Day. Listen as I talk with Eric Lee Buschard as he explains his evolution as a safety pro. He shared his take on "Speaking Safety" to workers at a breakout session during the event.

Let me know what you think of this episode on LinkedIn if you have used this app at all - be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

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One of the often-overlooked aspects of EHS is that middle word - health. I mean, we understand the parts related to chemical exposure and substance exposure; silica, asbestos, lead, stuff like that - which are all important. But I want to talk about health in another context - that is the overall health and wellbeing of our workers and how the workplace can be contributing to it (both positively and negatively), thus making this an important aspect of our workplace safety and health efforts. 

Cardiovascular disease (CVD) currently kills more Americans each year and costs more than any other disease, including Alzheimer's and diabetes. Over the next decade, the situation will only get worse: By 2030, the prevalence of CVD among those aged 20 and older is projected to top 40%, and direct medical costs are expected to triple to more than $800 billion.

A study published in International Journal of Environmental Research and Public Health - based on data drawn from Gallup surveys of more than 412,000 full-time workers in the U.S. suggests that workplace supervisors could be part of the solution to this deadly and costly problem. That's right, we are going to talk about the immediate supervisor's role impacting worker safety and health - again.

A number of previous studies have established links between workplace stress and CVD risk factors. But because trust is such an important part of social capital, particularly in the workplace, the authors of this study chose to examine the associations between trust at work and seven CVD risk factors:

1. Smoking
2. Obesity
3. Low physical activity
4. Poor diet
5. Diabetes
6. High cholesterol
7. High blood pressure.

The researchers used a work environment question that asked: "Does your supervisor always create an environment that is trusting and open, or not?"

Approximately 22% of women and 20.3% of men indicated that their supervisor did not always create an open and trusting environment

For both women and men, the highest prevalence of mistrust was among workers aged 45 to 64, followed by those in the 30 to 44 age group.

The prevalence of a mistrustful environment was a little higher for women with increasing levels of education (highest for those with college or post-graduate education, 25.2%). Men with technical training or some college/associate degree had a slightly higher prevalence (20.9%) of a mistrustful environment as well.

Divorced women (26.8%) and men (24.7%) had the highest prevalence of reporting a mistrustful work environment, which indicates a possible connection to workers' personal lives - going through a traumatic experience like a divorce may influence the way they trust others in the workplace.

Overall, the authors found that trust was associated with increased adjusted odds of having many of the seven CVD factors. Among those workers whose supervisor created a mistrustful environment (those who answered "no" to the question), the odds ratios were the greatest (more than 20%) for having four or more of the seven risk factors.

After the authors adjusted for demographic factors and whether respondents had health insurance, they found that trust was associated with seven CVD risk factors among both women and men in the sample.

• Workers who do not work in an open, trusting environment had greater odds of having high blood pressure, high cholesterol and diabetes.
• Workers in mistrustful environments also were more likely to be current smokers, have a poor diet and be obese.
• Women who work in mistrustful environments had greater odds of low physical activity.
• Odds ratios for having four or more risk factors were elevated in mistrustful environments.

Improvements in the work environment are needed to reduce CVD risk among workers. Social modification to the work environment, such as adjusting managerial style to create an open and trusting environment, can decrease work stress. Considering managerial trust from a Total Worker Health® framework meets the goals of illness prevention to advance worker well-being. Efforts can also be made to target the health behaviors themselves.

There is a range of possible strategies for addressing the risk factors in the workplace. For example, physical modification to the work environment, such as installing sit/stand desk stations and even walking workstations, can reduce sedentary behavior and may increase physical activity for those types of workers. Additionally, increased access to nutritious food in the workplace may improve diet. Take a look at your vending options - several places I worked at in the past had programs through their food vendors that let you earn points for the healthy food choices, which led to free food. Also, they helped subsidize the increased cost of some of their organic or healthier options as well.

Supervisors who support workplace wellness may help in reducing CVD risk factors in workers as well. So allowing workers to participate in walking contests during breaks, go to awareness meetings where they learn new skills that will help them develop healthier habits - all of these things can be supported by the immediate manager.

Be sure to check out my past episodes covering Total Worker Health as well as safety incentives that work. The bottom line is this; the manager has a lot of influence on not only workplace safety but overall worker health and wellbeing. HR and benefits managers need to pay attention to this as well. Their efforts can all be undone by the same issues of managerial trust that roadblock workplace safety success.

We need to target managers with efforts of professional development and safety professionals have a role to play here. We can work to develop safety leadership programs and contribute to roles and responsibilities, even job descriptions. We need to partner across the organization and focus just as much on other levels as we do the frontline workers.

Let me know what you think of this episode on LinkedIn if you have used this app at all - be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.

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Why do employees sometimes remain silent when they should speak up? Do they fear consequences or repercussions? Do they feel like new ideas won't be considered without an onslaught of criticism about its inherent risks, a barrage of demands for a detailed project plan, or an insistence on immediate proof of an overinflated ROI? To be blunt, why do workers stay silent when they see things are being done improperly, or in an unsafe manner?

Maybe because it's not safe to engage in such conversations, the benefit of saying nothing tends to outweigh the benefit of speaking up. Employees fear their feedback will be rejected, or that managers or even co-workers will go so far as to penalize them. So, they keep their heads down and their mouths shut.

Think about cases where speaking up was stifled or just non-existent; the NASA shuttle disaster or workers at Volkswagen who failed to speak up about fake emissions numbers?

Gallup's data reveal that only three in ten U.S. workers strongly agree that at work, their opinions seem to count. However, by moving that ratio to six in 10 employees, organizations could realize a 27% reduction in turnover, a 40% reduction in safety incidents, and a 12% increase in productivity.

The term we have become familiar with as it relates to this issue is "psychological safety." Let's define it for this conversation; it is "a climate in which people are comfortable being (and expressing) themselves." It has been confirmed that psychological safety predicts quality improvements, learning behavior, and productivity.

An internal study conducted by Google found that teams with high rates of psychological safety were better than other teams at implementing diverse ideas and driving high performance. They were also more likely to stay with the company.

A culture of psychological safety enables employees to be engaged. They can express themselves without the fear of failure or retribution. Juxtapose this type of culture with one where employees feel too intimidated to speak up or share a new idea. It's hard to imagine these employees can mentally allow themselves to be engaged at work.

Four Questions That Lead to Psychological Safety

When looking at why things aren't progressing when it comes to creating a safe environment for folks to speak up, consider the following four questions:

1. For what can we count on each other?
2. What is our team's purpose?
3. What is the reputation we aspire to have?
4. What do we need to do differently to achieve that reputation and fulfill our purpose?

The questions are designed to create a culture of psychological safety. Take note; the order is as important as the questions themselves. The first question speaks to strengths and is fundamental for establishing individual security before diving into the broader team psychological safety challenges.

You may need to help them see a shared purpose and identity with others. Why do they come to work every day? What is the purpose of the production team, HR, safety, quality? How do they achieve that purpose together? Then, with that purpose and process in mind, what do they aspire to be known for in the company? What is the brand they want to create?

This type of activity can help any team establish universal principles by which to work. Some of the ways the organization uses these principles are practical. For example, they use them to filter out and prioritize staff meeting agendas, based on whether agenda topics meet the principles. The HR team might use them when they interact with business partners, setting expectations, and accountability partners with its stakeholders.

Sometimes, however, this all might be a little more theoretical. When a team member needs to ask for help, or bring a new idea or challenge to an existing process, they can couch their request in the language the team uses to describe its collective purpose or brand. The HR Manager or Safety Manager might use the team's principles to explain behavior and coach performance. By consistently using them across the board, these shared guiding principles help them to talk and work together in a way that promotes individual and team psychological safety.

Building the Culture of Psychological Safety

While critical elements like organizational structure, process, and system considerations can influence company culture, the behavioral side of culture is created person by person, team by team, day by day. 

Team and individual safety are both essential, but individual safety must come first in the process of building psychological safety. And it must come first for any hope of improved engagement and performance.

That's what the answers to the four questions can provide; a safety net with which to trust and be open with each other. It allows teams to be vulnerable enough to be engaged. Exploring those four questions can do the same for any group or organization that wants to create a culture of psychological safety.

Leaders and managers can use the four questions to encourage participation, generate ideas and develop honesty. Ideally, every team in an organization would work through the four questions to get to its shared value, purpose, and identity. 

In the best-case scenario, for real culture change to transpire, this has to include -- and start with -- the executive team. Leaders should answer the four questions from a team and organizational perspective. It is when leaders then share their organizational answers with the rest of the company that the expected behavior is encouraged and alignment occurs.

While culture change rarely follows a straight-and-narrow line, a single team can spark a social transformation in any organization. Managers don't have to wait. They can foster psychological safety within their groups or teams immediately by posing and talking through those four questions. They can create an environment where people are safe to engage, safe to address the elephant in the room, and safe to put their whole selves into their work.

Read about this topic and learn more about Gallup here.

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In this podcast episode, I take a break from the technical topics to which my readers and podcast listeners are accustomed. I wanted to interview someone from outside normal safety circles, someone that can bring a unique perspective on the values we want to hold as safety professionals: integrity, honesty, teamwork, never-quit attitude. Please be sure to listen to the interview as it is not transcribed here. Please read more about Kris below.

Kris Paronto

Kris Paronto - "Tanto" as he is affectionately known in security contracting circles - is a former Army Ranger from 2nd Battalion 75th Ranger Regiment and a private security contractor who has deployed throughout South America, Central America, the Middle East, and North Africa. He also worked with the US Government's Global Response Staff conducting low profile security in high threat environments throughout the world.

Mr. Paronto was part of the CIA annex security team that responded to the terrorist attack on the US Special Mission in Benghazi, Libya, September 11th, 2012, helping to save over 20 lives while fighting off terrorists from the CIA Annex for over 13 hours. Mr. Paronto's story is told in the book "13 Hours" written by Mitchell Zuckoff and his five surviving annex security team members.

The Patriot's Creed

When Kris began talking with civilians about his experiences fighting the terrorist attack on the US State Department Special Mission Compound in Benghazi, Libya on September 11, 2012, he was surprised at how often people told him that the story of his extraordinary battle gave them the courage to face tough times in their everyday lives. "The odds were stacked against us that night but the truth is that we refused to quit and we beat them with faith, teamwork, and the principles that were first instilled in me when I joined the Army. You can find those in the Rangers Creed and the Army Values," he says, "and you don't have to be a Special Operations soldier to use them."

In The Patriot's Creed, Kris uses the seven core Army Values that all soldiers learn in Basic Combat Training, and the experiences of other servicemen and women and First Responders, to explain how anyone can improve themselves, the world around them, and live a heroic life. The stakes are dramatic for the brave men and women who put their lives on the line to fight for America, and too many of their acts of courage and honor are unknown. The examples of their persistence and discipline will be inspiring to anyone facing seemingly insurmountable obstacles.

At a time of national polarization, Kris draws attention to values all readers can share and use, and to the honor, integrity, and courage of true patriots who have gone to great lengths to protect and serve. They embody the best of us and make Kris Paronto proud to be an American soldier.

The Ranger Way

Thousands of people have heard Kris "Tanto" Paronto speak about his experiences in Benghazi on September 11, 2012. But before he was a security contractor, Tanto was a US Army Ranger from the 2nd Battalion 75th Ranger Regiment. Rangers are trained to lead by being pushed to their physical and mental limits so that they can perform against impossible odds in punishing situations.

In THE RANGER WAY, Tanto shares stories from his training experiences that played a role in his team's heroic response in Benghazi as he explains the importance of demanding excellence when you commit to improving your life. He shows you how to define your mission, set goals that are in alignment with your values, and develop a battle plan that will maximize your chances of success. You will learn why you should never quit and why that is different from never failing. Tanto uses his experiences in Basic and Ranger Training to explore how to deal with mistakes and disappointment like a leader, accept responsibility, and turn every obstacle into an opportunity for growth. You will learn why being of service to others, and being willing to sacrifice, will help you succeed, and how the power of humility, strength, faith, and brotherhood will sustain you on the road to accomplishing your mission.

13 Hours

The harrowing, true account from the brave men on the ground who fought back during the Battle of Benghazi. 13 HOURS presents, for the first time ever, the true account of the events of September 11, 2012, when terrorists attacked the US State Department Special Mission Compound and a nearby CIA station called the Annex in Benghazi, Libya.

A team of six American security operators fought to repel the attackers and protect the Americans stationed there. Those men went beyond the call of duty, performing extraordinary acts of courage and heroism, to avert tragedy on a much larger scale. This is their personal account, never before told, of what happened during the thirteen hours of that now-infamous attack.

Resources

The Patriot's Creed

The Ranger Way

13 Hours

Book Kris for speaking events here

More about Kris

Hear the Interview

Listen to this interview for Kris's perspective on life, the importance of aligning goals with the mission, and living a life of integrity no matter what obstacles you face.

Let me know what you think of this episode on LinkedIn if you have used this app at all - be sure to @ mention Blaine J. Hoffmann or The SafetyPro Podcast LinkedIn page. You can also find the podcast on Facebook, Instagram, and Twitter.