Accident Prevention e-News
September 2008
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Volume 3/Issue 9/September 2008
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In this Issue:
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September fall hazard inspection blitz: “zero tolerance”
 This month, a Ministry of Labour inspection blitz will focus on workplaces, in the following sectors, having high rates of fall-related incidents: industrial services, wood and metal fabrication, transportation, and warehousing facilities.
“Inspectors will take a zero tolerance approach to any contraventions found under the Occupational Health and Safety Act and its regulations,” says Deputy Labour Minister Virginia West. On the inspectors’ hazard checklist: fall hazards both on surfaces and at heights, including platforms, scaffolding, raised floors, mezzanines and ladders.
Sophie Dennis, assistant deputy minister of the ministry’s Operations Division, says 20% of workplace injuries are caused by slips, trips and falls. Furthermore, 27% of fatalities reported in industrial workplaces are fall-related.
According to Dr. Maurice Bitran, head of the ministry’s Occupational Health and Safety Branch, the inspection blitz will encourage employers to “seek ways to keep workers at ground level when possible and avoid working at heights. They will be required to keep surfaces free of slip and trip hazards.”
For workers who must work at heights, says Bitran, inspectors will be checking fall arrest equipment, guardrails, and the use of inappropriate practices such as climbing up shelving and working on storage racks.
Wayne De L’Orme, provincial coordinator of the ministry’s Industrial Health and Safety Program, adds that inspectors will also check for proper use and working order of portable, extension and step ladders. “Generally, it’s recommended workers carry small materials on a work belt as they climb, or these materials be hoisted separately,” says De L’Orme.
“Portable ladders should not be used as a work platform. It is recommended employers use scaffolds, elevating work platforms, stairs, rolling stairs, etc. for workers when working from heights.”
De L’Orme adds that workers ascending on mobile equipment such as platforms must have appropriate fall arrest equipment. “When being raised with forks on forklift equipment such as an ‘order picker,’ workers must be tied off to an anchor point designed by the manufacturer and they must wear a belt designed for use with the equipment,” he says. “The procedure would involve some lines being retractable while others would be fixed.”
Where some workplaces fall short
In an article for Accident Prevention magazine’s March/April 2004 issue, contributor Deborah Everest-Hill asked health and safety professionals about common shortcomings in fall prevention. More recently, AP e-News spoke with IAPA principal consultant John VanLenthe. Here’s what we learned.
- Selection and use of fall protection equipment . Besides failing to identify potential hazards, workplaces often make mistakes when selecting and using fall protection equipment. These errors can result from a lack of knowledge and experience, or complacency. “I have noticed that the more experienced lift device operators are, the more complacent they get and the more they disregard specific safety rules,” said Glenn Kuzmich, at the time environmental, health and safety coordinator for ArvinMeritor in Concord, Ontario.
Kuzmich told Everest-Hill that basic rules such as wearing a harness are generally observed, but the lanyard is often wrapped around the rail and hooked onto itself rather than being secured into position on the lift. Jim Graef, manager, engineering and technical services at Can-Sling/DBI Canada Limited, agreed that too many workers are using equipment improperly and creating a false sense of security. “They tie back lanyards, do not allow enough clearance, wear harnesses incorrectly, tie knots in the equipment to shorten it, and fail to follow the manufacturer’s recommendations.” Sometimes the problem originates in the purchasing process, John VanLenthe told AP e-News. “Catalogues and websites can simplify the purchasing process, but you still have to conduct a needs assessment first.” Want some help? “Look for a good sales rep who will help you figure out what you need before you go looking for equipment that best meets those needs.”
- Poor work practices . Common problems include:
- using ladders that are too long, too short, or positioned at an incorrect angle. “A good rule of thumb,” says VanLenthe, “is the top of the ladder should be at the same level as your belt buckle. If you need a 12-foot ladder, don’t stand on top of a 6-foot step ladder.” VanLenthe also says maintaining 3-point contact with a ladder is an “absolute bare bones minimum, which means two feet and at least one hand”
- using ladders or rolling stairs as a work platform. “On assembly lines you’ll see people going up and down on a ladder, when what the line really needs is a fixed platform,” says VanLenthe
- improper set-up of scaffolding
- inappropriate use of harnesses and attachments
- using fall arrest equipment without a rescue program in place. “You’ve got a 4-6 minute window to get someone out of a harness… and you can’t count on 911 to have the necessary rescue equipment”
- climbing on equipment or the railings of lift devices to reach a work destination. “I’ve seen someone standing on a 6-foot ladder inside a scissor lift,” says VanLenthe. “It’s totally inexcusable for a supervisor or employer to allow this sort of thing to happen”
Taking shortcuts is a common issue in many areas of safety, said Kuzmich. For this reason, he suggests workplaces watch for poor practices like those above when assessing potential risks.
- Poor communication . As with any health and safety issue, communication plays a vital role in ensuring work is done safely. Taking workers around the workplace to highlight potential dangers, and providing practical on-the-job training is often a necessary addition to formal training.
- Inadequate training . Training should be up to date, occur annually or semi-annually, and be reassessed regularly, recommended Donna Biagini, health and safety specialist at Lake Superior Power. She told Everest-Hill that employees are trained on the proper use and care of equipment, how to inspect it prior to use, and how to maintain it.
Graef suggested that hands-on training is often overlooked. “Too many companies simply make workers watch a video or power point presentation, and then expect them to use and set up the equipment properly. We wouldn’t give out drivers licenses without some practical experience and evaluation.”
- Blaming the equipment . Few fall injuries, according to Biagini, result from equipment failure. The necessary tools are out there. Workplaces just need to select the appropriate equipment and use it properly, she said.
How IAPA can help
- Free downloads on slip and fall prevention:
- Fall protection conference sessions at one of the following IAPA regional events:
- Fall protection consulting. Call 1-800-614-IAPA (4272).
Is your workplace a potential Sunrise Propane?
Sunrise Propane and it's [sic] employees take great pride in being able to deliver very competitively priced propane and industrial gases with exceptional service to all customers. Satisfied customers are the foundation upon which Sunrise Propane was built!
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Or so says the company website. Satisfaction is a word few would now associate with Sunrise, following a series of explosions on August 10 at its North York, Ontario facility. The incident caused two deaths, led to the forced evacuation of 10,000 residents, and has become the subject of a $300 million class action suit.
The company is now effectively out of business, since the Technical Standards and Safety Authority has ordered all its Greater Toronto Area facilities closed due to violations discovered after August 10.
A possible triggering incident behind the blasts is an illegal truck-to-truck transfer of propane. Such triggers are often only one in a series of contributing factors. Do potential contributing factors exist in your workplace?
Scott Hood, an IAPA emergency preparedness specialist, says “Most firms think this type of incident will only happen to some other company and never to them. As such, they don’t put the appropriate plans and procedures in place before an emergency.”
Although many firms have some sort of emergency planning in place, more often than not it’s still a work in progress rather than a carefully thought out, fully integrated process. Hood will be taking firms through the steps of developing an emergency plan during a session at Safety Solutions, an IAPA conference and trade show taking place October 1 in Sudbury.
Hood’s session will be built on a new CSA standard released earlier this year. CSA Z1600, Emergency Management and Business Continuity Programs, provides organizations with a framework to create their own integrated emergency management and business continuity plans. The standard represents current best practices. As such, it serves as a useful tool for employers with plans in place, and who wish to assess and improve their existing plans.
CSA points out that emergency management is more than just quickly responding to a crisis. It also requires having plans in place for prevention, mitigation, preparedness, response, and recovery and business continuity. The functions of emergency management and business continuity are becoming more and more entwined, says CSA. You can’t have one without the other.
“The new CSA Z1600 standard forces readers to actually think about not only how they will prepare to prevent an emergency situation, but about how to keep the business operational in the event of a situation,” says Hood. “This preplanning can be the difference between opening the doors following an incident and closing the firm for good.”
When an emergency hits home
Among the most riveting elements of the Sunrise Propane disaster media coverage were personal accounts from evacuees. Most had rushed from their homes in nightclothes, with no opportunity to retrieve pets or personal belongings until days or weeks afterward.
In the event that your family gets caught up in an emergency, having a “Go Bag” at hand can help you focus on the essentials—getting your family out of the home quickly and safety—and lessen the lingering effects.
A Go Bag is a small, easy to carry bag or container with essentials that each family member can “grab and go” in case of immediate evacuation. Keep these bags in a front hall closet, not at the back of a storage locker in the basement, so they are readily accessible at any time. In your bag, include:
- copies of important documents in a waterproof and portable container. For example:
- emergency addresses and telephone numbers
- lists of required medications
- birth certificates
- passports
- photo ID
- insurance cards
- proof of address…
- extra set of car and house keys
- credit and debit cards and $50-$100 in cash, especially in small denominations. Also include change for pay phones
- bottled water and non-perishable food, such as energy bars
- flashlight and radio with extra batteries, or wind-up radio and flashlight
- medications and essential toiletries for a week
- small first aid kit
- pocket knife (Swiss army knife)
- sturdy shoes, disposable plastic poncho, and an extra pair of underwear
- foil (Mylar) blanket
- dust mask(s)
- whistle
- extra prescription eyeglasses (your previous pair will do) or contact lenses
- child-care supplies or other special care items
- community map, for locating shelters
- notebook and pen
- a selection of different sized zip-lock bags, and grocery bags
- a few safety pins
- a roll of toilet paper
If you have pets, prepare comparable bags for them.
How IAPA can help your business
- Attend the following sessions at IAPA regional conferences and trade shows:
- Scott Hood’s session, Emergency Preparedness – New CSA Standard Z1600, Safety Solutions, Sudbury, October 1. This session is also available for on-site delivery.
- Spill Containment: Best Practices and Ontario Legislation, Awareness 2008, Kitchener, October 21.
- Fire Safety Plans: “It’s the Law”, Golden Horseshoe 2008, Stoney Creek, November 19.
- Talk to an IAPA consultant, who can help you conduct an emergency preparedness gap analysis, explore opportunities to improve existing precautions, and help you create and conduct tests. Call 1-800-614-IAPA (4272).
- Order Emergency/Disaster Guidelines and Procedures for Employees, a comprehensive book that can help prepare you for eventualities arising from man-made or natural disasters or emergencies.
Not so convenient after all: cell phones and employer liability
By Claude F. Lacroix, Danielle Vincent and Daniel Mayer
“Thus, although Neff Rental may not have expressly authorized conducting business on a cell phone while driving it certainly did not prohibit it” — Ellender v. Neff Rental Inc.
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We have all seen distracted drivers, eating and drinking, attending to a child’s needs in the rear seat, talking on a cell phone, text messaging, shaving, applying make-up, or tuning in to the radio, all while attempting to focus on driving. The phenomenon of driver distraction is not new; emerging technologies such as PDAs, Blackberries, and global positioning systems are simply increasing its visibility, particularly in the political and legal spheres.
Drivers whose distraction leads to a collision are typically held responsible by our legal system. But employers take note: if the distraction is work-related, you too could be implicated.
What we’ve learned about cell phones
The cellular telephone in particular seems to have become the poster child for distracted driving, and for good reason. Studies have shown that talking on a cell phone reduces a driver’s reaction time by a quarter of a second. This in turn increases a person’s risk of having a collision by four times. In fact, the increased risk of collision due to driving while talking on a cell phone is comparable to the increase in risk caused by driving under the influence of alcohol.
One might reasonably assume that using a hands-free device can negate the risk posed by driving and talking on a cell phone. However, researchers have repeatedly concluded that there is no difference between the risk posed by using hands-free and handheld cell phones while driving. In fact, it’s not so much the physical distraction of holding a cell phone while driving that poses a danger; it’s the conversation itself.
Several studies have shown that the human brain is incapable of fully concentrating on both driving and talking on a cell phone at the same time. These two tasks require the resources of several identical areas of the brain. Any specific area of the brain can only process one task at once. This means that at any given second, the brain is able to focus on one of these activities, but not both. Consequently, when a person attempts to do both at once, his or her capacity to fully concentrate on driving is significantly reduced.
Although some might think that driving and talking on a cell phone is an acquired skill, research has shown that experience cannot mitigate the risks. Nor can proper training eliminate them. It is simply impossible to focus the same cognitive processes on two things at once.
In light of the risk associated with driving and talking on a cell phone, governments have taken action. Nova Scotia, Quebec, and Newfoundland all have legislative bans on the use of hand-held cell phones when driving, while Ontario and Alberta are considering similar legislation. Many US states also regulate the use of cell phones by drivers. It is interesting to note that the proposed bill in Ontario does not distinguish between hand-held and hands-free celIular phones. This may indicate that governments are beginning to respond to scientific research indicating that hands-free cellular telephones may pose the same level of risk as their hand-held counterparts.
Where the employer fits in
These legislative efforts, backed by scientific research, provide strong evidence that the risks involved in the use of a cell phone when driving are widely known. This means that an individual who does so anyway is more likely to be found negligent by the courts. And possibly his or her employer if that act was committed in the course of the employee’s duties.
This is the principle of vicarious liability. For example, if an employer requires that an employee participate in a meeting via mobile device, and as a result the employee causes a collision that injures someone, the victim may pursue the employer.
In this instance, the link between employer requirements and employee behaviour is clear. But this may not be a prerequisite. Consider these two examples from the US:
- Dyke Industries lost a US$21 million lawsuit in a matter where an employee struck a 78-year-old woman while making a business call on a cell phone
- investment firm Smith Barney paid out US$500,000 when one of its brokers struck and killed a father of three while making a sales call
Similar cases have not presented themselves in Canadian courts. However, the principles of vicarious liability in Canada are similar to those in the US, and the use of cell phones in the course of employment is widespread in both countries. This means Canadian courts are likely to be faced with this issue sooner rather than later.
One way in which employers can both limit their liability and keep their employees safe is by implementing a policy banning the use of cell phones, and other wireless communication devices, when driving. Such a policy must include not only the document itself, but also an effective implementation strategy.
An employer contemplating a cell phone policy might consider including some or all of these elements:
- a statement outlining the employer’s stance against cell phone use while driving. This clarifies the goals sought by the employer and their importance to the organization
- applicability, expressed in a clear statement of whom the policy applies to and when. This avoids misunderstandings, helps employees to follow the policy, and facilitates policy administration
- enforcement/monitoring, which clarifies how the employer plans to ensure compliance with the policy. This is important in order for employees to take the policy seriously
Important as these elements are to the cell phone policy, their effectiveness depends on proper communication to employees. For employees to comply, they must be fully aware of its existence and implications. One way to do this would be to require all employees to read the policy and sign a letter of understanding/acknowledgement attesting to the fact that they have read and understood the policy.
Employers can also facilitate implementation and adherence to the policy by offering employees helpful hints. The Calgary Health Region, for example, suggests the following:
- while driving, avoid temptation by making your phone inaccessible
- create a voicemail message indicating that you may be driving, and offer an alternate employee’s contact number
- if you must use a cell phone, pull over safely and make the call once stopped
- plan your day in such a way that your car does not become a satellite office; in other words, do not leave phone calls for the commute to save time
A cell phone policy is not only a good response to the scientific literature, it is also a necessary precaution in light of American jurisprudence. One example of this is the case of Ellender v. Neff Rental Inc., a Louisiana court decision. The Court of Appeal of Louisiana affirmed the trial judge’s finding that the absence of a policy against the use of cell phones while driving was a significant factor in holding the employer vicariously liable for the actions of its employee.
Lacroix Forest LLP s.r.l. is a law firm, based in Sudbury, Ontario, which offers legal services in both official languages throughout north eastern Ontario. His areas of practice include civil litigation, commercial disputes, and a special interest in corporate policy implementation and employer liability issues; Tel: 705-674-1976; clacroix@sudburylaw.com.
How IAPA can help
Attend the following driving safety sessions at IAPA regional conferences and tradeshows:
- Claude Lacroix’s session, Cell Phones: Is Employer Liability on the Horizon in Canada, Safety Solutions, Sudbury, October 1
- The Anatomy of a Collision, Spirit 2008, Ajax, October 9
- Anatomy of a Collision – Motor Vehicle Safety, Awareness 2008, http://www.iapa.ca/events/2008_awareness.asp Kitchener, October 21
- Is Your Vehicle Your Workplace, Partners 2008, Rama, October 23
- Controlling Road Rage, Showcase 2008, Windsor, October 28-29
- Collisions vs. Sharing the Road, Eastern Ontario 2008, Ottawa, October 30
- Preventing Work-Related Vehicle Collisions, Forum North, Thunder Bay, November 4-5
Powering up your OHS performance
By Stephen Bernhut
 In four years, IAPA’s Safety Group has grown from six chapters to 42. The result for participating firms: a controlled explosion of ideas, experiences and results.
“Membership in the Safety Group has actually made my job easier,” says Felix Fahey. “It’s given me the knowledge and tools I need to manage our health and safety program more effectively.”
Fahey is the health and safety coordinator at the 140-employee Egan Visuals Teamboard in Woodbridge, Ontario. “We joined a Safety Group chapter in 2003, and since then we’ve gone from more than 400 lost days in 1998 to 25 in 2007. We’ve developed and implemented 25 workplace policies, most of which we didn’t have before we joined, and we’ve developed a much more efficient claims management system. We turned around our NEER [New Experimental Experience Rating] from a company deficit in 2001 of $42,300 to a $30,900 rebate in 2002. This has saved the company about $100,000 from 2001 through 2007.”
Adds Jermaine Brissett, the clubhouse manager at Toronto’s posh Oakdale Golf & Country Club, “We’ve heard a lot about how effective Safety Groups are and now we’re ready to join. It will allow us to do the things we do now much better, and to start doing the things that we’ve only thought about doing.”
Established by the Workplace Safety and Insurance Board (WSIB) in 2000, the program comprises 50 Safety Groups representing more than 4,000 companies. From the start, the program has produced startling results: reducing lost-time injury and severity rates by
- 22% and 21%, respectively, in 2004
- 32% and 28% in 2006
Participating firms are also eligible for a WSIB premium rebate. Since the program’s inception, the total annual rebate for all firms has shot up from $896,000 to $3,076,000.
Who’s eligible
Any IAPA firm that has at least 20 employees, is not a member of SCIP, and is in good standing with the WSIB is eligible to join IAPA’s Safety Group. While members are required to take on new tasks, they soon find out that the templates, forms, and direction that come with membership enhance the delivery of health and safety, raise company-wide awareness, and help to reduce lost-time injury and severity rates.
A continuous improvement circle
Joining a Safety Group means entering a circle of continuous improvement, the management system widely acknowledged as one of the pillars of a high-performance culture. After signing up with the Safety Group, firms assess their workplace health and safety record, develop an action plan for the year ahead, and set goals and milestones for reaching those goals, all the while monitoring their progress and making adjustments.
The action plans are supported and enhanced by a program framework that groups a wide range of common health and safety “elements” under five categories:
- Leadership
- Organization
- Hazard Recognition
- Control Activities
- Return to Work
For example, elements such as machine guarding and battery acid control appear under Control Activities, while setting targets appears under Leadership. There are more than 50 elements in total, and each year a firm chooses four elements that it wishes to implement or improve on, while IAPA chooses a fifth for all participants.
According to Andrew Preston, environment, health and safety manager for Celestica Inc., “the elements we’ve chosen each of the three years that Celestica has been involved are absolutely relevant to our business and have allowed us to achieve best in class status on several of our elements. The proactive nature of a Safety Group and the work elements fits very well with our company's approach to be ahead of the curve when it comes to safety.”
Under the guidance of an IAPA field consultant, and using forms and templates provided by IAPA, the firm representatives set standards and metrics for improving the effectiveness of the particular element. Road maps, forms, and templates for monitoring and measuring progress are provided.
While a firm’s ultimate success is not guaranteed, the likelihood of achieving its goals for each of the five elements is greater if it follows five steps recommended by IAPA:
- set a standard of performance
- communicate
- train
- evaluate
- acknowledge success and make improvements
While Safety Group members must attend at least three of five chapter meetings each year, many try to attend all five. “The networking component is definitely a key benefit,” says Preston, “In addition to making contacts at other companies to discuss various issues, it also led us to visit another member company to see how it handles fork truck training and safety management.”
Another significant membership benefit is access to online, members-only chat rooms and discussion groups. Members learn and share experiences and information with each other, post and look for best practices, and download templates, forms, and measurement tools. “I still have to do the work myself,” says Steve Montesanto, “but it’s good to know that you’re not in this alone and that you can learn from others.”
Achieving results: the Safety Group process
The Safety Group program is built on the premise that improving health and safety performance is easier if you can learn from other firms’ experience and knowledge. Together, members pool resources, share best practices, and help each other develop and manage effective health and safety programs. As performance improves, participating firms reduce their compensation premiums and earn financial rebates.
Reaching this point involves
- attending at least three of five half-day chapter meetings held each year, which enable members to network and learn from peers
- conducting a workplace assessment to identify the strengths and weaknesses of their health and safety program, and identify successes at year end
- choosing four health and safety elements, and develop an action plan for each element, as well as a common element chosen by IAPA for all participating firms. In 2008, for example, the common element is workplace inspection.
- completing two progress reports during the year, in which each element is evaluated according to five criteria. Standardized forms simplify the reporting process.
- completing a year-end assessment report. The assessment is self-administered, but about 10% of members receive a year-end spot check
As IAPA consultant Paul Hartford notes, “Health and safety is not a light switch that you turn on. It’s a mindset, so that when you come to work you’re already in that mindset. Safety Groups develop and reinforce that mindset.”
IAPA’s contribution
As of mid-2008, IAPA’s Safety Group has 42 chapters across the province, with an average of 20 firms in each one. Membership benefits range from regular meetings at which participants can network with peers and get updates on workplace legislation, and access to IAPA consulting expertise, backed by a comprehensive resource centre. Also included is access to a password protected website with chat rooms and ready-made, downloadable forms, presentations, and programs. A program for reducing musculoskeletal injuries is one popular example.
As the group sponsor, IAPA provides administrative assistance for the coordination and execution of the five meetings throughout the year. Plus:
- training, workshops and consulting during the group meetings
- access to a dedicated website with chat rooms and ready-made, downloadable forms, presentations, and programs
- one-on-one access to an IAPA consultant who will make recommendations and work with you to improve your health and safety performance
- assistance with initial and final verification of the Safety Group's five-element action plan, policy building, and element review at the group meetings
- meeting facilities for all group meetings and training sessions
- networking lunches
Find out more
IAPA is accepting applications for the 2009 Safety Group now. Learn more about IAPA’s Safety Group by
Excerpted from the August/September issue of Accident Prevention. Stephen Bernhut, a business writer and corporate communications professional, is editor of the Ivey Business Journal; Tel: 416 923 9945.
Webinar: how one company implemented an OHS management system
 On October 29, hear directly from one company, Dana Canada Corporation, about its journey towards implementing an occupational health and safety management system based on OHSAS 18001 in its Oakville, ON facility.
Through a collaborative relationship between IAPA, QMI – SAI Global and Dana Canada Corporation, this 60-minute, interactive, web-based seminar will illustrate some of the real life challenges and hurdles that organizations encounter when establishing a management system. This webinar will walk you through one organization’s experiences as they worked to establish and implement its OHS management system, while at the same time ensuring that all the other day-to-day activities still got done. You’ll hear about
- why Dana decided to implement an OHS management system
- how it provided the resources for this project, given the ongoing challenges in its industry sector
- steps taken to make the project a success
- how Dana obtained management and worker buy-in
- challenges encountered, and how they were dealt with
- metrics used to measure the effectiveness of their system
- benefits/ROI achieved from implementing the management system
- what Dana would do differently
The webinar will give participants an opportunity to listen first hand to someone who was involved in each stage of the process from initiation through to completion. Participants embarking on their own implementation plan for a management system will recognize the challenges faced by Dana Canada Corporation in one of its facilities, and will realize that these are often common to all organizations, and are not unique to small, medium or large organizations.
You will hear Dana’s manager for health & safety, Steve Kogon, comment on his own experiences during the implementation process. You’ll also have an opportunity to
- interact with the speakers by sending questions, answering polls, etc.
- compare your organization’s progress with the situations and examples provided by Kogon
“This webinar will give participants a unique opportunity to hear from a peer what it’s like to move towards OHSAS 18001,” says Khurshed Kutky, product manager, QMI – SAI Global. “Steve is a very genuine, hands-on, down-to-earth person who tells it like it is, and will give participants the real-life examples that can help them recognize the complexities, hurdles and the benefits of implementing a management system, and see the similarities within their own company.”
The webinar is aimed at people “looking for a case study that would allow them to benchmark and share experiences on the implementation of a OHS management system” says Harry Stewart, manager, technical services, IAPA. He adds: “OHS Directors/Managers/Coordinators and HR personnel from all levels will benefit from Steve’s experience and insights.”
This webinar is offered at no cost to participants. All you need to take part are
- a computer
- Internet access
- a phone line so that you can listen to the teleconference portion
How you benefit
In general, webinars enable you to
- save time
- avoid travel expenses
- ask questions and speak with colleagues in the comfort and privacy of your own workplace
- share data
- help your firm make decisions faster
- improve management communication
- increase productivity
Registration for Dana Canada Corporation’s Journey towards implementing an Occupational Health & Safety Management System, October 29, 11:30 a.m., is limited. Register today.
* QMI –SAI Global is one of the world’s leading management system registrars.
Information Alert
Improper use of canned-air products can cause flash fires and injury
Employers : These products are commonly used in offices and other businesses to remove dust from computers, shredders, and other electronic equipment. Without training, users may not follow safe use practices because they mistakenly assume these products contain harmless, pressurized air. One recent incident highlights the importance of this issue:
An employee working in a bowling alley suffered burns to her face due to a flash fire while cleaning a paper shredder using a canned-air product. The employee tilted the can, which released its contents as a liquid onto the shredder. As the liquid became a gas, it suddenly created a zone of highly concentrated, flammable gas that was easily ignited.
What is “canned air”
Canned air is not the air you breathe. Canned-air products contain a gas that is mostly compressed into a liquid. A variety of gases are used in these products, and some are highly flammable. One example of a commonly used, highly flammable gas is difluoroethane. The only sure way to know what’s really in the can is to check the product label or the material safety data sheet (MSDS) for the product.
How does canned air become hazardous?
The hazard risks posed by a particular canned-air product depend on what’s in the can and how the product is used.
Flammable ingredients .Safe use of these products requires the user to keep the can in an upright position during spraying. This upright position allows only the gas layer above the liquid to be released from the nozzle. Unsafe use occurs when the can is tilted, allowing the liquefied gas to be released from the nozzle and saturate the air and any surfaces it contacts. If the immediate use area is enclosed or poorly ventilated, the gas is more likely to become concentrated, creating a flammable atmosphere. Ignition sources such as electrical switches, flames, and sparks inside the immediate use area can easily ignite the concentrated gas.
Frostbite .When any canned-air product is used you can feel the can become colder. This effect is caused by gas expansion... If expelled, the liquid can quickly and deeply chill skin, fingers, and any other part of the body it contacts. Exposure to a steady stream of this liquid can cause serious frostbite with physical injury such as deep cracking and damage to muscles, nerves, and blood vessels. Even mild frostbite can cause an intense burning pain as skin thaws. To prevent frostbite, most canned-air products carry a warning not to tilt or shake the can.
Asphyxiation and toxicity :Used properly, the chance of inhaling sufficient quantities of canned air to cause a serious breathing problem is unlikely to occur. In the worst case, high concentrations of gas generated in enclosed, non-ventilated areas can displace ambient air and cause oxygen deficiency or possibly asphyxiation.
Toxicity varies depending on the gas used and the intensity and duration of exposure. For example, nervous system problems have been associated with sustained exposure to high concentrations of some products but not others.
Physical symptoms caused by inhaling canned-air products are most likely due to intentional abuse rather than misuse.
What can I do to protect employees?
Fortunately, you can take a few basic steps to keep your employees safe from the possible hazards associated with canned-air products.
- Find out whouses these products in your workplace and wherethey are used.
- See if the products are used in enclosed spaces or poorly ventilated areas. If they are, move use to an open and well-ventilated area.
- Switch from a flammable to a nonflammable canned-air product.
- Share this alert with employees who use these products and any staff in charge of ordering canned-air products.
- Make sure users read the label on the can and follow instructions on how to use the product safely.
- Make MSDSs available for more thorough hazard information.
- Consider whether eye, face, and skin protection is needed.
Source: Washington State Department of Labor and Industries
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