Slides from recent Ohio Restaurant Association's (ORA) sponsored safety training seminars designed specifically for the foodservice industry to help you save time and money while safeguarding your business. The free education sessions are part of the ORA Restaurant Education Series and satisfy the BWC's two-hour training requirement (if attend in person). Sessions, entitled “Foodservice Safety Training: Preventing Costly Workplace Injures,” will be held in two convenient locations this fall: one in Cincinnati and the other in Columbus. -

1. 9:00 a.m.– 11:30 a.m.

3. Expert Speakers

Legal: Keith Pryatel, Kastner, Westman & Wilkins, LLP

Managed Care Organization: Ron Lucki, CareWorks

Safety: Jim Wirth & Brad Hunt, RiskControl360°

Workers Comp Safety & Hygiene: Mike Marr, BWC

Strategies to increase and support safe behaviors: Jim
Wirth, RiskControl360°(filling in for Tom Cunningham & Ray
Sinclair, National Institute for Occupational Safety & Health)

4. Health and Safety
When a 1,000 things pile up, it’s easy to overlook the importance of
health & safety issues – that’s dangerous!
The Health & Safety section of the ORA’s website helps you stay on
top of concerns, offering solutions to today’s restaurant, food, and
alcohol safety issues.
www.ohiorestaurant.org/healthandsafety




Restaurant Safety & Training
Information Resources
Policies & Guides
Videos & Multimedia



Restaurant Safety Consultants
Food Safety
Alcohol Safety

6. Restaurant/Food Service
Safety Issues &
How It Impacts Your Bottom
Line
Presented by Mike Marr, Safety Consultant
Ohio Bureau of Workers’ Compensation
Division of Safety & Hygiene

7. Top Three Injuries By Frequency
2006 - 2009
699
Open Wounds
1432
Sprains
314
492
Burns
Misc

8. Top Three Injuries by Cost
Years 2006 - 2009
Open Wounds
$969,882
$879,178
Sprains
$674,135
Burns
Misc
$191,563

9. BWC
Safety Consulting Services
& Safety Resources

10. Benefits Of Using Services
o No additional cost to you
o Services designed to inform, educate and
assist employers in loss-prevention activities
o Consultative in nature – no fines or penalties
o Helps identify your specific areas of need
o Customizes services to meet your needs
o Increases awareness about helpful resources
o Can reduce workers’ compensation claims

11. Safety consulting services
o Safety team evaluation and design
o Hazard assessments
o Safety program advice
o Safety management
o Written program reviews
o Training

12. Industrial hygiene services
o Air sampling
o Noise sampling
o Ventilation assistance
o Respiratory protection
o Confined space identification
o Program assistance

13. Ergonomic services
o Repetitive motion issues
o Material handling issues
o Proper design of computer workstations

14. Division of Safety & Hygiene
o Training courses
o Video library
o Library
o Publications
o Ohio Safety Congress & Expo
o Safety Councils

15. Division of Safety & Hygiene Grants

16. Division of Safety & Hygiene Grants
o Wellness Grants
o SafetyGRANT$
o DFSP grants
o Long-Term Care Loan Program

17. Welcome
BACK TO BASICS

18. AGENDA:
Behavioral Considerations
Hierarchy of Hazard Control
Cuts & Lacerations
Burns & Scalds
Slips, Trips, and Falls

19. Or Is It?

20. It helps to understand that…
• People don’t try to have an accident!
• 98% are proud of what they do and where
they work.
• Understand peer pressure…bullies are all
ages (see second bullet!)
• People need and want to be trained.
• They tell you they have experience but…
• Consider ways to involve their families.

21. BUT…
Controlling the Hazard is
Number 1!

22. Hierarchy of Controls
Elimination
Substitution
Engineering Controls
Administrative Controls
Personal Protective Equipment

23.  Elimination:
Eliminating the hazard - physically removing it - is the most
effective hazard control.
Substitution:
Substitution, the second most effective hazard
control, involves replacing something that produces a
hazard (similar to elimination) with something that does not
produce a hazard.
 Engineering Controls:
The third most effective means of controlling hazards is
engineered controls. These do not eliminate hazards, but
rather isolate people from hazards. Capital costs of
engineered controls tend to be higher than less effective
controls in the hierarchy, however they may reduce future
costs.

24. Administrative Controls:
Administrative controls are changes to the way people work.
Examples of administrative controls include procedure
changes, employee training and installation of signs and
warning labels. Administrative controls do not remove
hazards, but limit or prevent people's exposure to the
hazards.
 Personal Protective Equipment (PPE):
PPE includes Kevlar gloves, flame and heat resistant
aprons/sleeves, safety glasses, no slip shoes and other
safety footwear. PPE is the least effective means of
controlling hazards because of the high potential for damage
to render PPE ineffective.

25. Food Slicers
Box Cutters
Knives
Broken Glass

26. Powered Food Slicers
Powered Food Slicers
Amputations and cuts from
powered food slicers are a
serious problem for the food
processing industry. The
United States Department of
Labor considers these
machines to be
hazardous, therefore, only
employees over the age of
18 are permitted to operate
them. Many injuries can be
avoided by staying alert and
taking appropriate safety
precautions.
Elimination: X
Substitution: X
Engineering: Utilization of
guards
Administrative: Proper training
and alertness on the job
PPE: Wear gloves made of
Kevlar or other cut resistant
material

27. Powered Food Slicers:
Engineering Controls
Utilization of guards

28. Knives and Box Cutters:
Administrative Controls
•Train employees on equipment and guard
functions.
•Train employees on de-energizing for cleaning,
servicing and lockout/tagout.
•Have a Plan of Action if guards malfunction or
break.
• If the equipment is older, retrofit guards or
replace.

29. Knives & Box Cutters
Knives & Box Cutters
Two of the tools most commonly
used by food service workers
are knives and box cutters. Box
cutters usually have removable
razor-sharp blades you can
change when they get dull.
Many models have 3
retractable blade
lengths, allowing you to vary the
length of the exposed blade
depending on the thickness and
density of the material to be cut.
Elimination: X
Substitution: X
Engineering: Safety Knives
Administrative: Proper
training, alertness on the job
PPE: Wear gloves made of
Kevlar or other cut resistant
material

30. Knives and Box Cutters:
Engineering Controls
Utilize Box Cutters with guards

31. Knives and Box Cutters:
Administrative Controls

32. Broken Glass
Safe Handling and
Cleanup of Broken Glass
Broken glass is a major
hazard not only for the
workers handling it but also
for consumers if, for
instance, tiny glass chips
contaminate food. Broken
glass that is not disposed of
properly can cause cuts and
deep wounds, some even
requiring amputations or
leading to blindness.
Elimination: X
Substitution: Plastic
Engineering: Heavier trash liners
and/or separate receptacles
specifically for glass
Administrative: Proper
training, alertness on the job, create
an exposure control plan/procedures
PPE: Wear gloves made of Kevlar
or other cut resistant material when
cleaning up broken glass. Protective
foot wear

33. Broken Glass:
Substitution Controls
Substitute plastic containers instead of glass
The absolute safest plastic numbers, for storing food are:
#2, HDPE, usually an opaque plastic used for milk
jugs, detergent bottles, juice bottles, toiletries and the like
#4, LDPE, used for things like plastic bags, food
storage, bread bags, some food wraps, squeezable
bottles
#5, polypropylene, used for a wide variety of applications
such as yogurt cups, medicine bottles, ketchup and syrup
bottles and straws

34. Broken Glass:
Engineering Controls
• Utilize heavier trash liners
• Use separate receptacles for
glass
Supplier to the dairy and food
processing industries since 1947
Toll Free 800-826-8302
http://NelsonJameson.com
Enter your zip, select your
material, find a facility, click and
navigate. It's that easy!
http://www.recyclerfinder.com/

35. Broken Glass:
Administrative Controls
• Create an exposure control plan/procedures.
• Example of a plan / procedure:
 Clear the area of patrons and personnel (utilize
caution signs to aid communication)
 If in the center of the broken glass, get
assistance from an employee in the vicinity.
 Before cleaning the glass utilize proper PPE
(shoes, gloves, safety glasses, etc.)
 Use a soft bristled broom to sweep all of the
pieces into a dust pan or tray.
 Properly dispose of the broken glass.
 Report and document the incident.

36. Cuts and Lacerations:
PPE Controls
Wear gloves made of Kevlar or
other cut resistant material
when handling knifes, other
sharp equipment or cleaning up
broken glass.

37. Ansell is a
manufacturer
of hand and arm
personal protective
equipment.
Safety Works is a joint venture of
MSA and privately-held MCR
Safety. The joint venture creates
the first, full-line glove, garment
and safety products company in
the North American retail market.

38. Burns and Scalds:
Grills, Burners, Fryers, Co
oking Pots and Steam
Potential Hazards: Any
person working around
heating equipment, like
steamers, ovens and
ranges, can potentially be
burned. There are several
ways that commercial
kitchen employees can be
burned.
Elimination: X
Substitution: X
Engineering: X
Administrative: Proper
training, house-keeping and
alertness on the job
PPE: Hot mitts, heat resistant
aprons, heat resistant
sleeves, eye/face protection
etc.

39. Hot Oil:
Administrative Controls
• Allow hot oil to drip
completely off before removing
the basket.
• Lower food and utensils into
hot oil slowly.
• Dry food and utensils before
putting them into hot oil.
• Do not drop food into a fryer.

40. Steam:
Administrative Controls
•Keep clear when opening
dishwashers.
• Communicate to other
employees to keep clear.
• Do NOT put head, hands
or torso over or near boiling
water or anything that is
steaming.

41. Hot Objects
(plates, pots, pans, etc.):
Administrative Controls
• Do not leave handles protruding over counter or
table edges.
• Do not touch anything hot (If unsure, ask or check
before handling).
• Use the buddy system to lift heavy stock pots.
• Consider the use of infrared thermometers.
• Observe and adjust foot-traffic patterns.

42. Burns and Scalds:
PPE Controls
• Use proper PPE: hot mitts, heat resistant
aprons, heat resistant sleeves, eye/face
protection etc.

43. Slips, trips, and falls and
contact with objects
Elimination: Utilize proper
storage to reduce clutter
These are most common lostworkday injury event in the
restaurant workplace. Most
slips and falls are caused by
water or grease on the floor.
Therefore, these sources for
potential accidents should be
emphasized and preventative
measures should be stressed.
Falls on ice and snow outside
in the parking lots (while going
to the dumpster, etc.) are also
quite common work-related
injuries.
Substitution: X
Engineering: Deploying slip
resistant floor mats
Administrative: Proper
training, housekeeping, communication and
alertness on the job
PPE: Slip resistant shoes and
other safety footwear

44. Slips, Trips and Falls:
Elimination Controls
• Keep kitchens and store rooms
organized
• Do not block aisle-ways
• Store materials and equipment
properly on shelves (do not allow to
overlap)
• Keep cords clear of water and other
liquids.
• Keep cords clear of aisle ways and
normal walking patterns.
• Winterize outside surfaces /
entryways

45. Slips, Trips and Falls:
Engineering Controls
• Utilize floor mats
and runners to make
floors less
slippery, and reduce
fatigue
• Upgrade to a more
slip resistant flooring
• Use non-slip floor
surface cleaners

46. Slips, Trips and Falls:
Administrative Controls
• Apply appropriate caution
signs to communicate when an
area is slippery or wet
• Enforce a “spill clean up”
policy
• “Spot mop” during rush times
to reduce affected surfaces
• Change water in mop bucket
often

47. Slips, Trips and Falls:
Administrative Controls
• Do not improvise: Use
ladders to reach high places do not use trash
cans, chairs, buckets, etc.
• Keep ladders conveniently
located
• Train employees on proper
use
National Ladder Institute
www.laddersafety.org

48. Consider Other Ladder Styles
Look for these features:
• Work platform
• Deep, non-slip steps
• Extended rail height
• Wide stance
• Lighter weight
• Tool tray

49. Slips, Trips and Falls:
PPE Controls
Use of slip-resistant shoes

50. Resources & Vendors
www.floormatcompany.com
www.restaurantsource.com
www.uline.com
www.compliancesigns.com
www.foodservicewarehouse.com
www.smartkitchen.com
www.safetydirectory.com
www.msa.com
www.ansellpro.com

51. Questions?

52. Jim Wirth, CPEA
jwirth@riskcontrol360.com
614-827-0370
877-360-3608

53. 
Two Takeaways
Injury Reporting Packet
Initial Treating Provider

54. 
Injury Reporting Packet
First Report of Injury

Initial Treating Provider

55. Personalized Label for Packet Envelope

56. First Report of Injury (FROI) Steps to Follow

57. Personalized BWC First Report of Injury (FROI)
Form

58. Personalized I.D. Cards

59. CareWorks Key Information Contact Card

60. Personalized Workplace Injury Posters

61.  Triage
 Early Intervention - Diagnostic Testing
 Prior Authorization
 Coordination of Care
 Communication
 Injured Worker
 Provider
 Employer

62.  MCO can take drug utilization one step further
 Medical Case Management requires Pharmaceutical
Review
 Review all meds
 Provide counseling to injured worker
 Discuss with provider
 Checking for meds unrelated to claim
 Our database identified multiple docs and providers
 Drug Utilization Review - potential $$ savings

63. Pharmacy Report

64. Remember Your Takeaways!

65. Thomas Cunningham, Ph.D.
National Institute for Occupational Safety and
Health
Disclaimer: The findings and conclusions in this
presentation have not been formally disseminated by
the National Institute for Occupational Safety and
Health and should not be construed to represent any
agency determination or policy.

66. 

The safety culture of an organization is the
product of individual and group
values, attitudes, perceptions, competencies, and
patterns of behavior that determine the
commitment to, and the style and proficiency
of, an organization’s health and safety
management (HSC, 1993).
Or, the way we do things around here.

67. 
John’s manager sees that John is chopping
vegetables at an amazing speed…

Should the manager:
A: Nod in approval; the food will be prepped on time
B: Say nothing
C: Tell John “Be Careful”; we don’t want him to cut
himself and stop working
D: Ask John why he is working so fast; try to understand
why John feels like he needs to rush

68. 
Attitude vs. behavior change

Behavior is easier to see, and easier to change

Change the behavior and attitude may follow

69. Attribution of the causes of injuries
 Chance vs. “person” causes vs. latent causes
 Look at the whole picture

Injury logs can help identify trends and problem areas.
 Exploring and documenting near-misses
Thorough walk-through
 Identify trip/slip/fall hazards
 Employee involvement for continuous improvement
What types of controls can be implemented?
 Ongoing monitoring and review to ensure controls are
effective.

How can we be preventive rather than reactive?

70. Most Effective /
Protective
Elimination
Substitution
Engineering Controls
Administrative Controls
Personal Protective Equipment

72. Coworker
reminder to
use
protective
glove
Employee
safely cuts
food
Employee
receives
appreciative
comment from
manager

73. 
Safety does not end with training

Must check for employee understanding

Have employees demonstrate safe behaviors
 Practice with feedback as part of training

Integrate behavior-based safety coaching into the culture
 Management commitment and employee involvement
 Peer observation and feedback
 Ongoing monitoring and review

74. Behavior
Load appropriate?
Back straight?
Use legs?
Hold load close to body?
Shoulders and hips aligned?
TOTAL
Safe
At-Risk
Total Safe Behaviors / Total Safe + At-Risk Behaviors
X 100 = % Safe

75. 
Consult managers and employees to get their
impressions of the problem areas and ideas / areas for
improvement.
e.g. Have them help to develop checklists

When people contribute to a safety effort, their
ownership and commitment to safety increases.
Employees communicate about safety

Perception of management/owner’s total buy-in for
safety practices and procedures increases employees’
participation.

Unsafe behavior is a symptom, not the disease
Unhealthy safety culture is a system problem

76. Email: Tcunningham@cdc.gov
phone: 513.533.8325

77. Keith L. Pryatel, Esq.
KASTNER WESTMAN & WILKINS, LLC

78. 78

79. 79

80. 80

81. 81

82. 82

83. 83

84. 84

85. 85

86. 86

87. 87

88. 
“Serious” = $7,000 per violation
“Substantial probability of causing death or serious
physical harm”

Failure to abate = $7,000 per day

Willful = $70,000 per violation, not less $5,000

Repeat = $70,000 per violation, not less $5,000
88

89. 
Fatality & Willful
$10,000 fine
6 months imprisonment
2nd conviction = 1 year imprisonment

De Minimis = $0

Instance by Instance Assessment

↑ size, history, good faith (written programs)
89

90. 90

91.  Training,
Training, Training
 Common
understanding between staffing
agency and place where worker works
91

92.  Corporate
 Lasts
wide, unannounced inspections
3 years
92

93. 
Changed OSHA criteria for classifying physical
and health hazards

Adopted standardized labeling requirements

Standardized order of information on MSDS

6/1/16 compliance deadline
93

94.  National
Emphasis Program
 119
workers killed in a Chinese poultry plant
because exit doors blocked or locked.
94

95. 
9,414 sites received letters based on 2011
illness/injury rates

Subject to unannounced inspections

Must have DART rate exceeding the
established “industry standard”

Letter – receiving establishments are prioritized
for inspections
95

96. 96

97.  PPE
Survey
Include Workplace Violence
 Hazard
 Fire
Communication
Fighting
 Evacuation
97

98. 
PPE Usage
Write up for misconduct
Cuts are predominate injury

Driver Training

Workplace Violence

Lockout/Tagout?
Even if sub-contracted

Injury Reporting
98

99. 99

100.  Call
a lawyer, a “good” one – ME!
 Abatement
proof
Pictures, bills, investment
 15
work days to request informal
 Informal
 Don’t
conference
take OSHA 1st offer of reduction
10
0

101. 
Bring helpful information
OSHA-300 logs for past years
Proof training
Proof disciplines
Is the citation correct?
Past inspections?
BWC Division of Safety & Hygiene
10
1

102. Questions?