Welcome New Members - American Society of Safety Engineers

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Volume 1, Number 3
2012
Wellness R eport
Welcome!
Welcome to the summer edition of the Health & Wellness (H&W) Branch publication. Summer
is the time when people get outside and enjoy the wonderful warm weather. I for one will be
outside working in my garden and enjoying activities, such as hiking, kayaking and biking. It is
also a great time of year to raise awareness of certain health and wellness matters, such as
nutrition by taking advantage of locally grown fresh fruit and vegetables, skin health by
wearing sunscreen and to be mindful of our activities in warm weather so we avoid the
adverse effects of too much heat, i.e., heat exhaustion and heat stroke.
I am excited to announce that H&W is definitely on the safety professional’s radar. Our first
webinar, The Workplace Wellness Web Fest, was held in April and was a success. For those
who missed it, it is now available on-demand. Another first for us happened at the recently
concluded Safety 2012 conference. We had a great turnout for the roundtable discussion we
hosted on “Why and How to Relate Health & Wellness to Safety” as well as for our first inperson H&W meeting. It was a great pleasure to meet and network with several safety
colleagues who share a great interest and passion for H&W.
The H&W Branch advisory committee recently completed our Strategic Plan for 2012-2013.
The primary goal for the next 12 to 18 months is to continue to grow our branch membership
and member involvement. All of us on the committee desire to transition from a branch to a
practice specialty, hopefully within 2 to 3 years. To achieve this, we need your help. Here are
three things that will help us meet our goal:
1. Tell your colleagues about the H&W branch and encourage them to join.
2. Join the advisory committee! No specific qualifications are needed except that you have a
passion for H&W and can commit a little bit of time each month. As you will read in the
Member Spotlight, the background, education and job position held among our committee
members are quite diverse so do not stay on the sidelines. Contact Krista Sonneson or me
and get involved.
3. Contribute to Wellness Report. Are you knowledgeable in a wellness area or do you know
someone who is? Let us know. We publish three times each year and are always looking
for good material to share with our members.
Inside This Issue:
What Do Safety, Quality &
Healthy Well-Being Have in
Common? ....................... 2
Safety 2012 Recap ........... 7
Top 10 Health & Wellness
Program Mistakes ............ 8
Health Education &
Wellness for
EHS Practitioners ............. 11
Member Spotlight: Jonathan
Klane .............................. 16
Sitting Disease: Fiction,
Fact or Hype? .................. 17
Member Spotlight:
Jill Kelby ......................... 19
Safe Well Guidelines......... 20
CDC National Healthy Worksite
Program .......................... 20
Need a Quick Boost? ........ 21
Health & Wellness Tips:
10 Gas Station Snacks ...... 24
www.asse.org/ps/hw
And finally, let us know what you think of Wellness Report. We appreciate your membership
and want to know if this benefits you personally and professionally. All ideas and comments
are welcome; after all, we are doing this for you!
May you have a wonderful, healthy and well summer!
Jill Kelby
Jill Kelby
Branch Chair
[email protected]
Vol. 1 No. 3
What Do Safety, Quality & Healthy Well-Being Have in
Common?
By Dee W. Edington, Thomas Golaszewski & Judd Allen
Health & Wellness Branch
The Health & Wellness Branch is
propelled by the volunteer advisory
committee which consists of the
following members:
Chair
Jill Kelby
Vice Chair
Janet Hayward
Secretary
Deb Fell-Carlson
Publication Coordinator
Elizabeth Sawyer
Membership Development
Angela Torres
Body of Knowledge
Jonathan Klane
Conferences & Seminars
Rose Overturf
Website Development
Rich Horan
If you would like to get more
involved and work with this great
group of volunteers, click here for
more information.
During the past half century, a powerful ethos evolved emphasizing the importance of
safety and quality performance in the workplace. Subsequently, work organizations in
nearly every industry learned not to tolerate the absence of safety or lack of quality
performance. Considerable effort and expense went into training programs, workplace
redesign, policy formation, metrics analysis and reward systems and other strategies
to ensure that employees avoided injury and efficiently produced products to exact
specification. It has become commonplace for companies to fully embrace workplace
safety and quality improvement; a mindset that grew because it was sound business
strategy. Whether to avoid needless expense associated with absence and disability,
fixing defects, repairing damaged image or addressing litigation, the industrial norm
for the 21st century is to create a safe work environment and to develop systems to
produce quality products.
Expectations
Our mission is to add employee healthy well-being to the organizational landscape at
the same level of safety and quality. All three would appear to share similar appeal to
both employees and executive leaders, whether in management or unions. If healthy
well-being is to become equal partners with safety and quality, we must treat them
the same and move them to a level where it is “expected” that enhancing employee
healthy well-being is part of the way work is done.
It is routine for executive leaders to receive monthly reports on safety and quality
metrics; the same should be true for healthy well-being. Executives know that high
performance leads to profit among other important business outcomes. They learned
that good practices in safety and quality lead to high performance. Now it is time for
the organization to learn that the value of healthy well-being leads to high
performance and thus to profit and other important business outcomes.
World Health Organization (WHO) defined health in its broader sense in 1946 as “a
state of complete physical, mental and social well-being and not merely the absence
of disease or infirmity.” However, many throughout the world use the latter part of the
WHO definition that is more suitable to medicine: the absence of disease or infirmity.
With this limited definition, populations throughout the world consider themselves
healthy until disease happens; then spend vast amount of resources to lessen the
disease in an attempt to regain health. In the U.S., employers largely embraced this
medical model definition by investing substantial resources in health and disability
insurance, occupational clinics and paid sick leave, for example. Although these efforts
are important, business and the broader society are just beginning to address the
lifestyle, environmental and cultural aspects of health that maintain broad-based
“state of complete physical, mental and social well-being” originally proposed by WHO.
Lessons Learned from Safety & Quality
The relationship of employee health to safety appears obvious. Workplace accidents,
depending on their severity, can undermine both physical and mental health,
potentially economic security and ultimately well-being. Further, employee accidents
have considerable known costs associated with their occurrence; whether direct costs
for medical care, absence and code violation fines or indirect costs for litigation and
negative publicity. Organizations understand that controlling safety problems limits the
cost of doing business as well as being morally justified.
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The relationship of health to quality is less obvious. For one, minimizing total costs of product development is a quality
axiom. Further, the quality movement emphasizes managing the systems that create and deliver products. Then, through
systems thinking, eliminate the source of problems upfront rather than having to address problems after the fact. When
applied to employee health, systems thinking is a direct contradiction to the medical model definition. Therefore,
providing services to improve employee health before disease arises is a quality-based rule of thumb. Interestingly, one of
the founders of the total quality movement, Edward Deming, lists “needless medical costs” as one of his “Seven Deadly
Sins of Management.”
Evolution from Wellness/Health Promotion to Healthy Well-Being
A substantial number of employers embraced an early form of healthy well-being programming (health promotion and
wellness). These healthy lifestyle initiatives could learn much from the evolution of the workplace safety and quality
improvement efforts. For example, both safety and quality improvement practices focus on the conditions and work
processes that influence outcomes. Just as health promotion does today, both safety and quality improvement efforts
once emphasized individual character defects and motivation. During those early days, employers approached safety and
quality by weeding out poor workplace designs, policies and careless or poorly behaved employees. Over time, it became
clear that the greatest gains could be achieved by looking more closely at the conditions that contributed to the incidents.
The added environmental focus led to substantial improvements in both quality and safety. It is likely that improvements
in healthy lifestyle initiatives would occur if the approach to health promotion were to evolve to healthy well-being. This
approach would include typical health enhancement programs plus psychosocial factors, along with improvements to the
underlying conditions at work, at home and in the community that lead to a high quality of life.
The ability to learn from critical incidents could add value to health promotion and wellness programs. When a safety
accident occurs, an incident report is filed that fully investigates the cause of the accident. A similar approach could be
applied in a workplace health promotion initiative when an employee adopts an unhealthy behavior, such as substance
abuse, inactivity, poor sleep practices or an unhealthy diet. Also, quality improvement metrics could add much to health
promotion initiatives. Although feedback is often given to individuals in the form of a health risk appraisal report,
aggregate data are not available to middle managers and work teams. In sharp contrast, information about quality and
safety is available so that people can set goals and track their progress. If managers and work teams will take
responsibility for promoting healthy lifestyles, they will need good data on which to base their decisions. Lessons learned
could help to form policy and procedures that would one day prevent another employee from adopting a poor health
practice. Health promotion has yet to adopt the powerful approach that has become a standard in safety programs.
Sustained lifestyle change is difficult to achieve. The long-term success rate is less than 20% for almost all lifestyle
improvement goals. Such high failure rates undermine enthusiasm for healthy lifestyle initiatives. On the other hand,
applying quality improvement principles toward achieving a much lower failure rate could address this problem and could
add substantially to the value of health promotion programs. It is likely that such a quality improvement approach could
double or triple the value of health promotion activities.
Healthy Well-Being Follows the Lead of Safety & Quality Improvement
They share a need to change norms, mobilize social support systems and strengthen the social climate. For example,
good sleep is a safety, quality and health promotion goal. The current norm for sleeping less than 7 hours daily must be
changed. A systematic and systemic approach is needed to change the cultural influences shaping sleep norms. Cultural
touch points, such as rewards, training, communication, pushback, traditions, modeling and resource commitment, must
be aligned with new norms for healthy sleep.
Common interest is also seen in the need to improve the social climate. Few safety, health promotion and quality goals
can be achieved when people do not get along. Much greater progress can be achieved when there is a strong sense of
community, shared vision and positive outlook.
•
•
•
Healthy well-being, safety and quality must transition from being primarily negative and fault-finding enterprises to
adopt a strengths-based and affirmative approach.
Activities that promote healthy lifestyles, quality and safety need to foster a sense of community. These initiatives can
provide opportunities for people to get to know each other, care for each other in times of need and to build trust.
Healthy well-being, quality and safety must tie in with an inspirational and shared vision of where the organization is
heading. It cannot be just about saving money and not violating the law. It cannot just be a laundry list of activities.
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The great thing about healthy well-being, quality and safety is that they offer many great benefits. It has been a mistake
to sell these endeavors short with a stale and more limited value proposition. The goal of safety, quality and healthy wellbeing must have a direct connection to current organizational goals.
Well-Being
As seen previously in the WHO definition, well-being is conceptually similar to heath and sometimes actually serves as a
synonym. Well-being is technically defined as “a good or satisfactory condition of existence; a state characterized by
health, happiness and prosperity.” A clear cross-linkage is evident among these terms. Health is a state of well-being;
well-being is a satisfactory condition of health. Smith (2006) adds to this discussion by stating that perceived well-being
derives from a composite of physical, psychological, social, economic and environmental factors, which mirrors the WHO
definition of health. Shifting to the workplace, Juniper (2011) indicates that well-being is what “they [the employees]
perceive to be determined primarily by work and can be influenced by workplace interventions.” Therefore, employee
well-being, as opposed to general well-being, is contextually limited to what occurs at work or to other life factors the
workplace can reasonably address.
Researchers define numerous variables that impact this psychological dimension, including job security, job control,
working hours, management support, technology development and workplace diversity, among others. What appears to
be consistent among these discussions is that employee well-being is a subjective state that is shaped by multiple
workplace factors, employee personality traits and sociodemographic characteristics. Subsequently, perceived well-being
varies considerably by industrial sector and workforce makeup. Importantly, however, when well-being is perceived high,
positive outcomes generally accrue for the organization. Employee well-being may be the common thread that this
discussion addresses: the safety, quality and employee health interaction. Consider the following.
Daniel and colleagues (1999) in an earlier review indicated that research shows
that greater employee well-being is significantly associated with better job
Health is a state of well-being; performance, lower absenteeism, reduced probability of leaving an employer
and the occurrence of more discretionary work behaviors. One noteworthy
well-being is a satisfactory
research initiative that emphasizes this point was provided by the Gallup Poll
condition of health.
organization. Thirty-six companies from across multiple industries, representing
nearly 8,000 business units and almost 200,000 respondents, were both
quantitatively and qualitatively assessed for more than 30 years. In a metaanalysis that followed, Harter, Schmidt and Keyes (2006) concluded that the presence of positive workplace perceptions
and feelings [in essence well-being] are associated with higher business unit customer loyalty, higher profitability, higher
productivity and lower turnover. Multiple studies on the topic show a similar pattern.
Addressing the Healthy Well-Being, Safety & Quality Connection
We opened this discussion with a question: “What do safety, quality and employee healthy well-being have in common?”
We conclude that they have much in common. First, they all contribute substantially to the financial viability and longterm success of the organization. Second, they systematically overlap, such that where progress is observed in one
component, improvement in others generally follows. Third, they share a common intervention methodology with respect
to how they are systematically implemented, i.e., a focus on data collection and monitoring, employee training, policy
restructuring, applied reinforcement contingencies, cultural norm development and so on. Fourth, they only succeed
when management takes a strong leadership role in committing the organization to meeting these outcomes. And last,
none work well unless there is an across-the-board organizational “buy-in” where all leaders, employees, work units and
vested interests share a common goal.
The authors, longtime health management proponents, have adapted their thinking to expand both the scope of
workplace health as well as the methods used to deliver it. As discussed here, we see worksite health enhancement as
one part of a constellation of employer initiatives that also includes safety, well-being and quality work performance as
related concepts. We still embrace risk factor management, but our goals are much broader now, as is our strategic
thinking in how this process should be organized and delivered. For example, we recognize the power of the environment
to shape human behavior. Subsequently, we define the workplace environment as all tangible characteristics that make
up its setting. Therefore, we measure this environment as it relates to health issues and seek to influence factors, such as
the administrative makeup, policies, physical support structures, communication avenues and reinforcement mechanisms
that have some influence on our broad objectives. Similarly, we recognize the power of the organizational culture and
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realize a reciprocal relationship exists between programmed environmental conditions (as above) and the norms, values,
beliefs and social supports of the workplace. When the environment is structured correctly and the culture is consistent
with the organizational mission, we envision mentally and physically healthy employees, working under safe conditions,
for a responsive and supportive employer, leading to motivated and attentive workers producing quality products.
Conclusion
Safety and quality proponents learned that a company cannot wait for defects and then scramble to fix them, although
that was the strategy for some time. Eventually, they learned that they must fix the systems that led to defects. The
more we learn about employee healthy well-being, the more we recognize the same reality. Albert Einstein stated the
solution as, “The world we have made as a result of the level of thinking we have done thus far creates problems we
cannot solve at the same level of thinking at which we created them.” It is clear to us that the medical and health
promotion/wellness models of today are necessary but not sufficient to carry the U.S. or any nation to a healthy and highperforming country. The healthy well-being model proposed here, incorporating elements of safety and quality,
represents a next level of thinking. Presumably, Albert Einstein would agree! ◊
References
Blanchard, K. & Edington, D.W. (2009, Summer). Averting the collision between rising healthcare costs and corporate
survival. Leader to Leader, 53, 24-30.
Burton, W.N., Conti, D.J., Chen, C.Y., Schultz, A.B. & Edington, D.W. (1999). The role of health risk factors and disease
on worker productivity. Journal of Occupational and Environmental Health, 41(10), 863-877.
Danna, K., Griffin, R.W. (1999, June). Healthy well-being in the workplace: A review and synthesis of the literature.
Journal of Management, 25(3), 357-384.
Edington, D.W. (2001). Emerging research: A view from one research center. American Journal of Health Promotion,
15(5), 341-349.
Edington, D.W. (2009). Zero trends: Health as a serious economic strategy. Ann Arbor: Health Management Research
Center, University of Michigan.
Golaszewski, T., Allen, J., Edington, D.W. (2008). Working together to create supportive environments in worksite health
promotion. American Journal of Health Promotion: The Art of Health Promotion, 22(4), 1-10.
Grawitch, M.J., Gottschalk, M. & Munz, D.C. (2006). The path to a healthy workplace: A critical review linking healthy
workplace practices, employee well-being and organizational improvements. Consulting Psychology Journal: Practice and
Research, 58(3), 129-147.
Harter, J., Schmidt, F. & Keyes, C. (2006). Well-being in the workplace and its relationship to business outcomes: A
review of the Gallup Studies. The Positive Person and Good Life. Washington, DC: American Psychological Association.
Juniper, B. (2011). Employee wellbeing. Occupational Health, 63(10), 25.
Musich, S.A., Napier, D. & Edington, D.W. (2001). The association of health risks with workers’ compensation costs.
Journal of Occupational and Environmental Medicine, 43(6), 534-541.
Schultz, A.B., Chen, C.Y. & Edington, D.W. (2009). The cost and impact of health conditions on presenteeism to
employers: A review of the literature. Pharmacoeconomics, 27(5), 365-378.
Smith, L. (2006). Road to wellbeing. Occupational Health, 58(5), 20-22.
Warr, P. (1999). Well-being in the workplace. Well-being: The Foundations of Hedonic Psychology . New York: Russell
Sage Foundation.
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Wilson, M.G., Dejoy, D.M., Vandenberg, R.J., Richardson, H.A. & McGrath, A.L. (2004, Dec.). Work characteristics and
employee healthy well-being: Test of a model of healthy work organization. Journal of Occupational and Organizational
Psychology, 77(4), 565-588.
Yen, L., Schultz, A.B., Schaefer, C., Bloomberg, S., Edington, D.W. (2010). Long-term return on investment of an employee
health enhancement program at a midwest utility company from 1999 to 2007. International Journal of Workplace Health
Management, 3(2), 79-96.
Dee Edington, Ph.D., is professor, Health Management Research Center, School of Kinesiology, at the University of
Michigan. He is also founder and CEO of Edington Associates in Ann Arbor, MI. He can be reached at
[email protected].
Thomas J. Golaszewski, Ed.D., is professor emeritus, Department of Health Science, at the State University of New
York-Brockport. He can be reached at [email protected].
Judd Allen, Ph.D., is president of the Human Resources Institute in Burlington, VT. He can be reached at
[email protected].
Near-Miss Reporting: The Missing Link of Safety Culture Revolution
July 25, 2012, 11:00 am-12:30 pm (Central)
Timely Ergonomics: Age Considerations
August 8, 2012, 11:00 am-12:30 pm (Central)
Brought to you by the Ergonomics Practice Specialty
Unlocking the Code to Human Error
September 5, 2012, 11:00 am-12:30 pm (Central)
Managing Contractor Safety
September 12, 2012, 11:00 am-12:30 pm (Central)
10 Reasons Your Risk Assessments Are Inadequate
October 10, 2012, 11:00 am-12:30 pm (Central)
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Safety 2012 Recap
ASSE’s Safety 2012 conference was held in Denver, CO,
from June 3-6, 2012. Overall, the conference was a huge
success, with one of the highest attendance rates in
history, the most exhibitors ever, tons of interesting
sessions, great speakers and new elements, such as the
Safety 2012 app, the Safety Survivor game and much
more. In particular, the Health & Wellness (H&W) Branch
had a very successful conference, with our first annual
face-to-face open meeting and networking event and
roundtable. Additionally, Joe Klancher was honored as the
H&W Branch Significant Contributor. Joe is the outgoing
Healthcare Practice Specialty Administrator and founding
member of the H&W Branch. Joe’s guidance and efforts
led to the creation of this new branch, and he has
supported the branch’s advisory committee from
the very beginning. Congratulations to Joe on his welldeserved honor. To learn more about the Council
on Practices & Standards’ awards program, visit
www.asse.org/ps/awards. Jill Kelby was also
recognized as the inaugural Branch Chair. Jill has
been instrumental in getting the branch off to such a
good start.
Please note several Safety 2012 presentations are
available on SafetyNet, the social networking site
accessible to all conference attendees. If you have
not yet signed up for SafetyNet, you can still do so by
visiting safetynet2012.ning.com and creating a
profile.
If you could not make it to Safety 2012, speaker
videos can be accessed here. Audio recordings of
select Safety 2012 concurrent sessions are also now
available for purchase and download. To view
available sessions, click here. Proceedings will be
available in the Members Only section shortly, so
keep an eye out.
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Top 10 Health & Wellness Program Mistakes
By John Hofman, CSCS, M.S.
Starting a health and wellness program tends to be a challenging task, but if set up correctly, it will have huge benefits in
the long run. Many chiefs, captains and safety officers have enough on their plate without having to worry about
implementing a health and wellness program. Still, with the increased costs in our healthcare system, having a health and
wellness program is no longer a luxury but rather a necessity. So where do you start?
1. Who Will Oversee the Program?
This is the most important question before you design your program. Will it be a safety officer? Division chief? Captain?
Firefighter? Or maybe someone else? Many fire departments assign a captain or firefighter to oversee the program, and
in most cases, this can be challenging. First, you are asking the firefighter to do two different jobs, usually without a pay
increase. Second, the time commitment needed to perform each job successfully is difficult. Third, barriers could isolate
firefighters, which make them ineffective. Because they are both a firefighter and a health and wellness professional, a
certain stigma could be created from senior staff, online personnel or the union. This creates an “Us vs. Them”
environment, which in the long term could create distrust.
To truly have a successful health and wellness program, a strength and conditioning professional should be hired. An
individual who has the knowledge, experience and personality that could adapt to the fire culture. A personal trainer
could be the answer, yet they generally work on contract, which could lead to a lack of ownership and therefore not
maximize your program. Also, they could lack the required knowledge of performance training and rehabilitation needed
to help firefighters. You could hire a physical therapist, but they tend to think differently because of the way they were
trained and educated. Although experienced in rehabilitation, some lack in the performance enhancement side. Finally,
there is the performance coach (or certified strength and conditioning coach). These coaches are generally found in the
college or pro ranks where they focus on developing athletes’ overall physical abilities. Some are familiar with certain
rehabilitation principles, but mostly they focus on strength and conditioning.
Because the fire service is fraternal, it is much like a sports team. They tend to be a close family but not necessarily open
to many outsiders. This is where the performance coach has an advantage over the personal trainer and physical
therapist. They are generally dealing with teams so they must be smart on the performance side, but they must also
develop their motivational and coaching skills. Whereas the personal trainer is generally one-on-one and the physical
therapist is usually in a clinical setting, they may lack that experience working within a team environment. A successful
performance coach will also be experienced in the politics associated with coaching staffs, administration and the players,
which will help them bridge the gaps between senior staff, online personnel and the union.
Whoever oversees your program needs to be knowledgeable, experienced and an effective communicator. The position
will require 100% commitment to be effective, and they must be patient in developing the program. Overall, the best
candidate would be someone who has experience working with teams (or within a similar culture), knowledgeable in
performance training philosophies as well versed in rehabilitation programs (and knowing the difference).
2. Create a Plan
You would not come up on a fire scene without sizing up the situation, so why would you develop a program without a
strategic plan? First, you need to think about the overall goals you want to achieve. Certainly, a high return on investment
(ROI) is ideal, but it will take years to see any ROI and it may not even be a realistic option given the scope of your
program. Perhaps you want to be more specific and set your goals on certain levels of participation (i.e., 25%
participation in 1 year), purchase equipment, develop policies, establish fitness assessments or build relationships. A goal
for year two may be 50% participation. Years three and four could focus more on behavior changes and cost-saving
strategies, such as a more effective injury prevention program, return-to-duty/light-duty policy or a medical screening
program.
Simple goals would be to make the firefighters feel appreciated and therefore more excited about health and wellness.
Fitness needs to be embraced from the top down and should not be discouraged. Once you have selected your
professional and have identified your goals, you will be able to design a method to gather your data and the strategy
needed to help you achieve these goals.
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3. No Data
Two things need to be identified to ensure a successful health and wellness program: 1) what areas your firefighters are
interested in and (2) what health risks are associated with your fire department. Then you need to find a way to combine
these two. A survey is a good starting point; it will allow you to gauge their interest in various topics of health and
wellness. Be sure to make it confidential, or if possible, make it anonymous—this will only increase your chances of
participation. It is important to understand your culture and their attitude toward health and wellness. You may think they
want a new treadmill, but they want a concept 2 rowing machine. It is important to try and meet the needs of the
firefighter, otherwise you will waste time and resources on a program that will have little participation. It is also good to
know what they like to learn about as well how they like to learn—webinars, multi-company drills, newsletters.
The other piece of the puzzle is asking employees to participate in some type of health screening. Maybe a
screening/online personal health assessment or a fitness assessment (again both need to be confidential). Once you have
aggregate data, you will be able to identify those health risks that need to be addressed. For example, the fitness
assessments have shown that 70% of your firefighters are below the recommended aerobic capacity (VO2) of 42. Or
maybe you have discovered that 50% have high blood pressure. Based on the results, you should be able to design a
more effective program while also show some cost avoidance by increasing their VO2 or by lowering their blood pressure.
4. Stretching is Not Enough
Offering a stretching program for firefighters once a week is great, but it is not a health and wellness program. Too often,
fire departments offer a few wellness options, such as on-site yoga, workout time in the station, quarterly newsletters,
discounted gym memberships and a yearly health fair, and believe
they have a health and wellness program in place. These are
considered health and wellness activities and cannot be
considered a true comprehensive program
A program should consist of specific goals from the start with a
strategy to obtain them. That means thinking about
communication, maybe incentives (maybe lower their insurance
premiums for participation), gauging their interest and developing
a yearly calendar that reflects the programs you will offer. You
may want to incorporate other programs that focus on firefighter
health
and
wellness.
Programs,
such
as
FirefighterFitnessOnline.com, Tacfit Firefighter, NSCA-TSAC and
Athletes Performance, are all excellent resources that focus on
firefighter fitness and can complement any health and wellness program.
5. Do Not Focus Only on High Risk
It is easy to target those with the most health concerns. They are generally the biggest cost drivers on claims. Firefighters
with five or more health risks (obesity, diabetes, sedentary lifestyle, high cholesterol, high blood pressure, etc.) are the
ones who are most likely driving up health insurance claims. While it is important to engage these individuals, you need
to focus on all your firefighters. It is just as important to keep those who are healthy stay healthy.
As we age, our health declines. We become more sedentary, gain more weight, our blood pressure increases, etc. So the
firefighters who were low-risk in the academy may naturally move to medium-risk by age 45. However, if you have a
comprehensive health and wellness program that focuses on both healthy and unhealthy firefighters, you may be able to
keep those low-risk firefighters in that category while at the same time move the high-risk people to medium-risk. This
means offering a variety of programs that appeal to your entire population.
6. One Size Does Not Fit All
We all wear different size shoes, so we will not all be interested in the same type of health and wellness. So a discounted
gym membership may appeal to one firefighter, but what about those who prefer to work out at home? Some firefighters
are in great physical shape and enjoy high-intensity training, but what about the sedentary firefighter? These types of
workouts can be intimidating and difficult for someone who has not started an exercise program. So a beginner’s exercise
program may be more appropriate to get them active again. But what about the firefighter who trains for marathons and
works many shifts? They may benefit from a workout to aid in recovery.
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Offering a variety of programs is important. It is highly unlikely that you will ever reach 100% participation, but you are
more likely to get good participation by offering activities that appeal to different people. Remember, health and wellness
is not only about exercise and nutrition. It is also about handling stress, mental and emotional wellness, having a healthy
family, getting preventative screenings, quality sleep, etc. Do not continue to offer the same programs every year without
any alternatives. Try to expose your firefighters to different concepts or exercise programming.
7. No Budget
You must have a budget. It is impossible to get something for nothing. Your
greatest investment will be the fitness professional you hire (and it is an
investment). They should be able to contact other fitness professionals as well
as local fitness centers in the area to help build the program. Often, these
fitness professionals need to get something in return. They may agree to
present a “free” seminar with the expectation that they will have a captive
audience to whom they can promote their service. Having no budget is not an
excuse to not have a health and wellness program. Also, your fitness
professional should be creative, even on a limited budget. Developing
relationships with other professionals is standard, and those who excel in this
industry are generally open to helping other like-minded people with no strings
attached. Over time, the investment you made with your “coach” should pay for
itself.
Health and wellness is not
only about exercise and
nutrition. It is also about
handling stress, mental and
emotional wellness, having a
healthy family, getting
preventative screenings and
quality sleep.
8. Lack of Support
Union officials and management not only need to support the program (i.e., approve the budget), but they need to
participate as well. The most successful programs are the ones where the captains and battalion chiefs visibly participate.
It sends a message that this is something that is important for the entire department and not just a phase.
9. No Tracking
It is difficult to track the success of a health and wellness program if you do not track anything. At the very least, you
should track participation. You want to see how many firefighters participated in your annual fitness assessments (which
should be volunteer-based) from year to year. Or maybe how many participated in your multi-company drill. If at all
possible, it is best to measure and track verifiable results. This can be done with technology, such as fitness database
software or a weight management program to track weight loss.
10. No Future
A health and wellness program needs constant attention. Once your first successful year is completed, it is easy to think
the program can sustain itself. False! You must continue to monitor and evaluate the program. Reestablish new goals,
keep a pulse on both firefighter and department needs and continue to offer new and exciting programs. ◊
John Hofman, CSCS, M.S., is an expert in the field of firefighter health and wellness and has several articles posted on
www.Firefighterfitnessonline.com. As the strength and conditioning coach for the Sacramento Fire Department, Hofman
oversees the Wellness Center, coordinates the department’s medical and fitness assessments, develops recruit fitness
training, preemployment medical and fitness evaluations and assists the department’s 20 certified peer fitness trainers. In
addition, he works as the strength and conditioning coach for the California Regional Fire Academy, Sierra Fire
Technology Program, Rocklin Fire Department and South Placer Fire District. He also consults with the Fire Agency SelfInsurance System of California. Hofman is certified by the National Strength and Conditioning Association, USA
Weightlifting—Sports Performance Coach, USA Track and Field—Level 1 Coach, Functional Movement Screen and ACE
Peer Fitness Trainer. He speaks on a variety of firefighter health and wellness topics, such as fire ground rehabilitation,
low-back injuries and developing a health and wellness program.
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Health Education & Wellness for EHS Practitioners
By Jonathan Klane, M.S.Ed., CIH, CHMM, CET
In environmental health and safety (EHS), we use and apply a variety of consistent principles to protect employees and
others. We can use and apply the same principles to our organization’s (and/or our own) wellness, health education and
health promotion programs (HPPs).
This article (and the original conference presentation) is designed to provide EHS practitioners with 26 of these consistent
principles for their use in their organization’s (and/or their own) wellness, health education and/or HPP. Each “principle” is
listed and discussed from both the EHS and wellness perspectives. Examples are given (where applicable). The wellness
principles are written in the second person, but they are also meant to be conveyed to employees for their wellness.
EHS: Do a walk-around survey to assess the situation
One of the first steps in an EHS evaluation is to do a “walk-around survey” to assess the work process. We observe
processes, workers, materials, equipment and practices to assess the potential for hazards.
Wellness: Check yourself out
In wellness we do the same—we take a look in the mirror. We ask ourselves, “What shape am I in? Do I have too much
weight in my belly? What are my hazards to myself?”
EHS: Study your industry for trends and/or probable hazards
We study the assembly lines, processes, etc. for the hazards inherent to them [e.g., musculoskeletal disorders (MSDs),
etc.]. The hazards of your industry are likely your organization’s as well.
Wellness: Know your genes/heritage for diseases/health issues
Study your family history (i.e., your parents, siblings, aunts/uncles and children). It is a question that we all answer on
the paperwork at our doctor’s office: “Has anyone in your immediate family had any of the following diseases?” Heart
disease, hypertension, diabetes, cancers, etc. The diseases of your family members are likely yours as well.
EHS: Get a third-party professional audit
If we wish to objectively assess how we are doing with our organization’s EHS, one way to determine is to be audited. We
solicit and get a third-party independent audit. It will give us an objective opinion on how we are doing with
recommendations on where to focus our attention.
Wellness: See a doctor and a fitness expert and/or get a health risk analysis (HRA)
Want to know how you are doing health-wise? See your doctor. You will get an unvarnished viewpoint. In wellness and
HPPs, a baseline evaluation is the HRA. You get your weight, pulse, blood pressure, cholesterol, triglycerides, etc. as an
independent assessment. It gives us a “starting point” to focus our attention for helping employees be healthy.
EHS: Do some monitoring/testing for toxic contaminants
If we want to know how we are doing relative to healthy air, we test for a variety of hazardous chemicals—solvents and
other volatile organic compounds (VOCs), metals and other inorganics, etc. We need to test to see what sorts of toxins
we have in the workplace.
Wellness: Get your lab workup done
If we want to know how we are doing relative to our health levels, we need to do some testing. We typically get a blood
test for health parameters, including HDL/LDL ratio, triglycerides, iron, glucose, etc.
EHS: Protect against carcinogens
In EHS, we strive to protect our workers from carcinogens, such as asbestos, benzene, chlorinated hydrocarbons, etc. We
know that we need to minimize exposures to carcinogens.
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Wellness: Avoid cancer
In wellness, we also know to avoid factors associated with higher incidence rates of cancer. We advise others to quit
smoking, lose weight, eat more veggies and exercise. It is likely that if the same workers did these from a wellness
standpoint, it would do more to reduce cancer cases than our efforts regarding workplace exposures to carcinogens.
EHS: Read the lab results for understanding
Reading lab reports of workplace air monitoring is not a straightforward process for most workers. There are all sorts of
chemicals vs. limits (OSHA PELs vs. ACGIH TLVs), bio-aerosols (mold) without standards, CO 2 levels regarding ventilation,
etc. Workers need us to help them understand the results and the overall context for their health and any implications.
Wellness: Read the lab results for understanding
Have you ever tried to read your lab report from a blood test? The different
cholesterols and ratio, triglycerides, a complete blood count, etc.—there are
just many numbers. We need the doctor (or health professional) to help us
understand it too.
EHS: Benchmark yourself to others
If we want to see how our facility compares to others of a similar industry,
we benchmark ourselves to others. We compare our “numbers” (e.g.,
incident rates, etc.) with other locations, companies, industry standards, etc.
Wellness: Calculate your BP, resting pulse, abdomen/waist ratio,
BMI, body fat percentage, etc.
If we want to see how we are doing health-wise, we need to look at our
“numbers.” We need to know our numbers and compare them to acceptable
standards for other healthy individuals. Is your BP >120/80? Is your pulse
>72?
EHS: Anticipate, recognize, evaluate and control hazards
The general precepts of industrial hygiene (IH) are to anticipate, recognize, evaluate and control health stressors in the
workplace. We anticipate that ongoing low-level exposures lead to chronic health issues. We recognize certain chemicals
and dusts. We can evaluate MSDs from repetitive movement processes, etc. We know how to implement effective
controls.
Wellness: Recognize signs of disease
We can anticipate that in time we may develop cancer, CVD, (pre-)diabetes, hypertension, etc. from our lifestyle. We can
recognize signs of disease (persistent cough for lung disease, significant belly fat for diabetes, etc.) We can evaluate
these diseases (or rather a doctor can). We can take steps to control the disease as well (e.g., change our diet, exercise
more, etc.)
EHS: Provide effective hazard communication
PEL, TLV, IDLH, TWA, MW, FP, IP, VP, etc. It seems like there are a million different abbreviations and acronyms. You
must be able to read and understand MSDSs, container labels and other hazcom-related information. OSHA requires
effective hazcom training.
Wellness: Read labels
Fats (omega-3s, saturated, monounsaturated, polyunsaturated, transfats, “partially hydrogenated”), whole grains vs.
refined or enriched flour, daily values based on a 2,000-calorie/day diet. There is much to understand about food these
days. We are told that certain fats and carbs are bad for us, even hazardous. “Transfat-free” does not always mean that
there is no transfat in it. We need to get effective education on food label reading.
EHS: Hierarchy of controls
Eliminate, substitute, engineering, administrative and PPE (ESEAP). We all know, train others in and implement the
hierarchy of controls. It rolls right off our tongue. Do the first one(s) and you will not need (as much of) the latter ones.
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Wellness: ESEAP too
Eliminate “bad” fats and “junk” food, substitute “good” fats for bad and full-fat dairy for “lite” dairy, use
sprayers/shakers/spritzers for fats, mix your own dressing, dunk it on the side, add more veggies to dishes, use smaller
plates, dishes and glasses, and read/learn more. We can adapt and create our own “hierarchy of controls” from a
wellness standpoint.
EHS: Understand the various applicable regulations and/or standards
OSHA, EPA, FDA, DOT, DEP, CDC, ANSI, NFPA, ASTM, ACGIH, etc. There are many rules, federal and state regulations,
standards organizations, EHS principles, etc. We spend our work lives striving to understand the implications of them all
fully.
Wellness: Understand the rules of a healthy lifestyle
We get the same wellness messages repeatedly: do not smoke, eat less, be more active, enjoy a varied diet of healthy
foods. We can understand these rules and help others understand them better. Sometimes they change or seem to be in
conflict, and we need to keep up with the latest research and conventional wisdom.
EHS: Understand basic math and science of IH/EHS
Algebra, biology, chemistry, geometry, physics, statistics, etc. If you are in IH/EHS, then you use math and science
weekly if not daily in your work life.
Wellness: Understand basic math and science of healthy life
Calories in – calories out = weight
Genetics + environment = health
Math and science apply just as much to wellness as well. There are equations (see above). Much medical science goes
into wellness recommendations—double-blind controlled studies, for instance. We must understand, show value for and
explain the science to others we help protect.
EHS: Incentives may or may not work
Much debate surrounds incentives. All sorts of types and programs with questionable effectiveness. Problems include nonreporting of incidents, seeing one’s own doctor, peer-pressure, etc.
Wellness: Incentives fail to motivate us consistently
We have all tried to make healthy changes only to have them fail after a while. Most of us have tried different things with
less-than-stellar results. New Year’s resolutions gone bust, yo-yo dieting, diet of the month, tiring of workouts/equipment,
etc. There is much debate about what works and what does not in wellness, too.
EHS: Behavior-based safety (BBS) requires work, commitment, training, help
BBS is not an easy program to successfully implement. Training, time, money, resources, production are all factors for
BBS. It can be difficult and frustrating to “motivate” workers regarding a BBS program.
Wellness: Only real motivation is from within one’s self
Motivation is an elusive trait. What works for one does not work for another. The saying, “Different strokes for different
folks,” applies quite well. We can understand it, but to facilitate it in others is not so easy.
EHS: It may take a while to see any benefits, and you may lose temporary gains if you stop
The benefits of even a proper EHS program usually do not appear right away. Ergonomics, BBS, committees/teams, etc.
all take a while for differences to become apparent. Worse yet, if people “slack off” on attention to an EHS program,
benefits slip away.
Wellness: It may take a while to see any benefits, and you may lose temporary gains if you stop
Wellness is a lifestyle. The word “diet” is usually thought of as temporary. Once stopped, results slip away. Diet/exercise
and weight control, lower BP, etc. all take time to have a measurable effect. We need to adopt “lifestyle” changes for
benefits to show as well.
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EHS: Do not change everything all at once
As EHS professionals, we know better than to try to change several programs at the same time. We typically roll out one
EHS program at a time. If we were to attempt to change the company’s processes, controls, practices, PPE, etc. all at
once, chaos would be the only thing we would likely accomplish.
Wellness: Make gradual changes and change only one thing at a time (that is “doable”)
Ever know someone who tries to change all sorts of aspects of their lifestyle at once? Likely they were not successful and
reverted back to their old ways quickly. Behaviorists say that it is easiest to change one thing at a time and to do it
gradually. This is intuitive too. So instead of changing all full-fat dairy in your life to lite all at once, try just changing milk
and doing it gradually—go from whole to 2% to 1.5% to 1% to 0.5% and finally to skim.
EHS: Off-the-shelf stuff may not work—you may need to customize it to fit
Most EHS professionals realize that a canned program or training will not work—it must be customized to fit one’s
organization. For instance, a LOTO station may not come equipped with all of the “right” devices.
Wellness: Off-the-shelf products may not work—you may need to customize them to fit
Similarly, wellness initiatives may not fit every person the same—they often need to be customized. Every fitness program
will not fit every person—they are not at all “one size fits all.” They each must be tailored to the individual’s needs, goals,
lifestyle, etc.
EHS: Measure ongoing progress
If we wish to evaluate how we are doing, we must measure our progress. We compare our lost time, incidents,
modification rate, etc. to our baseline where we started. If we see sufficient
progress, we keep at it. We are encouraged, and management keeps up their
much-needed support.
In wellness, we know that
Wellness: Measure ongoing progress
If you try to keep at a new lifestyle change for the better, you need to see progress
to keep at it. Whether it is your weight, BMI, measurements, workouts, BP, resting
pulse, perceived effort, VO2 max, etc., you need to measure your progress and that
encourages you to continue.
short-term changes do not
work—only permanent
lifestyle changes that are
sustainable work.
EHS: Post reminder signs
We must put up certain warning signs advising workers of hazards in an area, process or equipment. We also often post
signs that instruct workers on PPE, safe practices, etc. Lastly, we might hang signs to help “motivate” workers to be safe.
Wellness: Put up reinforcements
We can post many motivators to help us stay on target. Pictures, reminders, progress and encouragements all help
motivate us and keep us focused.
EHS: Must keep at it all the time
We cannot let our guard down lest our EHS program collapse. EHS requires that we stay focused, keep at it, maintain
attention to it, etc.
Wellness: Must make lifestyle changes
In wellness, short-term changes do not work—only permanent lifestyle changes that are sustainable work. It is about our
entire lives—not about “this month.”
EHS: Little things (and lots of them) matter
In a company’s overall EHS program, even changes to each of the various programs will equate to a significant
improvement. Make enough changes to each and reap the rewards of the overall program.
Wellness: Little changes (and lots of them) can make a significant difference
In our own lives, we can also make several subtle changes that when added up, equate to a significant improvement.
They are called “stealth health.” We can use less (or lite) mayo or use mustard instead, add less sugar/cream in coffee,
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mix healthier cereal in with our regular one. Take the stairs instead of the escalator or the elevator (for just a few floors).
All of these make a small but real difference that when put together add up to significant improvements.
EHS: Work on the basics before doing more advanced
In trying to bring a company to the point of world-class EHS performance, mere compliance must come first. Then one
can work on safety culture, BBS, VPP status, etc. It is a slow but sure progression.
Wellness: Work on the basics before doing more advanced
It is the old saying “You must first learn how to walk before you learn how to run.” So walk for 10, 20, 30 or more
minutes. Try a fun run. Then a 5K, 10K, half and full marathons, etc. Bike, run, swim. Try a “sprint” triathlon, then an
Olympic distance, half Ironman and full Ironman! Do a bit, then some, then more, then some more. You cannot wake up
and say, “I think I will run a marathon today” if you have not trained for it. But you can wake up and say, “Today I start
training for a marathon. I will run/walk 3 miles to start.” Just do it.
EHS: Even a company set in its ways can change and improve
We all know plenty of examples of companies that have turned around their EHS programs. In Maine, I know a few—
Boise, BIW, Cianbro, G+E Roofing, etc. They all went through a fundamental shift. They all started caring more about
their workers—it was value-based.
Wellness: Even a person set in their ways can change and improve
The world is full of folks who have changed. My Mom quit smoking, and my Dad quit drinking. I started doing triathlons
at age 41. Ethel Autorino, age 70, holds the world-record IM triathlon for 70 to 74-year-olds set in 2000—15:19:20! How
is that for a hero, mentor or idol?
EHS: Know the pieces of PPE and how they work
Respirators, harnesses, level A suits, etc. EHS equipment is numerous and not easy to figure out. We must know each
one and be able to teach them to our workers.
Wellness: Know what a portion is and how much you eat
Portions are not necessarily what is served on our plates at home
and forget about what restaurants think a portion is these days.
In actuality, 3 oz of meat = a deck of cards, closed fist =
pasta/rice serving, a bottle of soda might say “2 servings” when
many drink it as one serving.
EHS: There are many (false) roadblocks/excuses to EHS
We have heard them all—it takes too much time, cuts into
production, costs us money, it is too complex, etc. All are false
although they are often believed as the myths that they are.
Wellness: There are many (false) roadblocks/excuses to
health
Listen to the typical excuses—I have no time, it costs too much,
work gets in the way, it does not work, foods taste lousy, etc.
Sound familiar? They should—we have all heard them before. They are all false—just look at others who have done it
despite the time, cost, work, etc.
EHS: Misinformation and confusion
It is hard enough teaching workers and management the truths about EHS without having to deal with the myths.
Internet hoaxes, OSHA myths, unscientific studies, mis-citing of regulations—they all contribute to making our jobs
promoting EHS that much more difficult. Yet we persist in trying to promote EHS anyway because it matters to their
safety and health.
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Wellness: There are many false claims and “quackery”
We are all bombarded by false claims (try watching TV really late or really early). “Miracle” weight loss, “6-pack” abs
using electrical stimulation, supplements that do not have what they are supposed to and/or have what they are not
supposed to, etc. If it sounds too good to be true, it probably is. We must help others understand what is real and works
and what is false and does not anyway because it matters to their well-being.
Apply these 26 principles in the workplace for everyone’s improved wellness. Be safe, be healthy, be well!
◊
Jonathan Klane, M.S.Ed., CIH, CHMM, CET, is the assistant director of safety programs for the Ira A. Fulton Schools
of Engineering at Arizona State University. His responsibility is to elevate the safety culture for the five engineering
schools, including more than 200 labs, 200+ faculty and almost 8,000 students.
He has 25 years’ experience as a trainer, professor and consultant. He is also a faculty member in Thomas College’s
graduate program teaching Occupational Health and Safety, Risk Assessment and Management, Training, Wellness,
Marketing, Organizational Theory and Behavior, and Conflict Management.
He has presented more than 100 times at national and regional conferences across North America and the Caribbean, has
authored a book, several textbook chapters and many articles, has developed and presented many online webinars on
training, wellness, and health and safety topics and has been interviewed for multiple articles. He holds a Master’s in
Adult Education.
He can be reached at [email protected] or (480) 965-8498.
Reprinted with permission from the proceedings of ASSE’s annual Professional Development Conference (Session 655).
Member Spotlight: Jonathan Klane
Name: Jonathan Klane, M.S.Ed., CIH, CHMM, CET
Company: Klane's Education Information Training Hub, LLC (KEITH, LLC)
Title: Owner/Founder
Background: 25 years as an EHS+W consultant, trainer and professor.
Master’s in Adult Education and Bachelor’s in Geology.
1. What is your role on the H&W Advisory Committee?
I am the Body of Knowledge Chair.
2. Why did you feel that it was important to be involved in this
initiative?
I love wellness and I live wellness! It is the future of our profession
(EHS). I am writing a book on the benefits of fully integrating wellness
into EHS, so I wanted to lend a hand.
3. What is your day job?
I am the assistant director of safety programs for the Ira A. Fulton
Schools of Engineering at Arizona State University.
4. How has your involvement with this group changed the way
you view the relationship between safety and wellness?
It has not of yet changed the way I view it, but I have been thrilled to
hear so much support for it from my colleagues and other professionals.
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Sitting Disease: Fiction, Fact or Hype?
By Jill Kelby
“Sitting Disease” is a term that has been used in news articles over the past few months. Even a year ago, the term
“sitting disease” was not in our common lexicon. However, I would say that all started to change within the last year or
so when a number of news articles reported the results of studies showing negative effects of sitting. In addition, new
products have come to market that provide lower-cost solutions to sitting disease in the office setting. Ergotron, a
company based in Eagan, MN, which has been on the forefront of developing sit-to-stand products, released its “WorkfitS” and created the website, www.juststand.org, which emphasizes the effects of sitting. Hence, due to creative marketing
around the results of the studies, the term “sitting disease” came about.
As an ergonomist, one of the questions I frequently get from clients and even family and friends is, “Is sitting disease
real?” Another common question that follows is, “Are sit-stand workstations required for everyone?” Both are good
questions. Let us start with the first one:
Is “Sitting Disease” Real?
I have two views on “sitting disease.” One is that yes, sitting hours upon hours each day, week, month and year is not
good for one’s health, so it is a fact. On the other hand, “sitting disease” is part hype as well.
The Hype
Let us be honest, when we hear the word “sitting” combined with the word “disease,” it gets our attention. It
sensationalizes the sedentary issue and makes for a great marketing tool for products that address sit-stand workstations.
The media has also played a part in hyping the term “sitting disease.” Consider the following article headlines:
Is Sitting A Lethal Activity?
Study Links More Time Spent Sitting To Higher Risk Of Death
Office Dwellers Stand Up To Sitting Disease
Sitting May Increase Risk of Disease
Just reading those headlines can make a person paranoid of sitting or could make them totally tune out if they consider
this another one of those health and wellness stories that is fact today but changes tomorrow, i.e., eggs are bad for you,
now not so bad; high-carb/low-fat diet was great in the early 1990s, but now low-carb, moderate fat and protein is the
way to go. Sitting in and of itself is not a “disease.” It is not a virus or bacteria. We cannot “catch” it from others. It is not
hereditary. So to call sitting a disease in my opinion is definitely hype. However, the findings and implications of hours
and hours of sitting are real and very much impact our health.
The Facts
No one can argue that the health and wellness of our population has been declining when we consider the increased
rates of obesity and diabetes over the past 20 to 30 years. When one compares our society from before the industrial
revolution to afterward, we see we went from being on our feet, farming and performing manual labor for almost every
activity to one where machines started to replace manual tasks. Now compare that to today’s computers and technology.
The majority of manual labor has been replaced by machines. We use computers in almost every work environment. We
have become a nation of “desk jockeys”—hitting keys and clicking mice while sitting hours on end at work. When we go
home from work, we sit in our car and once home, we sit on our couch. If we added up all of the hours at home and at
work that a typical office worker sits, we probably find we sit a total of 12 to 16 hours/day!
So we have changed from calorie-burning manual labor to very minimal calorie-burning sedentary labor. While our
lifestyles have changed, what we eat and how much we eat have also changed. At the turn of the 19th century, there
was very little, if any processed food. Today, processed food is everywhere. Processed food is convenient food. We can
buy it in a grocery store, bring it home, pop it in the microwave and voila! dinner is on the table. The obesity and
diabetes epidemic that America has today can be at least partially attributed to our sedentary lifestyle and the fact that
we consume more calories than our body needs.
So what do the studies show regarding sitting? Here are links to a few studies:
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1. Role of Low Energy Expenditure and Sitting in Obesity, Metabolic Syndrome, Type 2 Diabetes and Cardiovascular
Disease
 Showed decrease activity of a metabolic enzyme with inactivity
2. Sitting Time and Mortality from All Causes, Cardiovascular Disease and Cancer
 Showed the more a person spends sitting the greater risk of mortality
3. Long-Term Sedentary Work and the Risk of Subsite-Specific Colorectal Cancer
 Results suggested that long-term sedentary work may increase the risk of distal colon cancer and rectal
cancer.
Here is a summary of a few more from www.juststand.org (referenced 2/16/12):



A January 2010 British Journal of Sports Medicine article suggests that people who sit for long periods of time have
an increased risk of disease.
An American Cancer Society study, published in the July 2010 American Journal of Epidemiology, of 120,000 adults
suggests that the more people sit, the shorter their average life span. What is more, the findings were independent of
physical activity level, such as with people who exercise outside of work.
A 2010 University of Queensland, Australia study found that even when adults meet physical activity guidelines,
sitting for prolonged periods can compromise metabolic health.
So what does sitting do to your body? Prolonged sitting causes changes in our metabolism, so sitting disease is part of
what is known as metabolic syndrome. An enzyme, lipoprotein lipase, which resides in blood vessels, is essentially turned
off with inactivity. This enzyme is responsible for metabolizing fats and sugars in the bloodstream. Physical movement
stimulates enzyme activity, which in turn improves cholesterol and helps regulate blood sugar. Lack of movement lowers
enzyme activity, which in turn contributes to weight gain, diabetes and reduction of the good cholesterol, HDL. In the first
study cited above, the authors stated that “experimentally reducing normal spontaneous standing and ambulatory time
had a much greater effect on LPL regulation than adding vigorous exercise training on top of the normal level of
nonexercise activity. Those studies also found that inactivity initiated unique cellular processes that were qualitatively
different from the exercise responses.” In other words, standing, walking and fidgeting every hour (spontaneous
movement) throughout the day seems to have a greater effect on lipoprotein lipase enzymes than exercising an hour per
day but sitting the rest of the day.
Does Everyone Need A Sit-Stand Workstation?
Now on to answering the second question, “Does every office worker need
a sit-stand workstation?” The short answer is no. As an ergonomist, I
would love for every “desk jockey” to have a sit-stand workstation as
movement is beneficial for health and also productivity reasons. Workers
who stand for part of their day report feeling more alert, productive and
focused and less fatigue and discomfort (Ergotron, 2011, 7-week, 34subject experiment with intervention and control groups conducted by
HealthPartners in partnership with Ergotron). This benefits both the
employee and employer. That said, providing sit-stand workstations to
everyone is not necessary, nor may it be financially possible. There are
many options to achieve sit-stand workstations. The most common
include:



Having the whole desk move up and down
Having a fixed-height sitting desk and adding a product that allows the
monitor, keyboard and mouse to move up and down (examples include
Workfit-S and Kangaroo Desk)
Having a fixed-height standing desk and providing a stool task chair
Each option has pros and cons. What is best depends on the person, the tasks s/he performs and the equipment used.
Some of the sit-stand products can vary from a few hundred dollars to well over a thousand dollars per workstation. One
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the best things employers can do is to educate their staff on how to incorporate
movement and standing while at their desk and allow them to take short breaks to get
up and take a walk even if it is just to the water cooler and back. The purpose is to
have regular activity, no matter how small, done frequently during the day.
Conclusion
Our sedentary lifestyle of sitting for long periods is not good for our health. It can lead
to an early death. Regular activity, beyond specific exercise, such as standing,
walking, raking, gardening, cleaning, etc. has health benefits.
Takeaways:






Providing sit-stand workstations for everyone is not required; however,
incorporating activity into the work day is
Sitting is not a “disease” per say, but the effects of several hours of sitting per day
is factually bad for your health
Exercising for a period of time per day is good, but one metabolic enzyme is
stimulated greater by spontaneous movements throughout the day
Stand if you do not need to sit
Walk if you do not need to stand in place
Do it yourself manually, not with a machine (*of course, as long as you can do it
without hurting yourself or others!) ◊
Jill Kelby, PT, CEA, is the president/owner of Kelby Ergo Design, LLC and Health &
Wellness Branch Chair.
Member Spotlight: Jill Kelby
Name: Jill Kelby, PT, CEA
Company: Kelby Ergo Design, LLC
Title: President/Owner
Background: 20 years as a physical therapist and ergonomist. Certified ergonomist
through BCPE.
1. What is your role on the Health & Wellness Branch Advisory Committee?
I am the Branch Chair.
2. Why did you feel that it was important to be involved in this initiative?
I live a fit and well lifestyle and have always seen the synergy between wellness and
what I do as an ergonomist. Both strive to optimize the well-being of the human. I
believe integration of wellness in ergonomics, safety and risk management is the
future and wanted to be a part of group with that focus.
3. What is your day job?
I am a full-time ergonomics, lean and process improvement consultant and trainer. I
help companies improve their bottom line through improvements in productivity,
efficiency and safety.
4. How has your involvement with this group changed the way you view the
relationship between safety & wellness?
It has not changed the way I view it, but it has made me realize the extent to which
wellness is being embraced by all safety professionals. It has been a great way for me
to network and to gain more knowledge and cutting-edge information that I can use
to help my clients.
19
Publication Archives
We are happy to announce that
practice specialty, branch and
common interest group publications
are now archived in the Members
Only section under Resources. Find
current and past publications for all
of the groups you belong to in one
place!
Vol. 1 No. 3
Safe Well Guidelines
Companies interested in developing comprehensive wellness programs integrated into
their existing safety management system now have a powerful new tool—the SafeWell
Guidelines. The SafeWell Guidelines were created through a collaboration between the
Harvard School of Public Health Center for Work, Health and Well-Being (CWHW) and
Dartmouth-Hitchcock Health Care (D-H) in Lebanon, NH. The purpose of the SafeWell
Practice Guidelines (SafeWell Guidelines) is to provide a model, strategies and
resources for comprehensive approaches to worker health that integrate and
coordinate efforts to:
Body of Knowledge
Tutorial
ASSE’s new Body of Knowledge
(BoK) wiki-like searchable database
is now available to all members. To
help you get the most from this new
resource, we are providing a
recording of an introductory and
instructional tutorial to get you
started.
Standard Version:
http://assevirtualclassroom.org/BOK
/index.html
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promote healthy behaviors
ensure a safe and healthy work environment
provide resources for balancing work and life
The SafeWell Guidelines are intended for management of healthcare organizations
that are directly engaged in and responsible for employee health, safety and wellness.
Included are descriptions of organizational processes, selected concrete tools and links
to other existing tools and resources to build, implement and evaluate comprehensive
worksite health programs.
Click here to download a copy of the SafeWell guidelines.
CDC National Healthy Worksite Program
iPhone/iPad Version:
www.assevirtualclassroom.org/BOK/
media/bokWebinars.mp4
Body of Knowledge website:
www.safetybok.org/
The CDC National Healthy Worksite Program is providing assistance to selected
employers in seven communities across the U.S. to implement a comprehensive,
integrated wellness program. Although the focused assistance is limited to these
employers, resources and trainings used for this work became available to interested
organizations and businesses in June 2012.
To receive ongoing program communications and announcements for specific training
dates and times and to register for training events, visit the NHWP website and click
on the link to provide your contact information.
20
Vol. 1 No. 3
Need a Quick Boost?
Think Twice Before Grabbing That Energy Drink
Ever notice that the longest part of the day seems to be after the lunch hour, where the minutes pass glacially slow, or
you are fighting to keep at least one eye open while staring at your computer monitor or you have awakened after your
head has hit the desk from nodding off? Has it ever appeared that time stands still while on duty at 0300 or on night
crew? Ever drive late at night with your head out the window or slap yourself in the face a few times to stay awake? For
many, the solution to this feeling is a no-brainer: just grab an energy drink. However, is that really the best solution?
An “energy drink” is a beverage containing some form of legal stimulant, usually caffeine in combination with other
ingredients, such as taurine, guarana and B vitamins, which claims to give the consumer a short-term boost of energy.
The term “energy drink” was created by the beverage industry and is not recognized by the U.S. Food and Drug
Administration (FDA) or the U.S. Department of Agriculture (USDA). Energy drinks were developed in response to public
demand for a dietary consumable or supplement that would provide a boost in energy level plus additional vitamins and
other “faddish” ingredients in a one-stop shopping product. The pace of the 21st century has seen increasing time
demands on daily schedules resulting in a more fatigued individual with less time for eating and sleeping. As such, energy
drinks have quickly exploded in a receptive market since they claim to offer an energy boost, vitamins and often a
nutritional value.
Who is the Target Market of Energy Drinks?
The commercial market for energy drinks is similar to the same individuals who join the military: young, “type-A”
individuals who could be considered thrill-seekers or “extreme” in nature. A quick review of advertisements on TV, on the
Internet or in magazines reveals the beverage industry is in a full court press to market their energy drinks specifically to
extreme sports enthusiasts and those who naturally operate on the extreme side of life. For this cadre of individuals,
there is no such thing as moderation, and it is not uncommon for them to consume multiple energy drinks on a daily
basis. The typical mentality held by this group, and Americans in general, is that if less is good then more must be even
better—a highly prized cash cow for manufacturers!
The “Magical” Ingredients?
One thing most energy drinks have in common is a large amount of “active ingredients” plus caffeine and/or sugar. More
often than not, the boost you receive from your favorite energy drink may be simply attributed to an extreme sugar rush.
Additionally, these beverages may contain a hodgepodge of dietary supplements, such as vitamins and herbal extracts.
Common ingredients are:

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Guarana Seed—an effective stimulant found in a climbing plant native to the Amazon basin and Brazil, its fruit
(about the size of a coffee bean) contains approximately twice as much caffeine as a coffee bean.
Ginseng—a fleshy root grown in eastern Asia, it is believed to help reduce stress and increase energy levels.
Gingko Biloba—one of the oldest living tree species, the extract of gingko leaves is believed to enhance memory.
Taurine—an organic amino acid and a major constituent of bile naturally produced by the human body in the lower
intestine, it is believed to help regulate heart rhythm and muscle contractions.
Inositol—a member of the vitamin B complex (although not a vitamin itself), which functions as the basis in
signaling and relaying messages between cells as well as many other biological processes.
Energy drinks are a deceptive combination of sugary soft drinks and pseudo-nutritional dietary supplement formulated
specifically for a pleasing taste to young people’s palates.
21
Vol. 1 No. 3
Body Composition
The first thing we as consumers need to understand is that anything we ingest into our bodies causes a chemical
reaction. One mistake most people make is the assumption that what works with my friend will work for me: that energy
drinks will have the same effect every time, to every person, no matter which drink is bought off the shelf. Our personal
genetic code makes each of us unique individuals with accompanying advantages and disadvantages. The physiological
nuances of one’s body composition in combination with fitness level, hydration status, underlying medical conditions
whether known or unknown, medication use (prescribed or self) and supplement use, etc. can inject numerous variables
into this equation that need to be considered when consuming energy drinks. Another way to look at it is that we all
know alcohol affects everyone differently so there is no reason to assume otherwise with energy drinks.
Ingredient Dangers
The main stimulatory ingredient in energy drinks is caffeine. A standard 12-oz soda contains approximately 18 to 48 mg
of caffeine. Most energy drinks contain at least as much
caffeine as a standard 8-oz cup of coffee (approximately
80 mg). To put things in perspective, many energy drinks
have 3 to 5 times the amount of caffeine as regular sodas.
While FDA limits caffeine content to 65 mg per serving of
a food or beverage or a 0.02% caffeine limit for soft
drinks and cola-type beverages (a max of 71 mg per 12oz serving), energy drinks are currently not regulated by
FDA, and consequently these beverages can contain as
much as 300 mg of caffeine per serving.
Compound that with the fact many energy drinks contain
more than one serving, and no one drinks only half the
can. According to MayoClinic.com, up to 300 mg of
caffeine per day is not usually harmful for most people. An
increase in side effects may be observed if one consumes
from 500 to 600 mg per day, and FDA warns 600 mg is
too much. The adverse effects associated with the
consumption of high amounts of caffeine (400 mg or
more) are well documented and include nervousness,
irritability, inability to sleep, anxiety, increased urination,
diarrhea, abnormal heart rhythms (fast or pounding
heart), dizziness, decreased bone levels and stomach
upset.
The remaining ingredients found in energy drinks just
complicate things. Most energy drinks contain high levels
of refined sugar or high fructose corn syrup. These two
ingredients can lead to weight gain and type-2 diabetes as well as to a large crash effect after the sugar high. Energy
drinks also include a variety of unregulated herbal stimulants and naturally organic blends, such as guarana, taurine,
ginseng and B vitamins.
Stimulants, such as guarana and ginseng, are often added to enhance the effects of the caffeine, and the long-term
effects of high levels of these unregulated products are not well understood. Because of this, many manufacturers do not
list these ingredients on their product labels.
Mixing Energy Drinks with Alcohol
It is a common misperception that energy drinks will counter the effects of alcohol. Nothing is further from the truth.
Combining energy drinks and alcohol can trick the brain into making people think they are sober, or even sober enough
to function normally, when in actuality, they are not. The stimulants in energy drinks actually aggravate intoxication.
People may not perceive that they are intoxicated as readily when also imbibing a stimulant (i.e., people think they are
sober when indeed they are not). Alcohol and energy drink users may drink more alcohol and may misjudge their
capabilities because the stimulatory effects of the energy drink reduce drowsiness felt by increasingly intoxicated people.
22
Vol. 1 No. 3
This condition is known as “wide
awake and drunk” as seen with
Cleveland Browns wide-receiver
Donte Stallworth who in 2009, after
drinking numerous shots of liquor
and Red Bull, killed a pedestrian
with his car and claimed he did not
feel intoxicated at the time of the
accident.
Energy Drink Alternatives
Today’s youth are often attracted to
anything fast-paced, action-packed
and/or cosmetically appealing. Most
energy
drinks
are
purposely
marketed with bold graphics and
sexy commercials to capture this
young audience. The alternative, on
the other hand, is rather dull in
comparison. The best way to
maintain alertness and energy is to
get plenty of sleep and proper
nutrition. Most Americans only get
approximately 6.5 hours of sleep
per night, which is well short of the
recommended eight hours.
Sleep loss is cumulative in nature
and small amounts over time can
add up to an insurmountable sleep
debt affecting daytime alertness
and performance. Eating right, per
the USDA’s food pyramid (now the
food plate), as well as staying
properly hydrated, can also have a
profound effect on one’s well-being.
Bottom Line
SEPT
SEPT
2011
SEPT2011
2011
The
age-old
adage
applies,
“everything in moderation.” If you
feel the need for an energy drink,
ask yourself why and do a quick
evaluation of your current lifestyle.
While counter intuitive, it is easier
to adjust your diet, sleep habits and
exercise routine to get the extra
energy you need throughout the
day than to decide which energy
drink is best. If you should choose
to partake, then read the product labels to know what is in the drink and what the serving size is. Check for any type of
warning or caution on the product. Also, keep track of your caffeine consumption to minimize the potential for adverse
effects. Finally, consider that many energy drink products are mainly marketing devices to generate money for beverage
companies and that a cup of coffee used strategically during the day can be just as beneficial and easier on the wallet. ◊
Reprinted with permission from the office of Headquarters Marine Corps Safety Division.
23
Vol. 1 No. 3
Health & Wellness Tips: 10 Gas Station Snacks
By Stacy Klone
Ever find yourself grabbing chips, a quick hot dog, cookies or doughnuts while filling up your gas tank? Notice the pay at
the pump now has TV ads streaming to encourage you to come in the store to pick up two candy bars for the price of
one? If you answered yes to either question, here is a list of snack selection to promote better health and to keep your
waistline trim:
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Banana
Apple
String cheese
Almonds, single-serving pouch
Peanuts, single-serving pouch
Hard-boiled eggs
Greek yogurt—plain or vanilla, single-serving
Hershey’s Special Dark
York Peppermint Pattie
Pack of gum
Stacy Klone, founder of KitchenWerks, is a self-proclaimed “foodie organizer.” She works with clients to organize their
kitchens with the precision of a restaurant to help save them time and money while preparing healthy, home-cooked
meals. Klone also teaches clients how to plan menus and to navigate the grocery store to prepare healthier, more costeffective meals, typically saving clients at least 30% on their grocery bills. Klone’s expertise comes from more than 3
decades of working in restaurants and food service. She speaks on how to easily integrate healthy food choices into daily
routines.
Construction Practice Specialty
The Construction Practice Specialty (CPS) focuses on all aspects of construction safety and is intended to provide
industry-specific information and focused networking opportunities to ASSE members. Some popular topics include jobsite
safety, LEED, crane safety, communicating to a diverse workforce and contractor relations. Today, CPS is the largest of
ASSE’s practice specialties. It continues to publish its publication, Blueprints, triannually and assists with the publication of
Construction Safety Management & Engineering, which is edited by Darryl C. Hill, CSP, a past CPS Administrator and the
2010-2011 Society President. CPS sponsors construction-related concurrent sessions as well as a Construction Safety
Forum at ASSE’s annual Professional Development Conference. CPS also sponsors the Utilities Branch, which is free to all
its members.
To join this popular practice specialty, contact customer service at (847) 699-2929 or visit www.asse.org/JoinGroups. If
you are an existing member of CPS and would like to join the Utilities Branch for free, e-mail [email protected]
indicating your interest and member ID.
Follow CPS at www.asse.org/construction and on LinkedIn (www.asse.org/connect).
24
Vol. 1 No. 3
ASSE Scholarships & Grants
ASSE’s Foundation (ASSEF) will release its 2013 Scholarship Program information on September 1, 2012. In
preparation, we would like to provide members with information on the application process and where to find more
information to properly position yourself for a scholarship or grant.
Below are some tips. Click here for full details.
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
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
Review the list of “Frequently Asked Questions” before you complete the application.
When applying for more than one scholarship, only complete one application.
The same application should be used for both undergraduate and graduate programs. Please complete the
information that is relevant to your status.
Incomplete or late applications will be disqualified.
Applicants must graduate in May 2013 or later to be eligible for any of the awards.
Previous recipients of ASSE Foundation scholarship awards are eligible to receive subsequent awards.
ASSE student membership is preferred and costs $15 per year. To obtain an application for student membership,
contact ASSE's Customer Service department at (847) 699-2929 or download the application here.
ASSE general or professional membership is preferred if you are a part-time student applying for a scholarship.
Mail your completed applications postmarked by December 1, 2012 to:
ASSE Foundation, Attn: Adele Gabanski, 1800 E. Oakton St., Des Plaines, IL 60018
Transcripts may be mailed separately. It is the student’s responsibility to make sure it is received on time.
The ASSEF Scholarship Award and Selection Committee will review all applications. Award recipients’ names will be posted
on ASSEF’s website on or around April 1, 2013. If you have any questions, please e-mail Adele Gabanski at
[email protected].
Virtual Learning On-Demand
Workplace Wellness Web Fest
Brought to you by the Health & Wellness Branch
Rethink Safety
Changing Behaviors
ASSE Global Safety Conference
The CSP Experience
Convergence: The Role of Safety in Sustainability
Best Practices in Fire Safety - Virtual Symposium
Brought to you by the Fire Protection Practice Specialty
"Watch Out!" For your organization: A virtual law symposium for safety professionals
25
Vol. 1 No. 3
Welcome New Members
We want to thank everyone who has remained a loyal member of the Health &
Wellness Branch and welcome the following members who recently joined. We are
currently have over 170 members. If you have any colleagues who might be
interested in joining the branch, please contact Krista Sonneson to request an
information packet. If you know anyone who might be interested in joining ASSE,
please contact customer service.
Donna Abts, Clorox Services Co.
Diane Anderson
Arwen Arnold, NANA Management Services
Nan Austin, Australian Red Cross Blood Service
Randy Bain, Trinity Highway Products
Corey Bain
Edmundo Balayo
Ruth Barlow, EI
Theresa Breuning-Azzam, NANA Worley Parsons
Allen Brown, Dominion Energy New England
G. Brown, Total Port Arthur Refinery
Adam Burks, Midway USA
Janet Byers, PMA Cos.
Sid Chaka, ExxonMobil Production Co.
Cynthia Childs, LyondellBasell
April Collins, Delta Faucet
Robert Cook
Daniel Craighead, Presbyterian Medical Services
Terry Crotwell
Thomas Ducharme, Tiffany & Co.
Scott Ege, Ege Work Smart Solutions PC
Drake Evans, Key Risk Insurance
George Germek
John Gold
Bonnie Heinrich, URS
Susan Helton-Groce
Tim Hodges
Lexie Holloway, Caris Life Sciences
Melinda Jenkins, Kaiser Permanente Hospital
Mary Kamsickas-Weed
Paul Kearns, CPR Consultants, Inc.
Bob Kenney
William Kincaid, Lockton Co.
Kimberly Kuckleburg
Richard Kung, Ergobe LLC
Mary Ann Latko, AIHA
Kevin Lewis, Occidental Petroleum Corp.
Daniel Markiewicz, Markiewicz & Associates Ltd
Rob Medlock, Safety Controls Technology
Ward Miller, Conagra Foods
Pamela Mitchell
Dede Montgomery
Craig Moody
Lisa Munoz
Renee Newman
Stefanie Nobriga
Kimberly Ohl, Roto-Rooter Services Co.
Keith Osborne, Honeywell
Martha Parker, M-erg
Renee Patterson, Extendicare Health Services, Inc.
Gary Pons, SCS Engineers
Carl Powell
Paulette Salkowski, Commercial Contracting Corporation
Jeanne Sherwood, WellAdvantage
Thomas Sherwood, Medical Wellness
Trent Shuford, InjuryFree Inc.
Phyllis Simmons
John Stumpff, Phifer Inc.
Scott Swanson
Michael Torres
Angela Torres
Gregg Tulley
Rula Twal, BAE Systems
Amish Waland
Njeri Walker, MillerCoors Brewing LLC
Membership in the Health & Wellness Branch is free to all Healthcare Practice Specialty members. To join HPS or the
Branch, contact ASSE Customer Service at (847) 699-2929 or visit www.asse.org/JoinGroups.
26
Vol. 1 No. 3
Resource Snapshot
Health & Wellness Information: www.asse.org/ps/HW
Nano Website: www.asse.org/nanotechnology
Body of Knowledge: www.safetybok.org
Technical Resources: www.asse.org/ps/resources
Journal of SH&E Research: www.asse.org/AcademicsJournal
International Resource Guide: www.asse.org/IRG
Networking Opportunities: www.asse.org/connect
Publication Opportunities: www.asse.org/ps/write
Volunteer Opportunities: www.asse.org/ps/volunteers
www.asse.org
www.asse.org/ps/HW
Protecting people, property
and the environment
Best of the Best: A Compilation of the Top Articles from Each
Practice Specialty
Best of the Best 2009-2010
Best of the Best 2008-2009
Best of the Best 2007-2008
Best of the Best 2006-2007
Best of the Best 2005-2006
Best of the Best 2004-2005
ASSE
1800 E. Oakton St.
Des Plaines, IL 60018
(847) 699-2929
[email protected]
Wellness Report is a publication of ASSE’s Health & Wellness Branch, 1800 E. Oakton St., Des
Plaines, IL 60018, and is distributed free of charge to members of the Health & Wellness
Branch. The opinions expressed in articles herein are those of the author(s) and are not
necessarily those of ASSE. Technical accuracy is the responsibility of the author(s).
27