HIDDEN HAZARDS

WASH YOUR HANDS ... PLEASE!

BWC TEAM FORMS WINNING PARTNERSHIP

The LANGUAGE of SAFETY in a MULTILINGUAL WORK FORCE

Inside:

Ohio S

afety

Congress

& Expo

2007

inse

rt

WINTER 2007

2 WORKERS’COMP

Controlling Workers’ Compensation Costs — Register today for this important BWC training class. Take this giant first step toward improving workplace safety and reducing costs. Your bottom line will thank you!

And BWC can help.

You cancontrol your

workers’ compensation costs!

Learn: • How BWC calculates your premium rates; • How claims costs impact your rates; • About the various rating plans BWC offers; • Strategies to control costs, such as loss prevention,

and administrative, early return to work and other claims-management techniques;

• About the Safety Culture Wheel, with an emphasis on a leadership-supported safety culture, employee involvement and accident prevention.

1.11 Cleveland

1.25 Lima

2.01 Mansfield

2.06 Columbus

2.08 Canton

2.13 Springfield

2.21 Cambridge

12.05 Columbus

12.12 Cincinnati

12.14 Toledo

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06

20

07

Classes available this winter

Who should attend? • Human resources professionals • Payroll and benefits managers • Workers’ comp administrators • Loss-control supervisors • Safety managers • OSHA compliance personnel

To register, log on to bwclearningcenter.com and enter the keyword “costs,” or call 1-800-OHIOBWC, and press option 2 and then 2 again.

Ohio Bureau of Workers’ Compensation

� ohiobwc.com

To register, log on to bwclearningcenter.com and enter the keyword “costs,” or call 1-800-OHIOBWC, and press option 2 and then 2 again.

Ohio Bureau of Workers’ Compensation

IN EACH ISSUE

5 FROM THE TOP

6 NEWS BRIEFS

9 CALENDAR

�0 ROUNDTABLE GEA winners share secrets of success

W I N T E R 2 0 0 7

IT TAKES A TEAM Springfield-based company

finds success by teaming with BWC

HEALTH CARE Wash your hands ... please!

INSERT Ohio Safety Congress & Expo 2007 program description and

registration information

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15

SAFETY How to plan for the unexpected

18

Is your company ready? We offer you practical tips for planning for the unexpected and profile three Ohio employers who make emergency/disaster/pandemic planning a priority.

Turns out, Mom was right when she

warned you about washing your

hands. She may even have saved

your life — time and time again. WORK FORCE The language of safety

in a multilingual work force

26

Injuries to immigrant workers have increased dramatically, resulting in higher death rates. Here, two inspiring employers develop safety programs that bridge the language gap and defy the statistics.

Contents

� WORKERS’COMP

BWC Administrator/CEO William E. Mabe Chief Operations Officer Tina KielmeyerChief of Medical Services Dr. Gregory JewellSuperintendent of Safety & Hygiene Lynn KruseChief of Marketing Jeremy JacksonDirector of Communications Ryan Rekstis

Editorial Manager Robert LoomisManaging Editor Charmian Todd BoydArt Coordination/Design Donna MolnarPhotographer Dawn Weber

Contributing Writers Suzanne A. Brown, Erik Harden, Bill MonaghanContributing Designer Ryan Tompkins

InquiriesOhio Bureau of Workers’ Compensation Workers’ Comp QuarterlyCommunications DivisionP.O. Box 15277Columbus, OH 43215-0277 E-mail: WCQfeedback@ohiobwc.com

General information For information about workers’ compensation, log on to ohiobwc.com, or call 1-800-OHIOBWC.

Subscription For a free subscription or to report address changes, contact WCQ by fax at (607) 272-1307 or e-mail at ohiomailingbwc@wilcoxpress.com.

Workers’ Comp Quarterly is published for Ohio employers, employees and the health-care industry by the Ohio Bureau of Workers’ Compensation (BWC) based on information available at the time of publication. Points of view, ideas, products, services or devices featured in advertisements in Workers’ Comp Quarterly do not constitute endorsement by BWC, an equal opportunityemployer.

When reprinting Workers’ Comp Quarterly articles, please credit the original source of publication.

While the information, recommendations and photographs contained in this publication have been compiled from sources believed to be reliable, BWC makes no guarantee as to, and assumes no responsibility for, the correctness, sufficiency or completeness of such information or recommendations. Additional safety measures may be required under particular circumstances.

Quick and easy. Hassle-free. Convenient.

BWC makes it easy for you to report payroll.And paying your premium is simple, too.

��� ��

What’s the fastest, simplest way to file my payroll report and pay my premium?

uestion:Q

• Log on to ohiobwc.com, and click on Ohio Employers and then Payroll reports.

• Enter either your BWC policy number, federal tax identification number or Social Security number, if applicable, to access the report.

• After completing the report, the system will automatically prompt you to pay your premium.

• Simply enter your checking or savings account information, or credit card authorization. BWC accepts:

You may also call 1-800-OHIOBWC for more information.

To file your report and pay your premium

nswer:ALog on to ohiobwc.com at your convenience – 2� hours a day, seven days a week. You can file your payroll report and pay your premium with just a few clicksof the mouse.

5 ohiobwc.com

Administrator/CEOWilliam E. Mabe

Quick and easy. Hassle-free. Convenient.

BWC makes it easy for you to report payroll.And paying your premium is simple, too.

FROM THE TOP

When I came to BWC about a year ago, my mandate was to clean up investments by closely adopting the recommendations made by the Governor’s Management Review Team. However, there was far more opportunity to make a difference beyond just modernizing investment practices and putting in place much-needed controls.

To prove that point, BWC unveiled Agenda ’06 and pledged to improve the bottom line by more than a half-billion dollars in 18 months. To the surprise of many, we’ve delivered — to the tune of more than $461 million in only nine months. The surplus stands at nearly $2 billion today. As it continues to grow, BWC will be in a position to maintain competitive rates and maybe even offer dividends.

At the same time, BWC has continued to do an even more effective job of caring for injured workers. More than 85 percent of all men and women injured on the job return to work in less than a week. Nearly 93 percent are back to work in fewer than 60 days. Additionally, claims fell for the ninth consecutive year, and more than 240,000 employers had no workplace injuries during fiscal year 2006.

Some may be skeptical of such a quick turnaround. However, I invite them to examine the books. We are committed to transparency throughout the operation. Our strengthened Internal Audit Division has produced audit reports detailing operational challenges. BWC has also made critical investment decisions and discussed successes and opportunities regularly in a public forum, which is exactly how the process should work.

I would be remiss if I pretended the system was perfect. Even still, it’s important to maintain proper context in the argument regarding the effectiveness of BWC. Over the past 18 months, we have been the subject of a great deal of criticism, and deservedly so. But please know that the people who work here are committed to success, and their efforts are helping BWC to rebound. Moreover, they’re helping BWC execute its mission effectively and are demonstrating they can be trusted with caring for Ohio’s most important assets — its injured workers and employers.

We’re making significant progress, becoming more effective

6 WORKERS’COMP

NEWS BRIEFS

BWC ramps up to curb fraud, non-compliant employers

The concept of shared liability is at the heart of Ohio’s workers’ compensation system. This means the system attempts to equitably and fairly spread out the costs of workplace injuries across all employers.

Unfortunately, though, not all employers live up to their responsibility. This means those who pay their share must unfairly bear the costs for employers who do not.

BWC continues to develop ways to address this inequity.“Each year, Ohio employers pay millions of dollars in additional premium

because of non-complying employers who don’t seek coverage for their workers or pay their premiums,” says Michael Glass, BWC’s director of employer compliance. “It’s unfair to workers who go without coverage and to honest employers who pay their fair share. BWC is committed to collecting these dollars and educating all employers about how the failure to pay drains the system.”

The employer compliance department works with BWC’s stakeholder relations staff to educate employers about the problem. BWC helps to spread the word through employer associations, chambers of commerce and local safety councils.

In addition, BWC’s special investigations department continues efforts to find and prosecute those involved in employer and other types of workers’ compensa-tion fraud. The department has saved the system more than $1 billion since BWC created it in 1993. The department has also formed a premium enforcement team, which focuses solely on investigating employer-related fraud.

Recent legislation and BWC initiatives concerning compliance and fraud include:

• Assessing a $30 flat fee penalty to employers who pay their premiums late. Per Ohio Revised Code (ORC) section 4123.32, BWC will also assess late payers a penalty equal to a percentage of the overdue premium, plus the prime interest rate, depending on the amount of time coverage has lapsed;

• Educating attendees as part of two Workers’ Compensation University classes this fall. The classes, offered in eight Ohio cities, focused on common payroll reporting errors and employer fraud;

• Applying ORC 4123.79, which authorizes employers to enjoin or stop non-compliers from doing business. Employer associations can play a key role by referring businesses for investigation;

• Applying ORC 4123.271, which allows BWC to cross reference the total com-pensation employers report with Ohio Department of Taxation records;

• Identifying audit candidates and potential fraud by cross referencing Ohio Department of Job and Family Services records;

• Applying ORC 2913.48, which imposes harsher criminal penalties on employers who falsify manual codes, employee classifications and payroll, or alter, forge or create certificates of coverage to falsely show current or correct coverage. Formerly just misdemeanors, these infractions are now felonies. And employers who intentionally set out to defraud the system by failing to secure or maintain coverage can also receive stiff penalties. These penalties range from a first-degree misdemeanor to a third-degree felony depending on the value of the premium and assessment owed.

To report workers’ compensation fraud or non-complying employers, call 1-800-OHIOBWC or your local BWC customer service office. You can also report allegations online at ohiobwc.com. — CTB

Safety council participation pays off

Employers save more than $22 million on workers’ comp

More than 4,300 employers shared pre-mium discounts of $22 million as a result of their successful participation in BWC’s safety council incentive program.

“This program results in huge sav-ings for employers and proves that Ohio’s employers want safe work environments for their employees,” says BWC’s Administra-tor/CEO Bill Mabe. “The bureau is pleased with the participation and the employers’ enthusiasm.”

BWC distributed checks this fall at safety council meetings throughout the state. Employers who successfully par-ticipated in the program received rebates of 4 percent of their paid premium. In fiscal year 2006, this equaled more than $22 million. The incentive for fiscal year 2005 was 2 percent and resulted in a return of $6.8 million.

BWC has extended the safety council premium discount incentive into fiscal year 2007 because of the program’s suc-cess. Although the window of opportunity to obtain the discount has passed, Ohio employers can still take advantage of active safety council membership.

Local chambers of commerce, Ameri-can Red Cross chapters and business organizations coordinate safety councils in conjunction with BWC. The councils host monthly meetings on topics related to occupational safety, accident prevention, risk management and workers’ compensa-tion issues. Council membership allows representatives from business and industry to network and share ideas beneficial to workplace safety.

There are currently 76 safety coun-cils in Ohio with a total membership of more than 9,000 employers. Contact 1-800-OHIOBWC or your local BWC customer service office for more infor-mation about your area safety council. You can also find information online at ohiobwc.com.

7 ohiobwc.com

BWC reaches Agenda ‘06 goals ahead of schedule

We love getting employees back to work.

HMSHEALTH MANAGEMENT SOLUTIONS, INC.

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Reforms yield $�61 million in savings and new revenue

BWC identified $461 million in cost savings and new revenue by the end of September, exceeding its Agenda ’06 year-end goal by $37 million. The goal called for BWC to improve performance by $424 million by the end of the year.

“We made a promise, and we delivered,” BWC Administra-tor/CEO WilliamMabe says. “These tremendous achievements once again demonstrate that BWC can be trusted in caring for Ohio’s most important assets — the state’s workers and employers.”

The most significant area of improvement came from invest-ments. After switching from a total-return approach to a heavy focus on fixed-income assets, BWC generated an additional $177 million in interest income relative to the same period in 2005.

In the nine months ending Sept. 30, BWC increased collec-tions by more than $162 million and reduced medical expenses by $63 million compared to the same period in 2005. Further gains resulted from fraud findings, subrogation and a reduction in personnel.

Agenda ’06 reforms also improved employer reserves held by BWC. Changes in fee structures and a more stringent prescrip-tion drug program reduced claim reserves by approximately $1 billion, putting BWC’s surplus at more than $2 billion.

Recent highlights of Agenda ’06 accomplishments include:• $128 million in collections on accounts receivable in

September alone;

• $915,000 in unpaid workers’ compensation obligations owed by employers were identified through more than 1,100 audits BWC conducted in September;

• A $26 million increase in investment income in September 2006 compared to September 2005;

• A 9-percent reduction in medical costs (at $66 million) in September 2006 compared to the same month in 2005;

• $69 million in savings identified by BWC’s special inves-tigation unit through September 2006 by exposing fraud and abuse of the workers’ compensation system.

BWC had not brought down indemnity payments — income replacement for injured workers — in the first nine months of 2006. While total temporary disability payments decreased by $6.6 million, there was a $21 million increase in settlement pay-outs through September. Though settlements increase immediate costs, reducing future liabilities should more than offset those costs over time. — BM

8 WORKERS’COMP

Watch for your winter payroll report in JanuaryPrivate, state-fund employers

Watch your mailbox in early January for the July 1 to Dec. 31, 2006, payroll report. When you receive the payroll report, complete and return it to BWC — along with your premium payment — by Feb. 28, 2007.

Public employersLook for the 2006 calendar year payroll report in your

mailbox this January. You must report and pay 45 percent of the premium due BWC by May 15, 2007.

A convenient way for all employers to file You can file your payroll report electronically and pay

your premium online by logging on to ohiobwc.com and clicking on:

• Ohio Employers;• Payroll reports. — RL

NEWS BRIEFS

The expansion of BWC’s SafetyGRANT$ program earlier this year has added a safety boost to Ohio’s vital mining industry.

In July, BWC made $5 million in safety grants available to the 31 employers who participate in the Coal Workers’ Pneumoconiosis Fund (aka Black Lung Fund). Each employer is eligible for a maximum of $135,000. They must use the grant to purchase equipment that will prevent worker exposure to coal dust.

“In Ohio, we recognize these hard-working men and women are more than miners; they are parents, providers and active members of their communities,” BWC Administrator/CEO Bill Mabe said when announcing the grant. “This isn’t just about making monies available; it’s about investing in the safety and well-being of our neighbors.”

Monies for the safety grants come from a surplus in the Black Lung Fund. The fund provides coverage for Ohio coal companies as required under the Federal Coal Mine Health and Safety Act of 1969.

The money in the Black Lung Fund comes from premiums paid by those employ-ers. Their participation is voluntary. At $160 million, the fund has more than it needs to meet current and future claims costs.

For the past seven years, BWC has offered the SafetyGRANT$ program to Ohio employers who pay into the state insurance fund. More than 6,000 employers have received safety grants from BWC to purchase equipment and other resources to make workplaces safer for Ohio’s workers. — EH

Issue 1 cut from November election Senate Bill 7 workers’ comp legislation remains intact

A proposed ballot issue seeking to overturn recent changes in the state’s workers’ compensation laws was not part of the official vote in Ohio this past November.

Though Issue 1 appeared on many printed and absentee ballots around the state, those votes did not count. The Ohio Secretary of State’s Office determined before the election that the ballot petitions did not have enough valid signa-tures. Issue 1 backers challenged the determination, but the Ohio Supreme Court ultimately ruled against them.

BWC expects to save approximately $100 million a year under the new regulations. You can find a listing of Senate Bill 7’s provisions at http://www.ohiobwc.com/home/cur-rent/articles/2006/063006.asp. — BM

BWC grants aim to improve mining industry safety

9 ohiobwc.com

Winter 2007December BWC mails private, state-fund and

black-lung employer payroll reports for the July 1 to Dec. 31, 2006, period.

BWC mails public employer taxing districts payroll reports for the

Jan. 1 to Dec. 31, 2006, period.

BWC mails self-insuring employers SI-40 information.

Dec. � - 9 National Hand Washing Awareness

Week

Dec. 6 Training class — 10-Step Business

Plan; Ohio Center for Occupational Safety and Health (OCOSH), Pickerington*

Dec. 12 Training class — Personal Defense

Strategies for Long-Term Care Workers; Owens Community College, Center for Development & Training, Northwood*

Dec. �1 Application deadline for private

and public employers to participate in BWC’s Drug-Free Workplace Program and Drug-Free E-Z program for the Jan. 1 to Dec. 31, 2007, period

Application deadline for private employers to participate in BWC’s Premium Discount Program + for the Jan. 1 to Dec. 31, 2007, period

Jan. � Training class — Enhancing Safety

through a Drug-Free Workplace; Garfield Heights Customer Service Office, Garfield Heights*

Training class — Accident Analysis; Lima Customer Service Office, Lima*

Jan. 9 Training class — 10-Step Business

Plan; Mansfield Customer Service Office, Mansfield*

Jan. 10 Training class — Laboratory Safety;

OCOSH, Pickerington*

Training class — Bloodborne Pathogens; Dayton Customer Service Office, Dayton*

Jan. 11 Training class — Advanced Rate

Making; Portsmouth Customer Service Office, Portsmouth*

Jan. 2� Training class — Enhancing Safety

through a Drug-Free Workplace; Canton Customer Service Office, Canton*

Late January BWC mails self-insuring employers

their assessments for the July 1 to Dec. 31, 2006, period.

Jan. �0 Training class — Safety and

Ergonomics for Extended Care Facilities; Cambridge Customer Service Office, Cambridge*

Training class — Drug-Free Workplace: How to Implement BWC’s Program; Owens Community College, Center for Development & Training, Northwood*

February Deadline for public employers to

enroll in the Premium Discount Program + for the rating year beginning Jan. 1, 2007, is 35 days after BWC mails them their experience letters.

Feb. 6 - 8 Training class — Trenching &

Excavation; Governor’s Hill Customer Service Office, Cincinnati*

Feb. 7 Training class — Advanced Rate

Making; Dayton Customer Service Office, Dayton*

Training class — Lockout/Tagout and Safety-Related Work Practices; Youngstown Customer Service Office, Youngstown*

Feb. 1� Training class — Enhancing Safety

through a Drug-Free Workplace; OCOSH, Pickerington*

Feb. 20 Training class — Wellness in the

Workplace; Springfield Customer Service Office, Springfield*

Feb. 21 Training class — Personal Defense

Strategies for Long-Term Care Workers; Garfield Heights Customer Service Office, Garfield Heights*

Feb. 28 Sponsor application deadline for

group rating for the policy year beginning July 1, 2007

Private state-fund and black-lung employers’ deadline to file payroll reports and pay premiums for the July 1

to Dec. 31, 2006, period, without lapsing coverage or incurring penalties

Self-insuring employers’ assessment payments for the July 1 to Dec. 31, 2006, period are due to BWC.

Self-insuring employers’ SI-40 reports for calendar year 2006 are due to BWC. The bureau requires employers file all SI-40 reports online at ohiobwc.com.

CALENDAR

* BWC’s Division of Safety & Hygiene sponsors all training classes. For more information or to register, log on to www.bwclearningcenter.com. You will need to enter a key word to register, which you can find in the training class description.

You may also call 1-800-OHIOBWC, and listen to the options.

December January February

10 WORKERS’COMP

I T TAKES A TE AM FEATURE

10 WORKERS’COMP

11 ohiobwc.com

When people asked legendary Ohio State football coach Woody Hayes how he achieved success year in and year out with his teams, he would often say, “You win with people.”

These “people” included his players, his assistant coaches, athletic department staff and The Ohio State University administration. Hayes, like other successful coaches, knew a team relies on the sum of its parts — individuals who bring different skills, perspectives and abilities to the table.

In many ways, this same philosophy is alive and well at BWC today. It’s especially true when it comes to BWC staff providing support and guidance to Ohio’s employers and workers. The story of AdCare Health Systems’ partnership with BWC is a perfect example of people coming together as a team to achieve workers’ compensation success.

AdCare’s turnaround in its workers’ compensation program is a testa-ment to those involved and an inspiration for others. However, this success story seemed highly unlikely just a few years ago. In 2003, AdCare — which owns or manages more than a dozen nursing homes and assisted-living facilities in southwest Ohio — had a workers’ compensation program that was far from effective.

At that time, the company was penalty rated. This means it was paying a higher premium rate than other companies in its industry because it was filing more claims, several of which were severe. In 2003, AdCare had 3,290 lost days due to workers’ compensation claims. And, on average, it took the company nearly seven days to file a workers’ compensation claim. Optimally, an employer should report an injury within 24 to 48 hours of an incident.

“We were in a deep, dark hole when it came to workers’ comp claims management,” says Jackie Potter, AdCare’s vice president of human resources.

Potter remembers when AdCare’s partnership with BWC gained momentum. Gary Wade, the company’s president/chief executive officer, learned about group rating at a meeting of business owners he regularly attends. After the meeting, he asked Potter about group rating — a program that allows employers who operate similar businesses to group together to achieve lower premium rates than they could individually. Basically, he wanted AdCare to enjoy the same benefits some of his competitors were receiving in group rating.

To meet this goal, Potter realized she needed guidance, assistance and workers’ compensation expertise. The first person she turned to was …

Springfield-based company finds success by teaming with BWC

It takes a teamby Erik Harden

I T TAKES A TE AM FEATURE

11 ohiobwc.com

12 WORKERS’COMP

Brad Ridenour, BWC ergonomist Much like Spellman, Ridenour’s first order of

business was meeting with Potter and other AdCare officials. His task was to address the company’s specific needs and desires for creating and rolling out an effec-tive safety program.

“They didn’t have any expectations and a lot of companies don’t. Safety is often viewed as something that just happens, or it is addressed after the fact,” Ridenour says. “In this case, the goal we agreed upon at the first meeting was for the company to be more proactive, and make it systematic and system-wide.”

From there, Ridenour teamed up with AdCare’s upper management and administrators from the vari-

ous facilities owned or managed by the company. Together, they looked at AdCare’s business

culture to pinpoint issues that were contrib-uting to or exacerbating safety problems.

Ridenour then facilitated a one-day retreat with AdCare executives to

help them put in place a culture of safety and accountability from the top down.

“At the retreat, I spent at

Kevin Spellman, BWC employer services specialist

Knowing AdCare’s ultimate goal was to achieve group rating, Spellman met with Potter and other company executives in 2004 to explain the importance of effective claims management. He showed them how they could save money by keeping claims from becoming lost time. He also explained a variety of risk-management strategies for controlling costs and managing claims, including:

• Targeting claims for settlement;

• Using handicap reimbursements to lower costs;

• And considering salary continuation to prevent claims reserves.

With Spellman’s help, Potter put together a claims management team. It included Spellman, BWC claims service specialists, managed care organization (MCO) rep-resentatives and AdCare’s third-party administrator (TPA)/legal representa-tion. Initially, the group met frequently to get t roublesome cla ims u nder cont rol a nd to resolve others. To streamline processes, Spellman also suggested AdCare make Potter the single point of contact for handling any and all work-ers’ compensation issues.

“The company had a fundamental problem with communications because of its structure,” Spellman explains. “You had things going on at the corporate level and other things hap-pening in the various facilities. When it comes to claims management and workers’ compensation, one hand has to know what the other is doing.”

Spellman also worked with Potter to help the company implement BWC’s 10-Step Business Plan, a blueprint for reducing workplace injuries and the cor-nerstone of the bureau’s cost-saving programs. AdCare has since implemented BWC’s Premium Discount Program + and Drug-Free Workplace Program.

“Claims management drives costs down initially and gives you the quick bang for your buck, but if you just rest on that, you’re going to plateau,” Spellman says. “The only way to continue moving in a positive direction is to eliminate the injuries.”

To tackle safety issues and prevent injuries, AdCare turned to …

Brad Ridenour, BWC ergonomist

Kevin Spellman, BWC employer services specialist

1� ohiobwc.com

Chris Korhely, BWC lost-time claims service specialist

Korhely, who has handled lost-time claims for AdCare since 2000, has seen the company through good times and bad. Korhely says when she first started working on AdCare’s claims, the company was suffer-ing a lost-time claim on almost a weekly basis.

“They had a lot of company policies that were counterproductive to managing claims and workers’ compensation,” Korhely says. “They would have claims that would go on for a very long period of time. We knew they weren’t causing the injuries, but they weren’t doing much to prevent them either.”

Korhely says there were fractured and multiple lines of communication between her and the company. Before she could truly be effective in helping AdCare manage its lost-time claims, the company had to over-come this major hurdle. But once, the company gave Potter the authority to handle all workers’ compensa-tion issues, Korhely noticed a major change.

“We have a constant back and forth — we com-municate, alert each other on claims issues, especially ones that look like they might get out of control,” Potter says. “She helps both me and the injured workers on

claims determination and management.”When Korhely receives a claim, she gathers

documentation and investigates the accident. This includes contacting Potter, AdCare’s

legal representatives and the injured worker and his or her representative to get the spe-cifics of the workplace accident. At times, she has even re-enacted the conditions of the accident to determine whether to allow a claim.

Korhely works closely with the MCO and other parties to al lowed claims to ensure the medical, legal and return-to-work aspects of the claim are in order. This helps move the claim toward

resolution. Just a few years ago, Korhely says she was

staffing claims with AdCare on a quarterly, sometimes monthly, basis. And she would speak

with MCO representatives on a weekly, if not daily, basis. Today, she rarely meets with the company

because an overhaul of problematic company policies and a new approach to workers’ compensation has dramatically reduced lost-time claims.

A big part of this improvement is due to AdCare’s approach to transitional work and its relationship with …

least an hour of my presentation explaining how they ultimately control their premium,” Ridenour explains. “Before, they viewed workers’ compensation as a burden or a tax that was beyond their control. But it doesn’t need to be that way.”

Next, Ridenour conducted safety walk-throughs at four of the company’s facilities. He looked for trends and areas for improvement AdCare could implement at all its facilities. Potter says these safety inspections helped in areas such as Occupational Safety and Health Administration code compliance, labeling of hazardous materials and implementing a lockout/tagout system.

Ridenour also helped the company overhaul its accident analysis and investigation process. With his assistance, a committee of AdCare employees revamped the company’s policy, forms and procedures for accident investigation and analysis. Now, important information on accidents and near misses f lows to the safety teams at all AdCare facilities so they can make corrections as needed.

Unfortunately, it is still possible to incur claims after a company improves its safety culture. When claims happen, AdCare gets assis-tance from …

Chris Korhely, BWC lost-time claims service specialist

I T TAKES A TE AM FEATURE

1� WORKERS’COMP

Bob Fralick, BWC re-employment advisor

Fralick says AdCare’s first attempt at a transitional work program more than four years ago proved to be half-hearted and unworkable. But when Spellman brought him aboard the new team in 2004, Fralick noticed a philosophical change in the company.

“The first time I worked with the company, it did not have an administrative agenda across all of its facilities to implement a really effective transitional work program,” he explains. “No one was empowered at that time, and there were organizational barriers. Frankly, rising costs became the driving factor when it came to getting serious.”

After his reintroduction to AdCare, Fralick met with Potter and other company executives on numerous occasions to analyze what they had in place. Fralick made suggestions, noted areas that could use improve-ment and outlined several return-to-work options the company could pursue.

He explains that AdCare is actually in an enviable position because nursing homes and assisted living facilities can offer plenty of modified duties to get an injured worker back on the job in a safe and timely manner. And most employ physical therapists who can provide on-site therapy for injured workers.

Fralick says the company gave its return-to-work efforts a tremendous boost when it hired Kim Landman, an independent contractor specializing in on-site transitional work occupational therapy. He says Landman, who has years of experience working with nursing homes, is primarily responsible for AdCare’s newfound success.

“I still meet with Kim and Jackie to discuss the company’s progress. The two of them together are a powerful combination,” Fralick states. “Frankly, they don’t need me anymore. But that’s good because it means things are being done right.”

AdCare winsIn July 2006, AdCare officially became group

rated. For calendar year 2006 (through the beginning of November), the company had no lost-time claims, and its employees were only absent for a total of 14 days due to workers’ compensation claims. BWC records also show that from calendar year 2003 to calendar year 2005, AdCare’s medical and compensation paid dropped from more than $366,000 to less than $110,000. In policy year 2004, AdCare achieved its goal of reducing its claims frequency and severity by 15 percent each. As a result, the company earned a 20-percent premium reduction totaling more than $169,000.

The BWC team of Spellman, Ridenour, Korhely and Fralick played key roles in helping AdCare achieve work-ers’ compensation success, but they didn’t do it alone. Several other BWC employees, MCO representatives and various outside sources provided vital services as well. But Ridenour says success or failure is ultimately up to the employer.

“We can’t do anything without them,” he says. “We can tell them all the right things, but unless they follow through and act, nothing’s going to change.” Ridenour adds if an employer is willing to commit the time and resources he or she will see savings and success in the long run.

In other words, it’s about winning with people. WCQ

A job well done: Jackie Potter, AdCare vice president of human resources, rounds out the team.

15 ohiobwc.com

ach year, thousands of employers and employees assemble at the Ohio Safety Congress & Expo — the industry’s

leading annual event — to personalize professional development plans that fit their unique needs. The event combines world-class educational opportunities with a platform for professional and social networking. It also gives attendees exposure to leaders who shape the safety industry.

The annual conference is one of the largest gatherings in the United States singularly dedicated to this cause. The free event is designed to provide a flexible yet customized, industry-focused learning approach to promote safety in the workplace.

You will find valuable information no matter what combination of days or events you choose at safety congress. At the expo marketplace, you’ll also learn about products and services to enhance your existing safety programs, and to reduce costs in the workplace.

Make plans now to join the more than 5,000 employers and employees at the Ohio Safety Congress & Expo on March 20 - 22, 2007, at Cleveland’s International Exposition Center.

For more information, log on to ohiobwc.com, or call 1-800-OHIOBWC, and press option 2, 2 and then 2 again. Additional information is also available via e-mail at SafetyCongress@bwc.state.oh.us.

March 20 - 22, 2007International Exposition Center • Cleveland, Ohio

Continued

Schedule of events

Tuesday, March 208:30 to 9:30 a.m. Opening session9:45 a.m. to noon Educational sessions1:15 to 3:30 p.m. Educational sessions3:35 to 4:45 p.m. General session4:45 to 6 p.m. Expo marketplace

Wednesday, March 218:30 to 10:45 a.m. Educational sessions8:30 a.m. to 4 p.m. Expo marketplace 11:30 a.m. to 1:30 p.m. Safety Incentive Program awards luncheon1 to 3:15 p.m. Educational sessions3:30 to 4:30 p.m. General session

Thursday, March 228 to 9 a.m. General session8:30 a.m. to 1 p.m. Expo marketplace 9:15 a.m. to 11:30 p.m. Educational sessions12:30 to 4 p.m. Educational sessions

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Special emphasis sessions

With more than 125 educational sessions available, you will find many valuable courses. The Ohio Safety Congress & Expo presents learning opportunities that fit the unique needs of virtually all workplaces in Ohio: from agricultural, to manufacturing and professional services. In addition to the seminars listed below, targeted programs are available for employers and workers in the public sector, health care, construction, mining, and much more.

Extreme safetyWednesday, March 21Designed for safety and health professionals with a high degree of skill and knowledge, these in-depth sessions are presented by nationally recognized experts in the fields of safety, construction, ergonomics and industrial hygiene. Continuing education units (CEUs) are available for those requiring accreditation from their nationally recognized safety and health organizations.

Youth safetyThursday, March 22Working safely doesn’t just happen by accident; it is learned. And it is never too soon to introduce the importance of safe work practices. This four-hour program is designed for young adults, ages 16 to 18, who are preparing or have recently entered the work force. Young attendees must be sponsored by an educational institution and accompanied by an adult chaperone.

First respondersTuesday, March 20 and Wednesday, March 21Each day, emergency medical personnel and first responders risk their lives while providing protection and care for others. The Ohio Safety Congress & Expo offers two days of programming dedicated to these professionals, providing them with training on procedures for safely performing rescues in unique settings, caring for geriatric patients, and responding to situations that become violent.

March 20 - 22, 2007

Self-insured employersWednesday, March 21With sole responsibility for administering their workers’ compensation claims, self-insured employers have a vested interest in keeping their work force safe. Sessions will focus on reducing injuries and costs by coordinating safety and risk management functions, establishing effective safety management systems, and building a strong safety culture.

Small businessesThursday, March 22Small businesses constitute a majority of Ohio’s employers and employ the bulk of its work force. Yet small employers find it challenging to adequately manage the safety and health of employees. On this day, the Ohio Safety Congress & Expo offers five educational sessions specifically designed to meet the needs of small businesses.

BWC’s discount programs

BWC customers participating in the Premium Discount Program+ (PDP+) or One Claim Program (OCP) may earn credit toward Step 6 requirements by attending this event. PDP credits are available for most sessions, but you can maximize your time by attending all sessions on Thursday, March 22 to earn the six credits needed to meet Step 6 requirements. Of course, partial credit can be earned each day of the event and combined to meet Step 6 requirements. After attending sessions, simply visit the Cyber Café at the event to download certificates necessary to confirm your attendance. You can also download certificates from your home or office computer.

Expo marketplace

Lose yourself in a sea of safety products and services. And if it suits your needs, take some home with you. The expo marketplace will feature Ohio’s largest gathering of leading safety and health companies. And most of their wares will be for sale during the event. Additionally, live presentations and hands-on demonstrations of new equipment through-out the expo marketplace floor will awe you.

International Exposition Center • Cleveland, Ohio

•CERTIFIED•

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March 20 - 22, 2007

Edwin FoulkeAs an assistant secretary of labor, Edwin Foulke heads the Occupational Safety and Health Administration (OSHA) and its staff of more than 2,200 professional and support personnel. At the agency, his role is to assure the safety and health of America’s workers by providing leadership for the agency tasked with setting and enforcing standards; providing education, training, and outreach; establishing partnerships; and encouraging continual improvement in workplace safety and health. During the Safety Incentive Program awards luncheon, Foulke will provide a general update of OSHA standards relevant to Ohio’s workers and their employers, as well as preview important items on the agency’s agenda.

Registration

Free registration begins Jan. 1, 2007, by calling 1-800-OHIOBWC and pressing option 2, 2 and then 2 again, or by logging on to ohiobwc.com. You may also register at the event.

Continuing education

Earning continuing education credit is easy! Visit the event’s Cyber Café to download the necessary certificates confirming your attendance. You can also download the certificates from your home or office computer. International Association for Continuing Education and Training units and industrial hygiene certification maintenance points are available for most sessions and are accepted by the Board of Certified Safety Professionals. Credits for emergency medical service professionals are also available for some sessions.

General sessions

Each day, the general session will feature multiple keynote speakers who have boundless enthusiasm for sharing their expertise and knowledge. These dynamic individuals will present insightful and entertaining topics to energize and motivate you. Our distinguished speakers represent a broad cross-section of industries.

Robyn BenincasaA San Diego firefighter by day, Benincasa has always been active in sports. But it wasn’t until she tried her hand at extreme multi-sport expedition races around the world that she learned unique life lessons about teamwork. That experience, coupled with her work as a firefighter, led Benincasa to create an executive management train- ing organization that helps companies build teams that succeed in highly time-critical environments. Benincasa uses gripping tales and humorous stories from her past in both adventure racing and firefighting to illustrate the essential factors for team success, and to show how to better manage time when you are battling fires at work all week.

David HartA motivational speaker, writer and former Army ranger, Hart offers experiences gained from decades of parachuting. With thousands of safe parachute jumps completed, Hart believes that while some types of work come with severe risk, the risk should not deter anyone from participating. The danger can be managed and employees trained to react appropriately to avoid getting injured. Hart has been the subject of many articles and is the author of Jump! Leaps in Organizational Performance and Teamwork. He will share his experience in limiting risk while participating in dangerous work, and pass on his wisdom about how to motivate teams to take safety seriously.

1-800-OHIOBWCohiobwc.com

Sponsored by the Ohio Bureau of Workers’ Compensation’s Division of Safety & Hygiene

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Sept. 11, 2001, is a day forever

etched in many Americans’ minds.

Terrorist plots at the World Trade

Center, the Pentagon and aboard

United Airlines Flight 93 above

Pennsylvania resulted in unprec-

edented work-related fatalities of

approximately 2,900 people. These

catastrophic events began a new

era in emergency/disaster planning

for employers, safety professionals

and communities nationwide. But

how do you (or can you even) plan

for unexpected events like this?

Here, Workers’ Comp Quarterly

gives you insight about why you

should develop a plan of your own.

This article also offers practical tips

for planning for the unexpected and

profiles three Ohio employers who

make emergency/disaster/pandemic

planning a priority.

by Suzanne A. Brown

ech

How to plan for the

unexpected

Emergencies, disasters, pandemics!

ON YOUR SIDE SAFETY

Well suited: Emergency first responders practice during a hazardous materials safety class at BWC’s training center in Pickerington.

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ech

Dublin, a growing 39,000-resident suburb located in northwest Columbus, hosts an annual three-day Irish Festival. It is one of the largest celebrations of Irish heritage in the United States.

“The city more than doubles in size during the festival with more than 85,000 in attendance,” says Ron Whittington, Dublin’s safety administrator and risk manager.

“It’s a dress rehearsal for any type of emergency — from a tornado, wind storm, (attendees’) heat and heart-related problems to lost children.”

About 120 city employees and 1,200 volunteers team up for the festival and receive training in disas-ter/emergency preparedness. City supervisors man a command post to direct the festival’s operations.

This specialized post includes weather-radar sta-tions, land-mapping capabilities, incident-reporting programs and two-way radio communication. During the festival, employees and volunteers use 130 radios with different channels for festival communications, security and logistics.

In addition, 20 Washington Township medics ride bicycles equipped with first-aid supplies and automated external defibrillators, and patrol the grounds during the festival.

“Dublin’s Division of Police takes the lead for the city’s disaster preparedness,” says Lieutenant Tom Hirschy, operations bureau commander. “During the festival we operate a mobile command center with police officers and dispatchers. We also have an emergency-response trailer for highway accidents.”

“We differ from private employers because we maintain varied operations to keep the city function-ing,” says Whittington. He notes the pre-planning required for the festival helps the city review its daily operations. This kind of emergency/disaster preparedness earned Dublin a 2002 Governor’s Excel-lence in Workers’ Compensation Award.

Recognize your need to prepare“Recent natural and man-made cata-

strophic events, and the forecasted avian f lu show the need for businesses and families to be prepared for all possible scenarios,” says Chas Keeley, business continuity planner for the Ohio Emergency Management Agency (EMA). “Business continuity planning is an ongoing process that must be supported by senior management and funded to ensure necessary steps are taken.”

And there’s a long list of potential disas-ters — natural or man-made — to consider when planning. In addit ion to possible pandemics, such as the avian f lu, potential disasters include winter storms, f loods, fires, toxic gas releases, tornadoes, chemical/haz-ardous materials spills, radiological accidents, explosions, civil disturbances, bioterrorism agents/attacks and workplace violence result-ing in bodily harm and trauma.

“Once employers are prepared, they must work with their employees to ensure they too are prepared,” says Keeley. “Companies may develop and test the best disaster and contingency plans, but if their employees aren’t ready for a disaster, whether at work or home, then the plans have failed, and soon, so too will the businesses.”

Call to action Based on the Internat iona l Labour

Organization’s Web site, more lives would have been lost at the World Trade Center if the buildings’ businesses had not discussed viable evacuation plans with employees. About 25,000 people survived because they safely evacuated the two 110-story towers.

According to the Occupational Safety and Health Administration (OSHA), employers with more than 10 employees need to have a writ ten emergency act ion plan ; smal ler compa nies may verba l ly commu nicate their plans.

“These strategic plans protect the compa-ny’s employees, customers, vendors and busi-ness operations from emergencies,” explains BWC’s Greg Collins, program administrator for OSHA’s On-Site Consultation Program. By adhering to OSHA’s standards, this pro-gram assists small, high-hazard employers in improving their health and safety programs.

City of Dublin: Public event disaster preparedness

Dublin’s mobile command center in action: Technician Mike Pineault dispatches an urgent call.

ON YOUR SIDE SAFETY

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ON YOUR SIDE SAFETY

“No matter how much any organization plans for a pandemic, it will not be enough,” notes Michael W. Janko, manager of global busi-ness continuity and fire protection for The Goodyear Tire & Rubber Co. However, Janko stresses pandemic planning allows organizations the best chance to continue operating in a crisis. He says it also offers other immediate operational benefits.

Headquartered in Akron, the 80,000-employee tire and rubber manufacturer has 100 plants in 29 countries. “With our international locations in Indonesia and Thailand, Goodyear is paying particular attention to this virulent H5N1 flu strain that is circulating in Asia and could spark this century’s first true pandemic outbreak since 1918,” Janko explains.

According to the Ohio Department of Health’s Web site, Goodyear began its pandemic planning by identifying regional leaders who could effectively put the company’s plans into action. Within two months of forming a global leadership team, Goodyear developed detailed avian flu plans for 15 Asian countries. Since then, the company has continued its global planning.

Within the United States, Goodyear meets monthly with EMA and Department of Health and Human Services county offices to develop a joint strategy for avian flu preparedness. “Emergency management teams, medical responders, schools, area businesses, churches and local health department’s medical experts should be a part of a team response for effective pandemic planning,” Janko says.

The major components of Goodyear’s plan are:• Communications — The company is developing many methods

to reach employees, customers, suppliers and shareholders in the event a pandemic occurs, and systems and phone lines go down;

• Medical knowledge — The company is addressing issues of medical preparedness, risk reduction and hygiene practices for employees at work and home. Goodyear follows the World Health Organization’s and the Centers for Disease Control and Prevention’s advice on social distancing, hand washing and having employees stay home when sick;

• Business resiliency — Each region and facility is reviewing its operations for responding to a pandemic, identifying critical customers and suppliers, and establishing triggers for altering production schedules during a pandemic;

• Essential functions — Each facility is identifying critical func-tions, jobs and tasks, and conducting cross training.

“If we don’t face a pandemic, business continuity planning still helps organizations better understand their essential functions for improved operations,” adds Janko.

The Goodyear Tire & Rubber Co.: Avian flu planning

Step-by-step planningIn its Emergency Management Guide for Business

& Industry, the Federal Emergency Management Agency (FEMA) offers a step-by-step approach to emergency planning, response and recovery for companies of all sizes.

According to FEMA, “Each event must be addressed within the context of the impact it has on the company and the community. What might constitute a nuisance to a large industrial facility could be a ‘disaster’ to a small business.”

Brainstorm worst-case scenariosIn How to Plan for Workplace Emergencies

and Evacuations, OSHA recommends, “You begin the planning process by brainstorming the worst-case scenarios for any type of emergency.” Include management and employees in this team process. Top-level management’s commitment and support are vital to the success of emergency and business-continuity planning.

The American Red Cross states on its Web site, “No business should risk operating without a disaster plan. While reports vary, as many as 40 percent of small businesses do not reopen after a major disaster like a f lood, tornado or earthquake. These shuttered businesses were unprepared for a disaster; they had no plan or backup systems.”

Therefore, all companies should include the potential for bioterrorism, a pandemic and other disasters in their business-continuity planning.

Pho

to c

redi

t: G

reg

Kno

blec

h

Bad egg: A microbiologist at the Centers for Disease Control and Prevention conducts an avian flu experiment.

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Prepare, plan, be informed. Ohio Department of Health Director J. Nick Baird, M.D., agrees it

is important for businesses to prepare now — before a pandemic or other emergency happens.

“Up to 40 percent of the work force may be out either sick or caring for sick loved ones during a pandemic,” Baird says. “I urge businesses large and small to look at existing policies concerning sick leave, telecommuting and other work force issues to ensure operations continue under such a scenario.”

Being prepared is the key to being ready for any potential emer-gency/disaster/pandemic. For more information, contact BWC’s safety professionals at your local customer service office, or call 1-800-OHIOBWC, and press option 2 and then 2 again. You may also log on to ohiobwc.com, and click on Safety Services. In addition, you may contact your county EMA office or health department.

BWC resourcesBWC offers employers classes on hazardous waste material opera-

tions and emergency response at the Ohio Center for Occupational Safety & Health in Pickerington. For more information or to register, visit bwclearningcenter.com. You may also call 1-800-OHIOBWC, and press option 2, 2 and then 2 again. WCQ

Procter & Gamble Co.: Emergency response teams

The Procter & Gamble Co. (P&G), a leading consumer-products manufacturer with its global headquarters in Cincinnati, takes emergency preparedness and safety seriously for its more than 135,000 employees in almost 80 countries.

Rachelle Burnside, P&G North America’s risk leader for global business services, explains the company bases it principles on prevention. And culturally speaking, says Burnside, the company views safety as everyone’s business. “Company decisions are made with that in mind,” she says. “Maintenance is diligent and preventative mea-sures are in place. If there is a risk that is worth managing, we try to minimize its impact.”

Minimizing risks is exactly what P&G does with its emergency preparedness efforts at its many locations, including the downtown Cincinnati headquarters and six area research and development centers. “Our larger sites have response alarms and emergency response teams,” she notes. “The teams are designed around their functions.”

They include: • Medical teams for first aid and basic life

support;

• Confined-space rescue teams;

• Structural fire brigades that wear fire-pro-tective clothing to help local fire depart-ments with emergencies;

• Hazardous-material teams that help clean up chemical spills.

Each emergency response team has 20 to 35 volunteer members with varying skills and expertise. P&G trains each volunteer locally. “We work closely with local fire and police departments, hospitals and health departments,” adds Burnside. “We invite them to participate in our drills — fire, evacuation, hazardous material, medical and disaster. Then we learn how we can work together for success in an emergency.”

Planning makes a difference

The Federal Emergency Management Agency and the Ohio Emergency Management Agency recommend following the basic steps listed below when planning for any disaster or emergency. You can also follow these steps for pandemic planning.

• Establish a planning team. Make sure to integrate all business functions when planning.

• Analyze capabilities and hazards.

• Develop the plan and include these components: executive summary and emergency management elements — direction and control, communica-tions, life safety, property protection, community outreach, recovery and restoration, administration and logistics. When developing the plan include exercises to test various emergency situations with management and emergency management personnel.

• Implement the plan by integrating it into the company’s culture. Conduct training during employee orientation and education sessions, drills and real-life exercises.

• Evaluate and modify the plan based on emergency needs, and review the plan regularly and incorpo-rate it into staff meetings.

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22 WORKERS’COMP

by Charmian Todd Boyd

Turns out, Mom was right when she warned you about washing your hands. If you’ve followed her advice since childhood, chances are she’s helped to keep you healthier than you would have been had you not listened. She may even have saved your life — and that of countless others — time and time and time again.

But if you’re not one to follow Mom’s advice, maybe these facts from the Centers for Disease Control and Prevention (CDC) will finally con-vince you to listen.

Fact #1: Each year, an estimated 40 million Americans get sick from germs transmitted on dirty hands. Americans are sick for a combined 4 billion days a year, spend approximately $950 billion on direct medical expenses and die at a rate of about 160,000 people each year from infectious diseases.

Fact #2: Microscopic germs such as bacteria, viruses, parasites and fungi cause many illnesses — from the most frightening diseases to more common ailments, such as colds, the f lu and diarrhea.

Fact #3: Your hands, and more specifically, your 10 busy fingers, work all day long touching everything you come in contact with — from elevator buttons to your kid’s runny nose, food to door handles, and telephones to toilets.

Fact #4 : With al l this contact, you are constantly either picking up or spreading disease-causing germs to yourself and others — making your hands potential lethal weapons.

Wash your hands ... please!ON YOUR SIDE HEALTH CARE

Germ on your hand Sicknesses it can cause

Salmonella Diarrhea, stomach pain, dizziness, fever

Hepatitis A Vomiting, liver disorders, jaundice

Rhinovirus More than 200 strains cause the common cold

Streptococcus pyogenes Tonsillitis, sore throat, scarlet fever, impetigo

Escherichia coli 0157 E. coli causes kidney failure, uncontrollable fever, death

Proteus vulgaris Urinary tract infections

Rotavirus Severe diarrhea (55,000 children in U.S. hospitalized with this each year)

Source: www.1st-in-handwashing.com

Common germs found on your hands!

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Preventing diseases is in your hands!But there’s good news. The power to prevent

many illnesses is also in your hands. You simply have to wash them properly — and regularly. The CDC has determined the cheapest, most effective way to avoid infection and stop diseases is for you to wash your hands.

Plain soap and clean running water are usually all it takes; plus a little friction as you vigorously scrub your hands all over for at least 20 seconds. It’s this combination of soap and scrubbing action that loosens and removes dirt and germs.

However, certain jobs dictate that work-ers arm themselves with more protection. For example, workers in settings where the spread of infectious diseases is common should take extra precaution by using antibacterial soaps and/or alcohol-based sanitizing gels after washing their hands. These settings include health-care facilities, child-care centers, preschools, nursing homes and prisons.

Are hand sanitizers good substitutes? According to Colorado State University Coop-

erative Extension, research shows hand sanitizers to be as effective as hand washing only in certain cases. Most hand sanitizers contain ethanol or isopropyl alcohol, or a combination of both. In most cases, the alcohol works immediately to kill bacteria and many viruses. But in some cases, the type and amount of dirt, food or other substances present on your hands can significantly alter the alcohol’s effectiveness. Therefore, experts gener-ally recommend using sanitizers as an optional follow-up to traditional hand washing.

This is especially true for food workers and handlers. The Food and Drug Administration advises them to use hand sanitizers in addition to, but not in place of, proper hand washing. In addition, many workers in manufacturing settings — even those with office jobs off the plant floor — run a higher risk of casual exposure to chemi-cal and other hazardous materials. In such cases, hand sanitizers are not enough to remove unseen substances that may settle on these workers’ desks, for instance, and which they then inadvertently transfer to their hands. Hand washing is the only practical solution to preventing non-infectious illnesses resulting from this kind of exposure.

Wash your hands ... please!1. How long do germs stay alive on surfaces?a. 1 minuteb. 10 minutesc. 2 hoursd. 5 hours

2. What is an easy, effective activity that you can do to keep from getting sick?a. Hand washingb. Sleepingc. Exercisingd. Eating a balanced diet

�. How long should you lather your hands with soap to eliminate germs effectively?

a. 5 secondsb. 20 secondsc. 1 minuted. None — most germs rinse off with warm water alone

�. How many school days are lost annually due to the common cold?

a. 22 millionb. 5 millionc. 50 milliond. 10 million

5. How are germs and infectious diseases most commonly spread?

a. From droplets in sneezes and coughsb. Indirect contact by sharing toys, touching doorknobs or other itemsc. Food contaminationd. All the above

6. After handling raw meat, what is a sufficient way to clean your hands?

a. Wipe hands with a wet towelb. Rinse under hot, cold or warm waterc. Wash them with soap and warm waterd. Any of the above

7. What percentage of Americans don’t wash their hands when leaving the restroom?

a. 12 percentb. 27 percentc. 33 percentd. 58 percent

8. Where do the most common germs lurk in the kitchen?a. Countertopsb. Sponge or dishclothc. Cutting boardd. Refrigerator door handle

Source: Scrub Club™/NSF International, an international, independent not-for-profit organization that certifies products and writes standards for food, water, air and consumer goods (www.nsf.org).

Answers: (1) c; (2) a; (�) b; (�) a; (5) d; (6) c; (7) c; (8) b.

How much do you really know about germs?

The Germ Quiz

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2� WORKERS’COMP

Of course, in cases where soap and running water are not available, using a hand sanitizer is better than nothing for preventing infectious diseases. Brands containing 60 percent to 95 percent alcohol are most effective. When using a sanitizer you should portion out enough so you can rub it all over your hands for at least 30 seconds. If your hands dry in less time, you are probably not using enough.

How we spread germsThe CDC has found there are five common

ways to spread germs. All involve hands.• Hand to food — This usually results from

failing to wash hands before preparing or eating food. You transmit the germs from your hands to your food, or a food worker does. Then you eat contaminated food and become sick.

• Infected infant to hands to other children — This usually results from not washing your hands after changing a dirty diaper, even one without fecal matter. You transmit germs from the diaper and/or infant to your hands. Then you touch or feed another child or children, and pass on disease-causing germs to them.

• Food to hands to food — This usually happens when you handle uncooked food, especially raw meat, fish, poultry or eggs. If you fail to wash your hands properly after handling uncooked food, and then go on to eat or prepare other foods, like a sandwich, for instance, you will transmit germs.

• Nose, mouth or eyes to hand to others — You can spread disease by sneezing or coughing into your hands, or by rubbing your eyes. Instead, sneeze or cough into a tissue and follow-up by washing your hands. Also, avoid rubbing your eyes. Not only can you transmit germs to others by touching your nose, mouth and eyes; you can also infect yourself.

• Food to hands to infants — When you handle uncooked or contaminated food and then touch infants without washing your hands, you spread disease-causing germs to society’s youngest and most vulnerable.

Are medical professionals doing their part?

Scientists have known the disease-stopping power of hand washing for almost two centuries. As early as the 1840s, Dr. Oliver Wendell Holmes and Dr. Ignaz Semmelweis suggested this simple procedure as a technique for reducing infant death rates in hospitals on two continents. Vienna’s Semmelweis helped to reduce infant mortality from 25 percent to less than 1 percent just by ordering doctors and medical students to wash their hands before examining women in labor. And America’s own Wendell Holmes recommended that physicians stop delivering babies for a month if they discovered two or more cases of childbed fever in their practices within a short time.

Yet still these days, not all medical profes-sionals are doing their part. A Swiss study published in the July 6, 2004, Annals of Internal Medicine found that only 57 percent of the 163

The scary facts about germs in the workplace

• The average desktop has 400 times more bacteria than the average toilet seat.

• The five most germ-contaminated spots in the workplace are (in order): phone, desktop, water fountain handle, microwave door handle and keyboard.

• An infected person can leave a trail of viruses on every surface he or she touches, potentially exposing an entire office.

• Researchers suggest you wash your hands frequently and clean your desktop/work surface with a disinfectant every day.

Source: University of Arizona laboratories germ studies 2001 - 2005

ON YOUR SIDE HEALTH CARE

25 ohiobwc.com

physicians who researchers observed followed proper hand-hygiene standards. They also found that medical students and internists washed their hands most often. But ironically, surgeons, anesthesiologists and critical care doctors washed their hands least often.

In a related 2003 study, Dr. Chunliu Zhan of the U.S. Agency for Healthcare Research and Quality pointed to post-surgery sepsis (bloodstream infections) as the most serious complication resulting from medical error. Zhan said improved medical practices, including an emphasis on better hand washing, might help reduce the incidence of this potentially fatal complication.

Are you washing your hands, or just saying that you do?

Unfortunately, similar research on hand-washing practices in the general population also shows disturbing trends. The CDC estimates one in three people do not wash their hands after using the restroom. A 2003 American Society for Microbiology study revealed similar results. The study, which included telephone surveys and research/observation at public restrooms in six major airports, also indicated people wash their hands far less often than they say they do. For example, 95 percent of adults said they washed their hands after using public restrooms; however, researchers only observed 78 percent doing so.

In all cities, women washed their hands more often than men (83 percent versus 74 percent). And interestingly, travelers in Toronto, Canada — the only non-U.S. airport in the study — washed their hands 95 percent of the time. Researchers attribute this to a public education campaign geared toward fighting the city’s outbreak of severe acute respiratory syndrome (SARS) that year.

Protect yourself this winterIn honor of Mom and National Hand Wash-

ing Awareness Week (Dec. 3 - 9, 2006), take the time to learn the proper way to wash your hands, if you don’t already know. Then spread the word, not the germs! It’s one of the best things you can do to protect yourself and your loved ones from colds, f lu and other illnesses this winter season and all year long.

1 Prepare paper towel before washing hands so you do not recontaminate them when you turn off the faucet or crank up the towel dispenser.

2 Turn on faucet and wet hands using warm running water.

3 Add soap and rub hands together to form a soapy lather.

4 Scrub all parts of your hands vigorously for at least 20 seconds (about the time it takes to sing the Happy Birthday song twice): palms, back of hands, between fingers, fingertips, thumbs, wrists, nails and under nails. Wash rings and adjust them to scrub any skin they cover. Do all these things away from running water so you do not wash off the soap.

5 Rinse hands well under warm running water.

6 Dry hands with a clean paper towel.

7 Before discarding the paper towel, use it to turn off water and open any doors to avoid recontamination.

When to wash your hands

• Before preparing or eating food• After going to the bathroom• After changing diapers or cleaning up a child who has gone

to the bathroom• Before and after caring for someone who is sick• After handling uncooked foods, particularly raw meat,

poultry, fish or eggs• After blowing your nose, coughing or sneezing• After handling an animal or animal waste• After handling garbage• Before and after treating a cut or wound

Source: Centers for Disease Control and Prevention

7simple steps to proper hand washing

WCQ

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ON YOUR SIDE WORK FORCE

When Leonard Reino joined his dad’s company back in 1962, they soon realized one dry cleaning service in a small Sandusky County village couldn’t support two families.

Forty-four years later, Reino Linen is the largest employer in Gibsonburg, and one of the largest health-care laundry services in the region. And it supports more than just two families. Reino is a family operation for many of its 160 employees.

Take Eulilia and Carmen Sanson. They’ve worked at Reino since 1998. Two of their daughters and their son work at the plant, and their other two daughters have also worked there. The Guzman brothers Miguel and Joel came to Reino a year earlier and they’re still with the company, with Joel advancing to a role as a preventive maintenance specialist.

The Sansons and Guzmans are part of another family at Reino — the high number of Latinos/Hispanics who work there.

by Bill Monaghan

multilingual work force

The languageof safety in a

Family matters: The Sanson family has worked for Reino Linen since 1998. Yolanda Sanchez, co-worker, is seated right.

How it works: Salvadore Gonzalez, Leis Medical supervisor, explains a procedure to his employee, Somlith Chanhphengratsamy.

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Spanish-speaking workersLatinos or Hispanics — people in the United States who come

from predominantly Spanish-speaking countries and trace their family origin to Spain or the New World — have long been part of Ohio’s work force.

Judy Reino, Leonard’s wife and president of the company, says they started hiring Mexican workers in the 1970s.

“We have a big Hispanic population in Gibsonburg,” she says. “A lot of them came here for agricultural jobs.” Then, some started applying at Reino for something other than seasonal employment.

It’s made Reino bilingual. English is the mother tongue for most of the company’s office workers and drivers. Spanish is the lingua franca on the shop floor, where workers sort, wash, dry and fold 80,000 to 100,000 pounds of laundry from hospitals, medical offices and other clients every work day.

Still, company officials were surprised when BWC asked them to help with a class on Understanding and Protecting your Hispanic/Latino Work Force in summer 2006.

“When we were asked to participate in the class to share best practices we couldn’t figure out why,” says Ken Dotts, vice president of operations and human resources manager. “We don’t do anything special for Hispanics. We treat them the way we’d treat any worker.”

However, that attitude itself is something special. Making sure non-English speaking employees get the same

information and workplace protection as English-speaking ones is no small task, other human resources managers say.

“The company has to be committed to giving its minority employees a fair shake,” says Diana Kwiatkowski, human resources manager for Leis Medical, a manufacturer of surgical implants and instrumentation with several Spanish- and Vietnamese-speaking employees. “You have to bend over backwards to make sure the people who are at a disadvantage with English get the support they need.”

A matter of safetyAs safety statistics show, however, not all employers share this view.

At a time when workplace safety generally improved for U.S. workers, it has eroded for immigrants.

A 2006 Associated Press (AP) survey of working conditions for low-wage Mexican immigrants found “a worsening epidemic” that’s claiming one life each day in the United States. Public safety officials told the AP that employers often hire immigrants for dangerous, low-wage jobs because they work cheap and are less likely to question unsafe working conditions.

And while the United States is a nation of immigrants, the influx of foreign-born labor has rapidly increased in recent years. For example, during the 1990s, one of every two new workers entering the U.S. labor force was an immigrant. By 2004, Latinos alone accounted for 1 million of the 2.4 million new workers. And immigrants accounted for 84 percent of the labor-force growth in Ohio, Indiana, Illinois, Michigan and Wisconsin between 1996 and 2003.

ON YOUR SIDE WORK FORCE

Sorting it out: Yolanda Sanchez at work.

27 ohiobwc.com

28 WORKERS’COMP

Not all employers take advantage of immigrant workers. However, safety is one of the f irst things to suffer when workers are undervalued, says Ana Cam-marata, a BWC employer ser-vices specialist in Cleveland. “And you see that in the high number and severity of claims, and in the last names of the injured workers.”

Higher death rates for immigrant workers

Injuries to immigrant work-ers, particularly Mexicans and other Latinos, have increased even more dramatically. “In the

mid-1990s, Mexicans were about 30 percent more likely to die than native-born workers, now they are 80 percent more likely,” according to the 2006 AP report.

There are several factors at work, according to Amelia Rodriguez, chief executive officer of VocaLink Language Services of Dayton, but language and cultural barriers are often involved. The federal Occupational Safety and Health Administration (OSHA) estimates that language and cultural barriers are factors in 25 percent of the workplace fatalities the agency investigated.

The situation has motivated BWC to provide more services in Spanish and training services to employers who want to bridge the language and culture gaps.

One part of that effort is the pilot program in which Dotts participated. BWC offered two rounds of Understanding and Protecting Your Hispanic/Latino Work Force in five Ohio cities last spring and fall. Par-ticipants said they came to the class mainly to find help overcoming language and cultural barriers in Ohio’s increasingly multilingual work environment.

Training to overcome barriers“There’s a need out there,” says Cheri Hollern of

BWC’s Division of Safety & Hygiene and part of the bureau’s Spanish Initiative Committee. “Our employ-ers are hiring from a diverse work force and they need assistance in training. At the injured workers’ level, they are in our system, and it can be frustrating if they don’t know what their rights are.”

Cathy Blackford, executive director of the Builders Exchange of Central Ohio, says she is seeing a greater interest in bridging the culture gap among her organization’s membership.

Those members, central Ohio construction contractors and various allied industries, increas-ingly work with Latino employees, Blackford says, “and they need to communicate effectively. Beyond language, there are cultural differences to consider, differences in the ways people from other countries expect to interact with colleagues and supervisors.”

In 2006, Blackford says, the Builders Exchange offered two classes in basic Spanish for the con-struction industry. “We sold out both times,” she says. “You’re starting to see a strong interest and effort on the part of many of our members to meet the non-English-speaking employee halfway.”

Chipping away at the language barrier from the other side can also be a big help, Cammarata says. “The key is to help them learn English. It’s the only way they are going to blend into society.”

English as a Second Language (ESL) classes are emerging as an important part of the com-munications strategy at Leis Medical. Technology drives constant change in the surgical implants business, and production workers must build their skill sets just to keep up. English proficiency is becoming increasingly important on the job, Kwiatkowski says.

“The work force itself has to be very highly educated and information-driven, and our people are there,” she says. “But if I want to retain the work force we have, I have to be sure they know enough English to ask a question if they get stuck.”

Cultural barriers also a factorBeyond language, cultural differences can also

raise difficulties when communicating safety con-cerns, says Mauricio Espinoza, a communications specialist with Ohio State University Extension and a Spanish instructor with the University of Akron. Espinoza, who taught some of the pilot project classes, says many low-wage immigrant workers come from countries where workplace safety laws are non-existent or not enforced. They may be concerned about retaliation by employers if they report problems or suffer an injury. Others distrust government generally and avoid official scrutiny.

ON YOUR SIDE WORK FORCE

One voice: Leis Medical offers English training classes for their employees.

28 WORKERS’COMP

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Resources for multilingual workplace communication

Such concerns contribute to reluctance among low-wage, non-English-speaking work-ers to report workplace injuries, let alone voice concerns about workplace safety, says Aaron Rourke, a BWC industrial hygienist working in Cincinnati. That reluctance is particularly acute among Latinos, coming from cultures that discourage openly questioning authority and working with colleagues who may be in the U.S. illegally.

Building trust is keyThe key to overcoming that reluctance is

building trust, says Victor Velez, director of the Su Casa Hispanic Center in Cincinnati. “It’s a matter of acculturation for the new immigrant, and it’s all based on education: Getting people to understand this culture.”

Rourke says in-house safety fairs are one way to build trust. Done well, and on a regular basis, they can help workers understand their rights and overcome fears about reporting injuries or suggesting safety improvements.

Building trust improves safety in another crucial way, Dotts says: Decreased turnover.

“Most of our (injury) incidents happen with new hires, people with less than 120 days on the job,” Dotts says. “The accident rate drops way off after that. But that’s the hard part; getting them to stick around.”

Dotts says Reino works at it. Married couples employed there can stagger their shifts so someone is home for the children. And the company has a f lexible leave policy to accommodate long visits to family on the other side of the border. Reino’s Latino work-ers can also advance within the company. Though shift supervisors must be bilingual, other opportunities are open to anyone regardless of English proficiency.

The effort is paying off, Dotts says. Most of Reino’s Latino workers have been with the company three years or more, and as of press time, the company had gone 714 days without a workplace injury.

“They stay because they get good treat-ment,” Dotts says. “We pay well, they get hospitalization; we treat them no better or worse than any other employee.

“The hardest part was our Hispanic workers didn’t like to say if they got hurt,” Dotts says. “Now, they know it’s not a crime.”

BWCThe bureau offers Spanish-language versions of several safety videos. Visit ohiobwc.com/employer/programs/safety/VideoLibrary.asp for video descrip-tions. BWC also offers Spanish-language versions of its most commonly used injury reporting and claims-management forms. Contact your employer services specialist for more information.

Occupational Safety and Health Administration (OSHA)OSHA devotes two sections of its Web site to help Spanish-speaking employers and employees.

• Compliance Assistance: Hispanic Employers and Workers — www.osha.gov/dcsp/compliance _ assistance/index _ hispanic.html• OSHA en Español — www.osha.gov/as/opa/spanish/index.html

The National Institute for Occupational Safety and Health (NIOSH)Visit the agency’s Spanish language Web site, NIOSH en Español, at www.cdc.gov/spanish/niosh/.

Translation and interpreting servicesThe American Translators Association (ATA) provides certification for members who meet professional standards. Even if you translate your own information in-house, a certified translator can proofread your copy. Translation and interpreting services may also be able to assist in training. Visit ATA’s Web site at www.atanet.org/.

Employee, community and trade group resourcesLocal trade associations, chambers of commerce or service organizations set up to help immigrant communities may know about services and materials to assist in multilingual workplace communication. Also check with your company’s employee assistance program to see if it offers language or acculturation classes for immigrant workers.

Multilingual safety signsCheck on the availability of bilingual and multilingual safety signs with your usual supplier.

English as a second languageContact community colleges and other educational institutions in your area for information on these courses for your workers or work site.

Foreign language training Introductory and conversational language courses, particularly in Spanish, are available from local schools and colleges and online. Recorded language lessons are available in dozens of languages. In addition, various private sources offer specialized language classes for English-speaking managers and supervisors.

Financial assistance for trainingState grants are available to eligible employers planning to train employees — including language training — at 53 of Ohio’s two-year colleges. The Ohio Investment in Training Program supports up to half the costs of tuition, materials and training-related activities at new and expanding businesses.Targeted Industries Training Grants cover up to 75 percent of training costs for eligible companies with fewer than 101 employees, and 50 percent of training costs for larger employers. Enterprise Ohio Network administers both grants. Visit www.enterpriseohio.org/30.asp to find the participating campus nearest you. Then contact the college for grant availability.

WCQ

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Q How can other employers learn from your example?

Governor’s Excellence Award winners share secrets of success

Roundtable features BWC

customers and partners sharing

their views on workers’ compen-

sation issues and events.

This issue highlights four of

the six winners of this year’s Gov-

ernor’s Excellence in Workers’

Compensation Award. The award

recognizes Ohio employers who

have a strong commitment to

workplace safety as seen through

their performance. BWC selects

the winners based on several

criteria. These include senior

management support of safety

programs, worker involvement,

quality of safety training and

prompt, accurate reporting of

work-related injuries.

Here, Workers’ Comp Quar-

terly asks the winners how other

employers can learn from their

successes.

Read the fall issue of Work-

ers’ Comp Quarterly for a fea-

ture on the two other winners:

The Mack Iron Work s Co.

(Sandusky) and the cit y of

Marysville. To access the fall

issue, log on to ohiobwc.com,

and click on BWC Library, E-

Publications and then Workers’

Comp Quarterly.

A

A

Interstate Cold Storage Inc. Private employer (Columbus and Napoleon)

This Indiana-based cold storage warehousing company has put the freeze on workplace injuries. It has not suffered a lost-time claim at any of its Ohio locations (two in Columbus; one in Napoleon) since 2001. Plus, it did not have any workers’ compensation claims in 2005.

This amazing record occurs because the company’s safety culture starts at the top. Manage-ment holds monthly safety meetings with all employees and, in most cases, oversees each facility’s safety program. At safety meetings, employees:

• Receive updates to the company’s safety and health policies;

• Discuss action plans for emergency situations;

• Review injury reporting procedures;

• Review the company’s return-to-work policy.

The company conducts post-accident drug/alcohol testing and has a system to ensure report-ing and investigation of all accidents within eight hours. It also works closely with its managed care organization to file claims in a timely fashion.

“We all make many common sense business decisions every day. Promoting a safe workplace by having available resources, training and an ongoing safety-minded attitude is a common

sense approach that pays big dividends. Providing the appropriate safety equipment and allocating safety meeting time for open and active participation by all employees really does work. From a business standpoint, a safe workplace will be more productive and profitable. More importantly, we owe every employee the safest environment that we can provide.”

— Russ Borstelman, vice president of operations

Family owned and operated since 1932, this company is a wholesale distributor of plumbing, heating and fire protection supplies. It operates six locations in northeast Ohio.

The company maintains a comprehensive system for injury reporting and accident analysis and resolution, but does not need it often. It has not suffered a lost-time claim since 2001 and had no workers’ compensation claims in fiscal years 2003 and 2004. This remarkable record shows dedication to safe work practices from the company’s owner to its warehouse workers.

From training to written policies and on-site visits to employee meetings, workplace safety is always at the forefront. The company has also developed a close relationship with its managed care organization to report injuries in a timely fashion, and to manage all claims. In addition, it has a return-to-work program in the rare event an employee is injured on the job.

“Seven years ago we faced paying significant premiums and had outstanding lost-time claims to address. We decided we weren’t going to accept high premiums. We attended numerous

seminars by managed care providers and carefully selected a good company. We also decided BWC was ‘our friend’ and started using their resources to help us. Management support from our owner for improving our safety culture was also key. We now emphasize workplace safety to all employees, have return-to-work procedures and fully document all incidents. As a result of everyone’s effort, we’ve been group rated for the last five years and have realized a 70-percent reduction in our premium.” — Bob Talenda, director of finance

The Cleveland Plumbing Supply Co.Private employer (Chagrin Falls)

by Charmian Todd Boyd and Erik Harden

ROUNDTABLE

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�1 ohiobwc.com

How can other employers learn from your example?

Governor’s Excellence Award winners share secrets of success

A

Messer Construction Co.Self-insuring employer (Cincinnati)

This full-service commercial construction manager, design-builder, general contractor and program manager has relied on safety as a foundation since 1932.

Messer’s goal is to “make safety a value rather than a shifting priority in the minds of our employee-owners.” The company is an industry leader in workers’ compensation management and workplace safety. In 2005, it received safety awards from the Associated General Contractors of Ohio and Builders Exchange of Central Ohio.

The company shows leadership through its outstanding commitment to: • Safety for every employee, subcontractor and vendor;

• Timely reporting of accidents and thorough accident analysis;

• Comprehensive drug-free workplace program;

• Ensuring injured workers understand the claims process;

• Providing quality medical treatment to injured workers;

• Having an effective return-to-work program for injured workers.

“The key for us has been to realize that safety is about leadership. We have great employees. They read our policies and listen to our plans; but they also watch what we as leaders do. Our

experience is that you will get 20-percent support for what you say and 40-percent support for what you teach. But you will get 80-percent support for what you model and 100-percent support for the values that you are willing to live. Leadership in safety is not about ‘fixing’ our employees. As leaders, it is about modeling in our own lives the care for others and respect for work we want our employees to support.”

— Pete Strange, chairman & chief executive officer

Worthington Schools Public employer (Worthington)

This suburban Columbus school district gets high marks for its ongoing efforts to develop an effective workers’ compensation and workplace safety program. The district consists of 20 schools and provides services to more than 9,000 students. Managers have reduced the district’s workers’ compensation claims frequency, severity and reporting lag time by:

• Using available BWC resources;

• Teaming with BWC, its managed care organization and its third-party administrator to proactively manage claims;

• Participating in the Capital Area Safety Council;

• Implementing a transitional work program beginning with the 2005-2006 school year.

Worthington Schools has also developed crisis teams and training to facilitate quick emergency-response times. In addition, the district installed automated external defibrillators in all its buildings.

“Our district has improved employee safety and proactively managed claims using various resources. Our most successful programs are those made available to us through BWC

at no additional cost. Additionally, Public School Works, a program that assists in the tracking and management of claims, has become our tool for safety training. Our district also participates in the Capital Area Safety Council, which provides a 4-percent premium reduc-tion. And the organization is in the second year of a transition-to-work program, which allows employees to return to work gradually until they are able to assume regular duties.”

— Jonathan Boyd, chief fiscal officer

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For subscription maintenance only Workers’ Comp QuarterlyBWC/OhioP.O. Box 201Middlebranch, OH 44652Fax (607) 272-1307Total copies 150,000 • Unit cost: $.225 • Publication date: 12/06

March 20 - 22, 2007

With 125 educational sessions to choose from, you can find a pearl of wisdom.

Turn to page 15 for more details.

With 125 educational sessions to choose from, you can find a pearl of wisdom.

To participate as either an attendee or exhibitor Call 1-800-OHIOBWC, and press option 2, 2 and then 2 again.

Send an e-mail to SafetyCongress@bwc.state.oh.us.

International Exposition Center • Cleveland, Ohio