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1. Clorox’s Sustainable Approach to
Safety and Cost Reduction
Donna Abts, PT, CEES
Ergonomics Program Manager and Health and Wellness Program Manager
The Clorox Company
ErgoExpo
December 2, 2010
2. Agenda
Ergonomics Program Building Blocks
How to Measure Your Program
Correlation between Injury Prevention and Costs
Creating an Employee-Driven Safety Culture
Maintaining Program Sustainability
Key Learnings
Clorox’s Story
3. “The definition of insanity is doing the same thing over
and over again, and expecting different results.”
-- Albert Einstein
4. Clorox’s Story 13 Years Ago
• In 1997, Clorox had no Safety Manager
• Injuries were 90% MSD repetitive stress-related
• A 1999 survey revealed employees had no resources,
knowledge, or internal contact for health & safety
• There was no assessment after training to gauge
ergonomics comprehension
6. Subsequent Costs
As a result of not having an ergonomics program, Clorox spent:
• $500,000 in direct medical costs (in 2000)
• Lost Time Case Rate = 7 injuries (in 2000)
o General estimate of hidden costs is estimated at 2/3’s more than
the direct medical costs
7. Recordable Incident & Lost Time Rates
OSHA Recordable Incident Rate (RIR): calculation that
describes the number of employees per 100 fulltime employees
that have been involved in a recordable injury or illness
= Number of Recordable Cases x 200,000 / # of Employee
Hours Worked
Lost Time Case Rate (LTC): calculates the number of cases
that contains lost work days
= Number of Incidents with Lost Time Cases x 200,000 / # of
Employee Hours Worked
8. What You Don’t Know Can Harm You
Costs of injuries can extend far
beyond direct medical costs, workers’
compensation costs and lost work
days to include:
• Lost productivity*
• Higher group healthcare costs and
insurance rates
• Time away from work (driving to
medical appointments)
• Temporary employee replacement
and retraining
* According to a November 2003 JAMA report, pain
from MSDs is the dominant source of lost productivity
in the workplace, costing American businesses $61.2
billion annually.
11. Clorox’s Story Today
• Lower injuries
• Goals, Plan and Measurement in place
• Accountable employees and teams at all levels
• A sustainable, engaging program
• Healthier, more productive employees
• Lower costs
13. Ergonomics Program Building Blocks
It’s important to establish an ergonomics program with these
three main elements:
• Goals – establish the results you want to achieve with your
ergonomics program
• Plan – provide a blueprint for how and when to implement
ergonomic program processes that can be sustained over time
• Measurement – provide the gauges to assess your progress
and stay on track
14. First Step: Develop Ergo Program Goal & IIPP
• Determine Vision (“Safety is a Habit”)
• Determine Goal (“Create an injury-free environment”)
• OSHA’s minimal program requirements for an Illness and Injury
Prevention Policy (IIPP)
15. Vision Statement
• Safety is a Habit throughout all aspects of our lives
• Each of us takes personal responsibility to ensure the safety and
well-being for ourselves and those around us
• Managers and supervisors care for our well-being by taking the time
to build relationships and by empowering us to maintain a safe
environment
• We are continually engaged in learning and sharing our
experiences to promote safety in our lives
16. Illness and Injury Prevention Policy
OSHA minimal program requirements:
• Safety policy
• Clarification of management and employee responsibility
• Employee involvement
• Hazard assessment
• Hazard prevention/ control
• Information dissemination and training
• Program evaluation
• Contractor safety requirements
17. Second Step: Develop and Execute Plan
• Identify functional or management groups and internal leaders
• Provide baseline ergonomics training to everyone
• Issue a comfort survey (paper, in-person, or online) to prioritize
who needs treatment first
• Prioritize issues to solve based on injury level or severity
disclosed in discomfort survey
• Develop a “standard equipment” list and ask for
documentation
18. An Employee-Driven Safety Process
• Smaller companies or facilities can more easily maintain zero
injuries due to their close relationships.
• Larger companies who mimic a small company model to foster close
caring relationships can achieve the same cultural goals.
• Empowered to make changes
19. Comfort Survey
EMPLOYEE COMFORT SURVEY
(All responses will be kept confidential)
This survey is part of your ergonomics evaluation. Your accurate
responses will help to ensure that personal discomfort, potentially
caused by ergonomics factors, is identified. Please take a few
minutes and complete these questions…
20. Comfort Survey
INDICATE WHICH BEST DESCRIBES HOW YOU FEEL OR WHAT YOU
EXPERIENCE DURING OR AT THE END OF YOUR WORKDAY. (Mark the
appropriate box with an X)
Never Rarely Sometimes Often Daily
1. Headaches
2. Irritated eyes
3. Blurred vision
4. Neck stiffness
5. Upper back or neck fatigue
6. Upper back or neck pain
7. Lower back fatigue
8. Lower back pain
9. Shoulder or arm fatigue
10. Shoulder or arm pain
11. Hand or wrist fatigue
12. Hand or wrist pain
13. Hand stiffness
14. Finger cramping
15. Over-stressed
21. Comfort Survey (cont.)
RATE THE FOLLOWING:
Excellent Good Adequate Fair Poor
16. Hand flexibility
17. Hand strength
18. Hand endurance
19. Seating comfort
20. Visual comfort
ANSWER THESE QUESTIONS: YES NO
21. Are you aware of your posture during the day?
22. Are you aware of your hand position during the day?
23. Do you adjust your chair for comfort during the day?
24. Are you a new hire?
COMMENTS:
22. Third Step: Measure Your Progress
• Track and record details of all injuries (calendar year, date of
injury, location, function, etc.)
• Develop an incident report
• Understand your leading and trailing indicators (proactive and
reactive measures)
• Adjust what is NOT working
23. Review Reactive and Proactive Measures
Reactive (Trailing) Measures Proactive (Leading) Measures
Measures the consequences Measures the causes
Used at the beginning of a program Developed after the initial phase of a
program
Measurements are typically:
• Injury/illness rate
• WMSD rate
• Lost work days
• Workers’ comp rates & costs
• Cost per injury
Measurements are typically:
• Ergonomics risks
• Productivity
• Equipment evaluation
• Work/jobs evaluation
• Training
Helps to fund programs by determining
cost per injury
Will drive specific behaviors, activities
and culture change
24. Identify Workplace Risks & Root Causes
• Use multiple methods for gathering initial data:
o Personal intervention/in-person assessments (audits)
o Technology-based assessments & surveys
o Safety committee members in each functional area or department
• Look at objective information to determine the root cause of an
accident or injury, such as
o Workstation or job environment set-up
o Unsafe conditions
o Not following written procedures
25. Investigation of Incident - Root Cause
Causes of Accident:
Unsafe Acts or Conditions:
• Not taking adequate breaks while computing & not reporting when
discomfort was considered minor
Action Taken to Prevent Reoccurrence:
• Ergonomist changed mouse and keyboard for more comfort
• Safety committee recommended all employees returning from extended
leave receive safety re-orientation with CTC ergonomist
26. Incident Summary
First-Aid Injury – 10/5/10:
• Employee injured thumb squeezing bottles
• Cause: Repetitive squeezing of bottles over 4 days
• Corrective Action: Conduct hazard risk assessment of all repetitive
activity to ensure that risk of injury is minimized; include appropriate
EH&S staff member in assessment
Safety = Actively Caring for People
27. Use Root Cause Information to Drive Change
Cat litter is heavy
29. Clorox’s Ergonomics Tools & Programs
Tools & Resources
• Safe Start – a national behavior-based training program
• ClarityNet – an online safety and HR training tool by Coastal
Technologies Corp
• OES Office and RSIGuard – web-based injury risk assessment and
reduction software tools by Remedy Interactive, Inc.
• EORM – consultants conduct ergonomics evaluations in-house at some
locations
Internal Programs
• “Make Safety a Habit” program
• Power of 100 / Power of 1/Power of 0
• BRAVO – Peer to Peer group
• Including Safety in Employee Performance Reviews
• Love the Lab
33. It’s More than Just Safety and Injury
Prevention Statistics
34. Creating an Employee-Driven Safety Culture
Critical elements include:
• Employee ownership and empowerment
• Understanding the concept and internalize
• Management buy-in and support
However, this must be an employee-led effort – NOT a management
team directive
35. R&D Recordable Injuries: 2010
SAFESTART introduced
“Make Safety A Habit”
adopted
On-line safety training
“Near Hit” reporting
Powers of 100, 1 & 0
Zero injuries!!
36. Performance Plan & Review Skill Area (2007)
Safety:
• Is timely in completing safety training
• Demonstrates understanding and application of safety requirements
in daily tasks
• Maintains work areas to ensure personal and colleague safety
• Participates in department safety inspections and risk assessments
• Intervenes and addresses unsafe conditions or behaviors,
communicating risk when appropriate
37. Maintaining An Efficient, Sustainable Program
• Continually re-assess employees for risk of injury… and not just
once a year or at the hiring phase
• Understand which processes work (or don’t) and re-engineer
them
• Make employees accountable
• Keep it fun, fresh and engaging to avoid complacency
38. What’s Next for Ergonomics at Clorox?
• Integrating wellness with accident and illness prevention
programs
• Preparing employees to fit required tasks and work
environments (vs. fitting the task to the employee)
• Understanding employees’ personal limits and how to improve
• Preparing for an aging workforce
39. Key Learnings
• Voice your vision and plan
• Identify your early adopters and personal evangelists
• Proactively gather, analyze and maintain good ergonomic data
• Identify which changes are most valuable, then act
• Listen to and get feedback from all stakeholders
• Continually course correct, change what’s not working
• Celebrate your successes
If we can do it, so can you!
40. References
• ORC: www.orc-dc.com
• Safety Stuff by Richard Hawk: www.MakeSafetyFun.com
• “Key Measures for Successful Improvements” Occupational Health and Safety;
January 2005
• “Ergonomics Investment: Making the Case in Any Economy” Professional Safety;
October 2010
• “Trends in Components of Medical Spending Within Workers’ Compensation” Journal
of Occupational and Environmental Medicine; 2009; 51:232-238, H. Shuford, T.
Restrepo
• “Leading Measures Enhancing Safety Climate and Driving Safety Performance”
Professional Safety; August 2010; Earl Blair, Michael O’Toole
• “Average Workers’ Compensation Claim Medical Costs Show Dramatic Increases”
Journal of Occupational and Environmental Medicine; March 2009; 51:232-238,
