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Category Archives: Industrial Hygiene

Managing Industrial Hygiene Issues in the Proactive Mode

By Mandy Sunderland, Sr. Industrial Hygienist, Total Safety

Perimeter Monitoring with AreaRAE Steel
In a proactive mode, all incidents are considered preventable, as opposed to being random and unavoidable

One of the biggest challenges facing safety and health practitioners today is ensuring that their companies operate in “proactive,” rather than “reactive,” mode. In reactive mode, an injury occurs, and an investigation is conducted to find out what happened and who to blame. Recommendations are made to address the specific incident, and corrective actions are often taken without understanding or addressing underlying system causes. This is an expensive way to operate, since corrective actions are initiated only after incidents have occurred.

Emergency response, by its nature, is reactive. Early in a response, immediate action is often required in the face of unknowns and uncertainties. The goal in an emergency is to shift from reactive response to systematic management of the incident. Advanced planning addresses a wide range of scenarios, identifies resources, training and drills. It will ensure that the equipment and resources can be obtained as quickly as possible, personnel are prepared with drills and training, and that additional staffing requirements are identified and contracted in advance so that the response effort is less frantic and more systematic.

Complacency also leads to being reactive. Well designed exposure monitoring plans fall out of date and are not refreshed. Recommendations from exposure surveys or incident investigations are not closed out and, over time, possibly forgotten. New employees don’t receive adequate training not only on equipment, but on risks and protective measures. Experienced workers take shortcuts and develop bad habits, which become normalized as “how we get it done here.” Operating processes change and new exposure hazards that are introduced to the workplace are not recognized and addressed. Failure to recognize these gaps and take proactive steps to refresh plans, knowledge, skills and training, leaves little choice but to operate in a reactive mode.

Leading an organization to a proactive approach
The ultimate goal of industrial hygiene (IH) professionals is to successfully guide their organizations into operating in a proactive made, but that’s not always easy to do. One of the biggest obstacles is the lack of knowledge and understanding by management of the risk associated with operations, and the appropriate steps needed to mitigate these risks. Given a full understanding of risks and consequences, most managers will make good, proactive business decisions to prevent incidents.

In a proactive mode, IH professionals devote their time and energy into understanding hazards and risks, and taking actions to prevent injuries and exposures. Potential exposures should be analyzed to determine risk and identify which controls can be used to prevent incidents. Resulting recommendations related to corrective actions and system improvements should be implemented prior to an injury or illness occurring. In a proactive mode, all incidents are considered preventable, as opposed to being random and unavoidable.

Getting the biggest bang for your IH monitoring bucks
All too often, facility management has fallen back on the same old IH sampling plan year after year. A facility without a clearly thought out, up-to-date plan to assess their workplace exposures, may sample unnecessary materials, bringing with it a false sense of security. This can occur when changes in operations, processes or materials are not recognized and evaluated. Monitoring the wrong exposures increases cost and decreases true exposure knowledge. In addition, it may become difficult to maintain compliance with regulatory standards, including ACGIH and OSHA regulations.

Sometimes a facility will opt to require respirators or personal protective equipment (PPE) to reduce or control worker exposures. These types of measures far too often become a permanent control measure, but, in the long run, are expensive and difficult to maintain. Often an experienced industrial hygienist can suggest permanent simple fixes that are inexpensive and easy to maintain.

Furthermore, other programs that depend on the results of your IH monitoring, such as medical surveillance, hazard communication, respiratory protection and PPE, and exposure control (ventilation) programs, may also suffer.

Including IH in your turnaround planning
During a typical plant turnaround, a large number of people work together to repair and recharge complex equipment against a tight schedule and budget. Turnarounds require a high degree of planning, scheduling and coordination, so that the right combination of equipment and personnel are available when needed.

Many turnaround plans focus on mechanical and maintenance aspects and neglect to include critical support services that help to keep activities on schedule. These support items may include safety training and management, industrial hygiene monitoring, lead and asbestos testing, perimeter monitoring and environmental monitoring. Inadequate planning for HSE support can cause unanticipated delays, resulting in increased cost, anxiety and setbacks.

Turnarounds often present significant exposure potential to hazardous chemicals not encountered during normal operations. When normally closed vessels are opened up, bundles and exchangers may be pulled, and catalysts replaced. As these jobs are not routine, sometimes only inexperienced workers are available, who require more training and supervision that are potential costs and delays of the critical path.

Protecting your employees’ hearing
High noise levels on the job can result in hearing loss, as well as physical and psychological stress in the workforce. Excessive noise exposures also take a bite out employers’ pocketbooks, as they financially compensate workers. If worker exposure data and audiometric test records are not well managed and maintained, it can be difficult to make connections between exposures and symptoms of hearing loss. It is always preferable to reduce noise at the source through engineering controls, but lack of a “comprehensive hearing conservation program,” as required by OSHA, can make it difficult to analyze and implement appropriate controls.

Protecting your employees from NORM
Exposure to radiation can result from natural sources, such as Naturally Occurring Radioactive Materials (NORM), and not just from industrial equipment, such as material level and thickness gauges, testing equipment that contain radioactive isotopes or X-ray inspection devices, and electron microscopes.

Certain industrial processes tend to concentrate NORM and bring workers into situations of more direct or prolonged exposure and increase risk from ingestion, inhalation or absorption of radioactive materials. In the oil and gas business, NORM often flows to the surface as a by-product of oil and gas production and concentrates as scale, sands and sludge on production strings, flowlines, pipelines and production equipment.

NORM materials may then be encountered during routine maintenance, refurbishment activities and replacement operations. Disposal, reuse and recycling of NORM can cause occupational exposures as well. Improper handling and maintenance of industrial radiation sources can also lead to elevated exposures. Health effects from exposure to radiation may occur shortly after exposure or may be delayed for months or even years, which can make it difficult to track.

Ensuring health protection during an emergency
Natural and man-made disasters present costly challenges for industry today. A large scale disaster can disrupt or shut down business operations, cause physical or environmental damage and release hazardous materials that threaten the health of employees and the public.

Lack of proactive IH sampling plans during emergencies for exposures, both inside and outside the fence, can result in workforce and public anxiety and increase potential liability and unwanted media attention. Failure to communicate a clear understanding of what happened, what the potential exposures are, related exposure standards and potential health effects can destroy credibility.

With all the challenges that we face as leaders in the HSE field, we understand the importance of focusing energy on key issues in the workplace today and taking steps toward working in the proactive mode as regular operating practice. Once accomplished, we can provide leadership and direction to the workplace, bring vitality to the practice of IH, facilitate industry to adapt to ever challenging situations and save money! 

Total Safety Acquires Webb, Murray & Associates

Total Safety Acquires Web, Murray & Associates, a Houston-based fire protection engineering and safety services company.Total Safety, the leading global provider of integrated safety services and compliance solutions, announced today it has acquired substantially all of the assets and ongoing business of Webb, Murray & Associates, Inc., a Houston-based fire protection and safety services company. 

“We are very pleased to have completed this transaction and are honored to have such a talented and respected team join Total Safety,” said David E. Fanta, Chief Executive Officer of Total Safety. “The Webb, Murray founders and their leadership team are known within the industry for their experience, values and commitment to excellence. Working together, we will be able to provide our clients with cost-effective and comprehensive risk mitigation strategies around their complex worker and facility protection needs. Webb, Murray’s traditional service geography has been limited to the Gulf and East coasts of the United States.  We are excited that we will be able to expand their service reach across all of Total Safety’s served markets.”

Bob Webb, a founder of Webb, Murray, noted, “we are very excited to be a part of the Total Safety family and are impressed with the culture, commitment to service excellence, and the vision they have for the business. I am pleased that we will be able to offer our clients an expanded service offering and am confident this combination will be a win-win for our customers, our employees and our suppliers.”

Webb, Murray & Associates, headquartered in Houston, Texas, and founded in 1974, is a recognized leader in risk management, fire and safety systems design, installation, testing and inspection services for the refining, chemical and petrochemical markets in the U.S.  The company’s core services include process hazard analysis, consequence assessment, risk evaluation, root cause analysis, industrial hygiene, PSM and RMP implementation, OSHA VPP consultation, safety procedure development, design, installation, maintenance and testing of all types of active as well as passive fire protection systems.  Total Safety will operate the assets under the name “Webb-Murray.”

For additional information, contact:
Total Safety
Dennis Turnipseed, Chief Financial Officer
713.353.7100

For more information on Total Safety and how we can equip your company with the best in industrial fire protection services, give us a call at 888.44.TOTAL.

Total Safety – The Best Minds in the Business!

Total Safety Acquires Industrial Hygiene Consulting Firm, Pacific Environmental

Total Safety Acquires Pacific Environmental Consulting“We are honored to have Pacific’s talented team join the Total Safety family,” said David E. Fanta, Chief Executive Officer of Total Safety. “Canada remains a very strategic market for Total Safety and we have many clients asking us to expand our service offering to include industrial hygiene and occupational safety. Working with Peter and the other professionals at Pacific, we will now be able to provide an even more comprehensive suite of safety solutions in this key market.”

Pacific Environmental, headquartered in Vancouver and founded in 1990, provides engineering and consulting services focused on worker health and safety. Those services incorporate Canadian Centre for Occupational Health and Safety (“CCOHS”)/Provincial Workers Compensation Board (“WCP”) regulatory requirements in the delivery of workplace environmental and industrial hygiene consulting services to a wide range of customers in Western Canada.

Its core industrial hygiene competencies include worker exposure monitoring, air quality assessments, laboratory analysis and chemical safety audits. Pacific also handles environmental consulting and assessments, hazardous material audits, worker training programs, health and safety audits, confined space audits, fall protection programs and workplace regulation reviews in consultation with regulatory authorities.

Peter Hansen, Pacific’s President and Co-Founder, stated, “This is a very exciting time for our employees and clients. The synergy between our two companies will accelerate market growth and career opportunities, a true winning combination. The Pacific team looks forward to partnering with such a dynamic team, offering our customers additional services, and complementing Total Safety’s current Canadian portfolio while continuing to add value for our clients.”

For more information on Total Safety and how we can equip your company with the best in industrial hygiene services and equipment, give us a call at 888.44.TOTAL.

Total Safety – The Best Minds in the Business!

 

Industrial Hygiene Planning for Successful Turnarounds

By Mandy Sunderland, Senior Industrial Hygienist , Total Safety

 Turnarounds can be expensive in terms of lost production while the process unit is offline, and in direct costs for labor, tools, heavy equipment and materials used to execute the project.

A well planned and executed turnaround helps ensure the project is conducted safely and efficiently, so the unit can be returned to operation as quickly as possible.  Tremendous effort typically goes into planning and coordinating the various aspects to ensure all necessary repairs and maintenance are conducted during the turnaround, so the unit doesn’t have to be shut down again until the next planned turnaround.  However, far too often industrial hygiene issues are not adequately addressed in the early phases of turnaround planning.  Playing catch-up in this area can have a negative impact on worker safety, project budget and schedule.

To help ensure turnaround success, the following industrial hygiene items should be considered during planning:

  • DETERMINE potential exposures to chemical agents well in advance and identify requirements for trained personnel and equipment.  Based on potential exposures, the project may require IH devices such as real time direct reading instruments to measure agents such as total hydrocarbons or H2S. Personal and area air samples for laboratory analysis may also be required to measure specific agents in welding fumes or catalyst. 
  • DEVELOP clear guidelines for PPE (personal protective equipment) use throughout the project, including respiratory protection, hearing protection, gloves, coveralls and safety shoes. Access control plans should be developed to ensure workers aren’t exposed to hazards unnecessarily. Special attention should be given to any jobs involving confined space entry. Defining and communicating PPE requirements in advance helps ensure that contractors will provide proper equipment and trained personnel.
  • DEFINE the types and numbers of worker and activities to be monitored. An IH sampling strategy should be developed which sets requirements for full shift TWA (time weighted average) sampling or activity specific STEL (short term exposure limit) sampling. Some operators monitor their own company employees, but require contractors to monitor their own workers. Coordinating these plans will help prioritize resources to better protect workers.
  • UNDERSTAND the full scope and length of the turnaround. Determine if IH monitoring will be required during the preparation phase, actual shutdown, line breaks, vessel entries or start up and commissioning. Ensure adequate and appropriate IH materials, supply and support are available throughout the project.
  • DECIDE which analytical laboratories will be used for IH samples.  Agree on the types of reports needed (e.g. full report with specific recommendations or rough data only). Consider who will need to see results in order to keep the project running smoothly and maximize worker protection. 
  • ANTICIPATE the unexpected. Don’t get caught off guard by unexpected exposures to NORM (naturally occurring radioactive material), asbestos or PCBs. If you don’t have a clear picture of potential exposures, bring in an IH expert to conduct a survey of the project area and a review of the turnover plan.

In summary, a comprehensive industrial hygiene strategy will help ensure your next turnaround project is completed safely, within budget and on schedule. Therefore during your next turnaround planning cycle be sure to thoroughly examine industrial hygiene issues in your decision making process.  It can save you bucks!

To learn more about Total Safety or our complete line of industrial hygiene services, contact us at 888.44.TOTAL (888.448.6825).

Total Safety – The Best Minds in the Business!

Spill Response: Can Industry Supply the Goods?

By Mandy Sunderland, Industrial Hygiene Specialist, Total Safety

For the quickest response, go Total Safety.The Oil Pollution Act (OPA) was signed into law in August 1990, largely in response to rising public concern following the Exxon Valdez spill, now the second largest oil spill in U.S. waters. The intent of the law is to improve the nation’s ability to prevent and respond to oil spills. OPA 90 regulations cover many areas and include requirements for industry handling oily materials to establish contracts for spill response services ahead of time, and to conduct table top and large scale drills to test the capabilities of these services.

History shows that the speed and effectiveness of a spill response depends on the availability of equipment, resources and trained personnel. And it pays to be well prepared because response costs can be very high. Since the early days of the recent Gulf of Mexico oil spill, response personnel have been working round the clock to support containment and clean up operations.  Crews worked to protect hundreds of miles of beaches, wetlands and estuaries along the northern Gulf coast using skimmer ships, floating containment booms, anchored barriers and sand-filled barricades along shorelines. It has been reported that as of August 9, 2010, skimming operations had recovered over 826,000 barrels of oily liquid and 411 controlled burns had been carried out. Approximately 30,800 personnel were deployed, more than 5,050 vessels were at work, and dozens of aircraft were engaged in the response effort. Estimated direct response costs had already reached $6.1 billion, including the cost of containment, clean-up, relief well drilling, static kill and cementing, grants to the Gulf States, claims paid and federal costs. On June 16 2010, an agreed package of measures was announced, including the creation of a $20 billion escrow account to satisfy certain obligations arising from the oil and gas spill.1

Businesses on contract to oil companies affected by the spill scrambled to locate equipment and trained personnel, balancing the immediate needs of these customers with the needs of other customers to maintain adequate levels of response capability. Existing staff worked lots of overtime, while new employees were recruited, trained and deployed to the Gulf as quickly as possible.

In response to the spill four major oil companies (Exxon Mobil, Chevron, ConocoPhillips and Shell) launched a non- profit joint venture called the Marine Well Containment Company. It can be mobilized within 24 hours of an incident, used in deepwater depths at up to 10,000 feet, and has a capacity to contain up to 100,000 barrels of oil per day.     

The recent spill was an advanced course in spill management that industry can use as a guide to assist all of us in our quest for continuous improvement.  As we have learned, spill response is expensive and resources can be tenuous and elusive. There are many lessons to be learned from this event including, but not limited to, exercising our response plans to their greatest extent possible and more accurately assessing our ability to provide services as depicted in contracts. Ultimately though, we must be diligent in the way we conduct our daily business, as noted in a statement released by Exxon CEO Rex Tillerson, “the extensive experience of industry shows that when the focus remains on safe operations and risk management, tragic incidents like the one we are witnessing in the Gulf of Mexico today should not occur.”   In summary, with significant effort to improve safety, prevention and response, the oil  industry’s motto of ‘Action before Reaction’ is the way to go.

  1. BP Press Release, 09 August 2010

Building an Industrial Hygiene Program from the Ground Up

By Chuck Dingman, CIH, CSP Industrial Hygiene Services Manager, Total Safety

For the best in industrial hygiene, go Total Safety.So your manager has instructed you to develop a new Industrial Hygiene Program or correct deficiencies in the current program for your organization.  Just what does that mean, and where do you begin?

Simply stated, the field of industrial hygiene encompasses agents and conditions that can impact employee health and well-being in the work environment.  The list of potential factors or stressors that can impact health and well-being include exposure to chemicals, high noise levels, ionizing and non-ionizing radiation, biological organisms, temperature extremes and ergonomic hazards. All these hazards must be assessed and controls implemented where unacceptable exposure conditions exist.  Potential controls include hearing conservation, respiratory protection, radiation safety, heat stress, medical surveillance programs, and work practice and engineering controls.  These programs and controls must be managed effectively to protect employee health and well-being.  But which programs and controls do you really need?     

The Workplace Exposure Assessment Process

There are two options available to you for identifying needed programs and controls. The first is to spend your time, money and effort putting out fires, i.e. reacting to workplace complaints, concerns and demands. The other option is to conduct a comprehensive, systematic assessment of needs and implement a proactive program to address and manage those needs. In either case, the assignment can be daunting, but can be made manageable with the right approach. The Workplace Exposure Assessment (WEA) process provides one such approach.

Traditionally, the WEA process was developed to evaluate potential chemical exposures. With modifications, the same WEA process can, however, be applied to evaluate nearly all potential industrial hygiene health risks. 

The process of performing a WEA involves a series of distinct steps. The first step in a chemical WEA is to identify job classifications with potential exposure to specific chemicals. Secondly, a list of tasks that involve potential exposure to those chemicals is made. Step three is to evaluate the toxicity of the chemicals using health codes developed for the Hazardous Materials Information System (HMIS), carcinogenicity ratings, and regulatory or recommended exposure limits.

Finally, a review is made of the respiratory exposure conditions based on the potential for the chemical to become airborne, ventilation or other control systems, and the frequency and duration to which workers may be exposed to the chemical. Workers in job classifications with similar exposure potential to specific chemicals are referred to as Similar or Homogenous Exposure Groups in the WEA process. Decision making logic within the WEA process is applied to produce a listing of SEGs prioritized from highest (A) to lowest (C) exposure potential. In the case of potential chemical exposures, industrial hygiene monitoring is performed initially for “A” priority SEGs and secondarily for “B” Priorities.  “C” priorities are those determined through the WEA process to be in control. 

Ultimately, the WEA process is used to drive the need for respiratory protection, hearing conservation, ventilation, medical surveillance, personal protective equipment, radiation protection or other industrial hygiene programs. Where programs are needed, a written program is developed that establishes procedurally the process by which the program will be implemented and managed. The end result of the process may be the determination that a program is not needed or can be eliminated. In this case, the organization has data and documentation justifying the lack of a particular program or termination of an ongoing program.           

The WEA process does not guarantee success.  Ultimate success will require ongoing management support and a focus on staying the course. In the real world, issues will arise that will require a shift in priorities from time to time. The goal is to ensure that these shifts are only temporary and that focus is returned to the systematic path you have charted once the issue is resolved.

For more infomation on how to develop an industrial hygiene program for your company, call us at 888.44.TOTAL.

Total Safety – The Best Minds in the Business!

The OSHA Challenge Program, First Steps to the VPP Star

By Chuck Gibson, VPP Manager, Total Safety

For increased occupational health and safety, go Total Safety.Preparing for and attaining certification in the OSHA Voluntary Protection Programs (VPP) can sometimes seem to be a confusing and overwhelming task, particularly for companies that do not have mature safety and health management systems already in place. To help, OSHA has developed a program for companies that are interested in improving their safety and health management systems and potentially participating in VPP, but may need assistance in understanding and meeting VPP requirements. The Challenge Program provides a comprehensive self-paced, three-stage roadmap that leads to improved safety and health management systems and preparation for VPP application.

Challenge is open to General Industry and Construction employers (determined by SIC/NAICS code) in both public and private sectors under OSHA federal jurisdiction. The Program is facilitated by OSHA-designated Administrators who may be corporations, nonprofit organizations or federal agencies. The Administrators act as the primary contact between OSHA and the Challenge Participant, and guide the Participant through the program stages. At the completion of each stage, the Administrator will review the participant’s progress and authorize advancement to the next stage.  OSHA will formally recognize progression from stage to stage and issue a certificate of graduation upon completion of Stage III. Provided it meets basic criteria, such as mishap rates and citation history, an organization should be ready to submit a VPP application following graduation, and may be considered for expedited review for certification.

To become a Challenge Participate, a candidate organization must first affiliate with an Administrator. A list of Administrators is available on the OSHA website or by calling your local OSHA office. The candidate organization completes an application and statement of commitment that is reviewed by OSHA, and upon acceptance, is designated an OSHA Challenge Participant. The Participant then proceeds through three progressive stages of safety and health program improvement with specific action and outcome requirements related to the VPP elements; management leadership and employee involvement, worksite analysis, hazard prevention and control, and safety and health training. As the Participant organization works through the stages, it will change from being reactive to proactive in identifying and controlling hazards. Additionally, it will progress in knowledge of and compliance with OSHA standards, develop an improved workplace safety culture, have improved documentation, increase safety and health activities, and show improvements in injury and illness rates. Documentation of achievements is required and progress is tracked on an electronic spreadsheet that provides color-coded status on each action and outcome item and a percentage completion level for the current stage.

The beauty of Challenge is the step by step guidance and direction it provides for improving a safety and health management system. The required actions and outcomes for each sub-element in each stage eliminate the guesswork of “what do I do next” for Participants. The status tracking sheet provides a visual and easy to understand tool to chart program progress. Even for organizations that consider their safety and health management systems more mature, Challenge tools and guidelines provide utility in confirming that necessary program elements are in place and functioning effectively. Go online and look at the list of Challenge Participants. It should come as no surprise that the list includes OSHA regional and area offices that are striving to become VPP certified themselves. So follow the lead of the experts. If you think your organization is not quite ready for VPP don’t be troubled – take the OSHA Challenge and travel the road to improved safety and health.

For more ideas on ways to increase occupational health and safety in your workplace, call us at 888.44.TOTAL.

Total Safety – The Best Minds in the Business!

Total Safety Acquires ICU Environmental, Health & Safety

Houston – February 1, 2010

Total Safety, the global leader of integrated industrial safety services and equipment, announces it has acquired ICU Environmental, Health & Safety, which provides a full range of environmental, health and safety services to public and private sector clients.

“We are very pleased to announce this most recent acquisition and to have the employees of ICU join Total Safety,” said David E. Fanta, Chief Executive Officer of Total Safety.  “By adding this experienced team and strategic offering to our suite of services, we can provide our valued clients an even more comprehensive safety solution.”

ICU offers a variety of EHS services including industrial hygiene, safety inspections and audits, process safety management services, regulatory compliance, HSE training programs, asbestos consulting services, indoor air quality consulting, environmental due diligence assessments, environmental air permitting consulting, risk assessment and strategic environmental management advisory services.  Founded in 1993, ICU is multi-disciplinary organization dedicated to providing relevant, accurate and cost-effective business solutions to clients in both domestic and international facilities, and possesses the resources necessary to respond to all types of EHS project requirements.  The Company has offices located in The Woodlands, Texas; Beaumont, Texas; and Washington, DC.

Kathy Harkey and Janet Wiiki, ICU’s co-founders, stated, “This is a very exciting time for our employees and clients.  The synergy between our two companies will allow for market growth and employment opportunities, a true winning combination.  The ICU team looks forward to partnering with such a dynamic team and contributing to the overall continued success of Total Safety.”

To learn more about Total Safety’s industrial hygiene services, give us a call at 888.44.TOTAL.

Total Safety – The Best Minds in the Business!

Total Safety Enters Industrial Hygiene Services Business

Houston – August 25, 2009

Total Safety, the global leader of integrated industrial safety services and equipment, is expanding into Industrial Hygiene Services and will provide comprehensive solutions for exposure monitoring, hazard and risk assessments, respiratory protection programs, ergonomic assessments, indoor air quality, asbestos, and lead and mold monitoring. In addition, Richard Matherne, CIH, has joined Total Safety as Manager of Industrial Hygiene Services. Richard has over 30 years experience as a Certified Industrial Hygienist in the petrochemical industry.

“We are excited to enter this new line of business, and Richard’s experience and knowledge will ensure we will continue to meet the needs of our customers,” said Paul Tyree, Vice President of US Operations.

Total Safety also offers customized safety services built around each customer’s specific requirements, including:

Learn more about Total Safety’s entire line of industrial safety services & equipment by calling us at 888.44.TOTAL.

Total Safety – The Best Minds in the Business!

Total Safety Welcomes Payne Services, Inc. (PSI) to the Family

Houston – June 15, 2007

On June 15th, Total Safety U.S., Inc. acquired Payne Services, Inc. (PSI). Payne Services’ primary  lines  of  business  include  safety personnel and staff, confined space attendants,  safety training, and contract industrial hygienists.  The  company was founded in 1989 and has service  locations in Donaldsonville, LA,  Pasadena, TX, and  Corpus Christi, TX,  which  further complements Total Safety’s  presence on the Gulf Coast.

“We are very excited about Payne Services joining the Total Safety family. The business lines Payne delivers are extremely complementary to the safety services Total Safety provides and will further broaden our service offering,” said David E. Fanta, Chief Executive Officer of Total Safety. “The combination of Payne’s personnel services management system and Total Safety’s extensive sales network will allow us to grow the business globally and meet the expectations of customers as they seek enhanced integrated safety solutions in today’s active market.”

“The opportunity to combine Payne’s safety services with Total Safety’s global presence was too appealing to ignore. The petrochemical and refining industry will no longer have to hire multiple safety contractors for their turnaround and maintenance safety needs,” said Robbie Payne, Vice President of Payne Services. “I am even more excited to join such a well respected industry leader and look forward to continuing to provide the highest level of service to our clients.”

The combination of these two well respected companies and their management and employee teams will continue to allow us to meet the expectations of our customers and further provide our enhanced safety service solutions. Our number one goal is to make this change as smooth as possible and to continue to execute our mission, “to ensure the safe Wellbeing of Workers Worldwide”.

To learn more about Total Safety or any of our industrial safety services and equipment, give us a call at 888.44.TOTAL.

Total Safety – The Best Minds in the Business!