NSC President and CEO Lorraine M. Martin

NSC President and CEO Lorraine M. Martin

‘You can do the impossible when you set your mind to it’

Safety was a daily concern for Lorraine M. Martin while serving as an officer in the U.S. Air Force in the mid-1980s.

“In the service, you’re looking to make sure that the people we ask to do things on behalf of our nation come home safely every day to their families,” said Martin, who took over as president and CEO of the National Safety Council on June 3, during a recent interview with Safety+Health.

After serving in the military, Martin spent the next 31 years at Lockheed Martin, where she oversaw thousands of employees working on unique projects, which called for safety as a primary objective.

“Folks who build aircraft are in very high-consequence areas, sometimes on scaffolding,” said Martin, who retired from the global aerospace, defense, security and advanced technologies company in 2018. “One of the aircraft I worked on was the C-5, and literally the tail of the aircraft is seven stories in the sky.

“As you’re doing maintenance and other actions on it, you have potentials for falls, injuries and risk. You have to make sure everybody is watching each other’s back and that everything is done in a safe way and done right every single time.”

Related article: Rae Ann Aldridge-2018

Safety+Health: What appealed the most to you about the NSC mission to keep each other safe at work, at home and on the roads?

Lorraine M. Martin: I started my career in the U.S. Air Force and spent 31 years in the aerospace and defense industry. After serving the men and women around the world – both in the United States and our allies – I knew I wanted to continue to give back in a way that helped people live their fullest lives. I looked at where I could bring my leadership skills and my experience in serving others in complex environments. When I thought about how I could do that, the National Safety Council was squarely in that target. It gave me a chance to give to a broader community and to use the skill sets that I’ve developed.

Related article: Rising Star of Safety-2019

S+H: How has your experience prepared you for your new role as president and CEO?

Martin: At Lockheed Martin, which was an industrial company building complex systems, I got a chance to be part of all different kinds of product lines. That is an organization that is centered on making sure that work is done well with excellence and that employees have the right environment to do that safely.

That ethos was ingrained in me very early in my professional career. I really enjoyed being part of an organization where safety and respect for the employees was baked into everything we did.

I’ve had a lot of leadership positions, and I really enjoy working with diverse organizations with diverse expertise and helping teams do really hard things. That’s a lot of what we do here at the National Safety Council.

S+H: Describe your personal journey to understanding the importance of safety.

Martin: I started my career in an office environment, then very quickly it translated to helping men and women do their jobs safely.

One of the experiences I had that was really eye-opening was in pilot training and creating high-end simulators to put pilots and those who maintained the aircraft through their paces in a way that was going to be, by definition, injury-free. We subjected them to emergency procedures and the things that can happen in the environment that could cause them to have an injury or, in some cases, loss of life.

If you can train so your heart is racing and you really think you’re in that condition, you can learn how to be prepared and to avoid whatever it might be that could bring you harm.

I saw the power of training and the power of helping human beings go through that experience so that when they’re in a real-life experience, they’re going to come out with a better outcome.

From there, I got a chance to build aircraft. Along with ensuring the safety of workers, it was also about making sure they have the right tools for the operations they’re doing. If it is ergonomically challenging, you have a leadership team to look at those issues and solve the problem.

Any kind of change of culture or safety has to be leader led. You have to live it yourself, show the example and show up where the work’s done to make sure you’re providing the right tools and procedures to enable every human being to go home the same way they came in to work.

Related article: 3M Ear Muff @amazon

S+H: How would you describe your leadership style?

Martin: I am very focused on teamwork. I’m focused on helping people come together, bringing their voice and their diverse backgrounds to solve problems and make things happen in the world.

Teamwork is often at the core of how I look at a problem, and making sure things are healthy, running well and that I have a role in serving teams as the leader. I’m also very focused on commitment. I have a tagline that says, “Every commitment, every day.” That is about the commitment we make to the people we work with, the commitments we make to our health and well-being, and to our families and communities. That is an important piece of how I show up, and how I hope the council will show up when we make commitments to the people we serve.

It’s also important to me to make sure all voices are heard, and that we have an environment where the diversity of opinion and background is included and welcomed. We’ll solve problems differently when we have all voices at the table.

S+H: How do you approach change?

Martin: Change for all of us is trying and sometimes challenging. But it can also be exciting. I think of change as necessary when we’re taking an organization to whatever its next plateau is, whatever the next challenge is. Change is something that you can actually use to help grow an organization and help an organization become something it didn’t think it could.

I do think change can be built into your DNA. An organization that can accommodate change to meet an objective, or for us all to band together and do something we haven’t done before, can be extremely powerful.

S+H: What do you hope to achieve at NSC?

Martin: First and foremost, I hope to learn about the mission and all the incredible work that’s going on here, and has gone on for decades. With that learning, I want to bring a fresh pair of eyes.

Any new leader or new member of a team comes with a whole new perspective. Everything’s new. Everything can be looked at for the first time.

I also hope to bring leadership and my experience from both the business side and the manufacturing world to make sure we’re listening to our members and we’re bringing the best value proposition we can that they need for their work environments.

S+H: In September, you’ll be taking part in the NSC Congress & Expo, the world’s largest annual event for environmental, safety and health professionals. What are you most looking forward to at Congress?

Martin: With 15,000 people coming together to talk about safety, best practices and being able to learn from each other, I’m thrilled to be part of that.

I’m looking forward to meeting those professionals and the member companies that are a huge part of the National Safety Council. I’m excited to hear our speakers talk about how we challenge ourselves to do something we might think is impossible. When I say “impossible,” I put it in the realm of saying we want zero work fatalities in our nation. We have our Work to Zero initiative. This is a challenge that we can lay down for ourselves to understand how we make that a reality.

It may seem impossible today, but we’re going to hear at Congress that you can do the impossible when you set your mind to it.

This article published first time @ Safety and Health magazine  


Fall Protection Plan

Company Policy Statement

We believe that our employees are very important to us. Fall Protection is an important aspect of our program to ensure that people who work for us can continue to live safe and healthy lives. We require all employees who work at heights above 10 feet and over to be protected from falling. In some cases, we will also implement fall protection at a lesser height if there is a danger or hazard in the area below. A written fall protection plan will be developed and implemented when a fall hazard of 25 feet or more exists or when a safety monitor and control zone is required.

The intent of the plan is to:

  • Help prevent falls
  • Assist workers and supervisors to identify the fall hazards of the site before work begins at heights.
  • Assist in the selection of an appropriate fall protection system(s)
  • Assist in rescue procedures for someone if a fall should occur

It is our company policy that all managers, supervisors and workers comply with the fall protection guidelines. We have established several checklists to help our supervisors and workers in identifying problem areas on the site. These checklists will be of much help when our supervisors are developing the site-specific program. We have outlined some specific responsibilities for ourselves (the employer), our supervisors and our workers as follows company guidelines. Responsibilities of all role are given below.

Related article: Mike Doyle, the 2019 Safety Leader of the Year

Employer Responsibilities

  • Ensure a written work site specific fall protection plan is in place
  • Ensure that a fall protection system is being used
  • Ensure that guardrails are used when practicable
  • Ensure a fall restraint system is in place when applicable
  • If a fall restraint system cannot be used, ensure a fall arrest system is in place
  • Provide appropriate control zone procedures if the above are not appropriate
  • Ensure supervisors and workers are trained
  • Ensure all equipment is safe, maintained, inspected and used correctly
  • Investigate any anomalies in the system to make recommendations so that such anomalies will not happen again
  • Update the program as needed
  • Follow up on our program

Supervisor Responsibilities

  • Ensure the program is prepared for each site
  • Ensure the program is being implemented
  • Inspect the program as it is used
  • Review the program
  • Investigate any anomalies and make recommendations to prevent re occurrence
  • Investigate all workers reports of anomalies to the system
  • Keep a log of all workers trained for the fall protection program and topics that were covered before they work in the fall protected area
  • Ensure all workers have a copy of the fall protection program
  • Inspect, maintain, and use the equipment in the recommended methods
  • Ensure that all workers are provided with the appropriate equipment
  • Observe workers, work practices and site operations and correct when necessary

Best Articles;Fall height death statistics

Worker Responsibilities

  • Know the fall protection plan
  • Follow the procedures as trained
  • Inspect equipment
  • Maintain equipment
  • Report any anomalies to the supervisors
  • Ensure the equipment is used as the manufacturer recommends
  • Inspect the program
  • It is a condition of employment that all managers, supervisors, and workers comply with the company safety policy and safety programs

Type of Fall Protection Name:

  1. Guardrails
  2. Toe Boards
  3. Horizontal Lifelines
  4. Vertical Lifelines
  5. Harness and Lanyard
  6. Belt and Lanyard
  7. Warning Lines
  8. Cover Over Holes
  9. Wire Rope Lifelines
  10. Fiber Rope Lifelines
  11. Robe Grabs
  12. Fall Arrest Blocks
  13. Tie Backs
  14. Safety Nets
  15. Canopies

First of all above article published @ https://fall-arrest.com/fall-safety/sample-fall-protection-plan/

FLS has installed thousands of fall arrest and fall protection systems globally. Offering both permanent and portable fall protection solutions, our comprehensive range of products can meet the requirements of even the most challenging environments.

Safety Leadership

Become A Safety Leader


Developing safety leaders in your business can mean the difference between marginal and world-class results. It long has been accepted that successful programs push the responsibility for safety down into the organization, utilizing the power of many to foster a safe work environment. In most cases, this requires line supervisors and all employees to take on additional responsibility in an already stretched workforce.

With additional responsibilities, supervisors and employees struggle to prioritize and complete safety tasks. Without the proper understanding of how and why it is important to become a safety leader, a gap in management expectations and employee perceptions develops.

If you want to develop successful safety leaders, consider the following:

  • Serve the customer;
  • Talk safety;
  • Walk safety;
  • Do safety.

Serve the Customer

Leadership begins at an early age. When we are children, we learn to follow as our parents set rules or correct misbehavior. As teenagers, we feel the influences of peer pressure and tend to follow others. In adulthood, we have to make decisions to follow others or lead them in a positive manner. Great leaders learn to serve their teammates and customers toward a common goal.

Talk Safety

Imagine you have been asked to address all employees at a group meeting and discuss how the team can improve the site’s safety record. You just were informed of the meeting 5 minutes ago and have no time to prepare. What do you say?

Safety leaders know they have to address employees all the time about safety and are prepared in advance. One way to make sure you have a consistent, positive message is to develop a one-liner and an elevator speech.

Walk Safety

In the winter time, many organizations work diligently to remove ice from walkways and entrances. Ice easily can be missed and can re-form quickly, exposing employees to slip-and-fall hazards. Recently, I reviewed a facility that had three slip-and-fall incidents on the same morning, in the same area. A bucket of salt was located near the entrance but no one took action to put the salt down. When asked why, the response was, “That’s not my job.”

Do Safety

Plan ahead and know how you are going to integrate safety into your daily routine. Maybe you set time a side every morning and start each meeting with safety or make a commitment to not turn a blind eye. Whatever your plan, you have to develop it now and find a way to integrate safety regularly into your daily routine. Keep it simple and start out slowly so it is an easy transition.

Team Effort

Safety is a team game that takes involvement from everyone. Developing employees into safety leaders and fostering an action-based safety culture while pushing responsibility for safety down into an organization creates a team-based approach that results in superior performance. This approach allows all employees to be players on the field and not just bench warmers.

Joe Tavenner CSP, CFPS, has years of experience, a bachelors and masters degree in Occupational Safety Management and an MBA in Management. For more information contact him at josephtavenner@yahoo.com.

3 Ways to Focus on Less DOING and More BEING (Simon T. Bailey)

A lot of the writing and advice about finding your purpose gives you so many things to do: complete this exercise, make this list, seek this project.

What I’ve discovered is that people are just exhausted from doing more things and not getting the results. When it comes to finding—and more importantly living into—your purpose, you’ll need to focus on less DOING, more BEING.

It’s easy to start with do. In the world we live in today, there’s no shortage of tasks, committees and projects to choose from. On top of that, there are so many books, articles and podcasts out there (like this one), pulling us in different directions of doing. We think if we do all of these things now, we can be something else later.

I am finding that is not the case. More and more adults are reaching the ages of 60 and 70 years of age, and they’re realizing: I never became the person I thought I would be after doing all of those things.

I’ve had to learn this lesson myself. As a father, I’ve realized my success as a parent is just as much about me being with my children as it is doing things for them. Being present in a conversation, for example, will lead to more purposeful parenting than reaching into my pockets.

The same is true in business. If you want to build a meaningful career that will stretch far into the future, you’ll need to flip the script and look inward before you turn outward.

Start with be. It starts with getting quiet and assessing: Who am I as a being? What does it feel like to be me in the micro moments of life? What is left when you strip away the titles and social constructs that define my understanding of myself?

Be together. Embed yourself in a circle of friends and family who get you, celebrate you and honor your journey. So often, we fail to stop and acknowledge the sweetness of simply being with others who lift us up and enrich our lives. Who you decide to be with on a regular basis will shape you to your core, so seek other beings who want to be more, and do less.

Be open. When it comes to living with purpose, you need a surround sound of feedback. It’s not all about meditation and collaboration. You’ll also want to find “no” people who will push against the grain, go the opposite way and stretch your thinking. Be open to the feedback that doesn’t make you feel good, but it will make you better.

Simon T. Bailey is an international speaker, writer and personal transformation strategist. He is the author of Shift Your Brilliance: Harness the Power of You, Inc., and Be the SPARK: Five Platinum Service Principles for Creating Customers for Life. When he’s not working, he enjoys rooting for the Buffalo Bills (his hometown team).

The 7 Habits of Highly Effective People

Stephen R. Covey/

Stephen R. Covey was born on October 24, 1932, in Salt Lake City, Utah. He received a degree in business administration from the University of Utah, an M.B.A. from Harvard Business School, and a D.R.E. from Brigham Young University. He was a teacher and administrator at Brigham Young University. In 1983, he founded the Covey Leadership Center, a training and consulting concern. He wrote numerous books on leadership, personal and organizational effectiveness, and family and interpersonal relationships. His best known book, The Seven Habits of Highly Effective People: Restoring the Character Ethic, first published in 1989. His other books include Principle Centered Leadership; First Things First: To Live, to Love, to Learn, and to Leave a Legacy; Daily Reflections for Highly Effective People; Seven Habits of Highly Effective Families; The 8th Habit: From Effectiveness to Greatness; and The 3rd Alternative. He received the Thomas More College Medallion and the Utah Symphony Fiftieth Anniversary Award in 1990, and the McFeely Award of the International Management Council for contributions and service in 1991. He died from injuries sustained in a bicycle accident on July 16, 2012 at the age of 79.


When it was first published in 1989, The 7 Habits of Highly Effective People was an almost instant bestseller — and quickly became a permanent part of the cultural lexicon. With over 25 million copies sold worldwide in over 40 languages since its first publication, this book continues to help millions of readers become more effective in both their personal and professional lives.

This is one of the rare books that has influenced presidents, CEOs, educators, and individuals all over the world not only to improve their businesses and careers but to live with integrity, service, dignity, and success in all areas of life. It has had an undeniable impact for the past 25 years–and will no doubt continue to be influential for many more.

S.M. Blooding

This book is so hugely helpful. It’s helped me to develop better habits on purpose. I’ve been pretty good at doing it on my own, intuitively, but with the help of this book, I’ve been able to do it continuously–well, with the exception of December where I burned out like a plane on fire–and with real purpose. Easy to read. Easy to conceptualize. Great book. Super helpful.

OMG. I have been re reading this book for years. Such great advise. You must read but i admit I keep reading it because I still haven’t mastered all the lessons. Well, life is a journey right? So I keep working to improve my self. This book is so straight forward. If you read it you’ll say to yourself..i knew that! But we need a nudge to take action. Just read it. You’ll thank yourself afterward.