August 8, 2025 • 20 mins
In this episode of Leading and Learning Through Safety, Dr. Mark French explores the tragic consequences of neglecting workplace safety through the lens of a devastating explosion at a biofuels plant in Nebraska. The explosion killed a 32-year-old employee and his two young daughters, who were waiting at the site to go to a doctor’s appointment. The incident highlights the very real and human cost of safety failures—not just for workers, but for entire communities.
Mark reflects on how preventable the event was, citing past OSHA violations and air quality complaints indicating excessive wood dust escaping the facility. These were clear warnings that went unaddressed. He emphasizes that safety isn't just about compliance—it's about culture. While the company likely didn’t intend harm, its failure to act on known hazards allowed a manageable issue to become a deadly risk.
The podcast digs into the fundamental safety principles of identifying hazards, assessing risk, and cultivating a proactive culture. Hazards are inevitable, but uncontrolled risk is not. Mark challenges listeners to ensure that their workplace culture aligns with values that prioritize human life and community wellbeing.
He closes with a powerful reminder: safety professionals must stay vigilant, not just for compliance, but to protect people, families, and the broader community from tragedies that should never happen.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Mark French (00:01):
This week on the leading and learning through
safety podcast, we're talkingabout an explosion in Nebraska
in the real cost of safety, atragic accident. What can be
done, and why does it matter?
This week on the podcast, you
Announcer (00:33):
Mark, welcome to the leading and learning through
safety podcast. Your host is DrMark French. Marks passion is
helping organizations motivatetheir teams. This podcast is
focused on bringing out the bestin leadership through creating
strong values, learningopportunities, teamwork and
(00:55):
safety, nothing is moreimportant than protecting your
people. Safety creates anenvironment for empathy,
innovation and empowerment.
Together, we'll discover meaningand purpose through shaping our
safety culture. Thanks forjoining us this episode and now
here is Dr Mark French, Mark,
Mark French (01:31):
welcome to this episode of the leading and
learning through safety podcast.
I am your host, Mark, and I amso glad you've joined me. Glad
to be part of your podcastrotation. Thank you for allowing
me this opportunity this week. Alot caught my eye, but one in
particular really did. I've beendoing a lot of research and
(01:56):
talking recently, and I justfinished up talking and creating
some presentations on cultureand creating a safety culture.
And this is where it reallymatters. When we talk about, why
does safety matter? It seemsobvious to a lot of us that it's
(02:18):
about life, it's aboutpreventing harm, it's about
doing the right thing. And yet,there are times where things
don't go the way they should,and it becomes disappointing
when you see the chain of eventsthat led to it. And there was
this one had a lot of a lot oftragedy, and let me just go into
(02:41):
it. So this was in Nebraska, andthis was a biofuels plant that
basically chopped up wood intopellets. So it made wood
pellets, and it had anexplosion, and the explosion
cost the life of a 32 year oldfather. But on top of that, he
had his two children, an eightyear old and a 12 year old, with
(03:05):
him there waiting for them himto get off work so Allegedly, he
could take them to a doctor'sappointment. Some of this hasn't
been exactly confirmed. There'sa lot of filling in the lines,
but ultimately, we know theywere there with their dad or
waiting on their dad to go to adoctor's appointment, and they
recovered the two girls bodies24 hours after the accidental I
(03:27):
like the way that the news mediaput that in accidental dust,
fire that exploded. And when youwhen I look at the pictures of
this, I mean, this wasn't thiswas huge. This was a massive
wood fire explosion. So therewas a lot of wood dust for this
to ignite explosively the waythat it did. This cost the life
(03:49):
of a father who was the workerand his two children. This is
the real cost of safety. We assafety people, and this is
something I try to reiterate.
(04:10):
And I'm not perfect. I'm nevergonna say I'm perfect. But the
reason we do what we do, thereason that we work safe, the
reason that we create safetyit's for our people, and it's
for the communities we live in.
What an incident like thisaffects a community, even if it
was just one person, and thisweek, when I'm looking at the
news and I'm looking at a lot ofthe items that happened in the
(04:32):
past week, it was it was trenchcollapse after trench collapse
after trench collapse, just overand over. And then there was a
grain elevator entrapment, lotsof unfortunate people killed in
crashes and hit on the side ofthe road, extreme heat issues
for someone working on a roof.
(04:54):
And then there were explosions.
And this was the one explosionthat really i. Beyond any other
explosion, brought me into itwhen you read that the headline
reads, Nebraska plant explosionkills two girls and an employee.
And my first thought was, Wow,this must have been a huge
explosion, and maybe there werehouses nearby. It never hit me
that sometimes our familiesvisit us. They come up to work,
(05:19):
they drop off, maybe a lunch,maybe they are there. But the
safety we create every day, andit not only affects the people
in the process and the plant intheir immediate area, but it
affects this is a direct exampleof how the community gets
(05:39):
affected through something thatwas preventable. This wasn't an
accident. This is preventablebecause here, let's look at, I
will say, the local, some localnews media, did some pretty good
investigation here and will, Iwant to point out a few things
(06:05):
that that they've found here,that the Nebraska Department of
Energy and Environment hadalready investigated air quality
complaints that year, and atthat Time, they found wood dust
beyond the property line. Okay,so when we talk about, like,
(06:25):
those who have gone to, like,smoke school or look up and you
look at to make sure it's likethe air vapor, water vapor from
your scrubbers are working, andit's not actually material
coming out. I mean, there'straining for that, for air
quality. The fact that wood dustwas being blown over the
(06:48):
property line suggests that thescrubber just wasn't there's,
there's a high likelihood herethat the scrubber was, if there
even was one, they were justblowing wood out the top, wood
dust. Now getting an ignitionpoint for wood dust is one thing
getting a full blown explosionthat took the top. This would
(07:10):
look kind of multi storybuilding. It completely blew the
top off of it in the bottomaround it looks like complete
wreckage. Now you can searchthis. It's if you just search
Nebraska biofuel explosion,you'll see the pictures the
Associated Press posted them.
(07:30):
And as I look at them, I can'tdescribe I mean, it truly is a
PSM style explosion. And we'veknown that consumer goods can do
this for a really long time.
This is we have known about thethreat of combustible dust
hazards for a long time. SugarFactory, flower factory, these
(07:52):
happen, and we have seen thedevastation we're and then we
act like we're surprised not saywe. This is the royal we of
looking at the world of outside,of safety. We know as safety
people, this happens. But thenthe outside world was, Oh, my
goodness, we didn't. How shouldthey have known that wood would
explode and combust, but forthis level of destruction, this
(08:16):
was significant. This was not amild event. This was not a low
level issue. And of course, OSHAis investigating. Other people
are investigating, but they alsohad some fines in 2012 for
serious violation, forbasically, machine maintenance.
The company also failed to makesure wood dust didn't pile up
(08:39):
around milling machine,according to ocean This is years
ago, including lack of trainingand communication on workplace
hazard. So it seemed like a verybasic fine here from 2012 OSHA.
And of course, we know OSHAdoesn't have the funding to keep
keep up with what all they haveto keep up with. And yet, the
(09:00):
lesson wasn't learned. And yetnow here we see that this is
what happens. The company has 10employees, according to the
Partnership website. So therewas 10 employees. It's barely
big enough for OSHA. They'rechipping up wood. They're doing
(09:23):
what they need to do. They'reprobably running under the
radar. It can happen to anybusiness of any size. It's about
risk. It's about hazard. It'sabout culture. Let's talk about
that. I wanted to go deeper withrisk hazard culture, because
(09:46):
this is what screams at me atthis point. Risk hazard culture,
protecting our people,protecting their families,
protecting our communities.
Yeah, so important, and this isjust a stark, stark reminder of
that. Let's talk more about thaton the second half of the
(10:10):
leading and learning throughsafety podcast
Commercial (10:14):
dsda Consulting, learn you lead others. The Myers
Briggs Type Indicator is anamazing tool. Problem is that it
can be easily misinterpreted. DrMark French is MBTI certified
and ready to help you discoveryour inner strengths. The MBTI
assessment can help with teambuilding, stress management,
(10:37):
communication, conflictmanagement, and so much more
individual and group sessionsare available to help you
discover what makes you great.
For more information, visit uson the web, AT T, S, D, A
consulting.com
Mark French (10:53):
and welcome back to the second half of the leading
and learning through safetypodcast. This week, we're
talking about an explosion inNebraska wood explosion. It
killed a father and twodaughters that were with him at
work. Being a 10 person site,it's understandable that he
would bring his kids up to theworkplace. Hey, just wait for
(11:15):
dad to get done. I got to finishup. Then we'll go to the doctor,
do your whatever we need to dothere. And then the explosion
happens. So what I wanted tofocus on is that OSHA generally
has been, well, we don't want toburden small businesses by
unless there are over so manypeople, so we don't get
involved. We don't have issues.
Yet, there were some realleading indicators that someone
(11:36):
needed to take seriously,someone who owned the company,
someone who managed the company,needed to take it seriously.
Would dust over the property,property line when there's an
air complaint, there'ssignificant issues, and to
ignore the risks, the hazards,and then to look at the culture
(12:00):
I am sure. Now, here's somethingI am I am sure of, or so pretty
sure that I would, I would laydown firm my word on this one, I
feel very good. But this companynever wanted to see anyone get
hurt. They did not want to seean employee get hurt. They did
(12:21):
not want to see employee getkilled. They definitely did not
want an employee and theirchildren to be killed at a
workplace explosion. This is notthe way they wanted to be known.
They wanted to probably be knownas a company that that helped 10
people have a decent job in thistown doing some work. That's
(12:41):
probably what they wanted to beknown as, is someone who
provided some jobs for goodfamilies of this community. Then
this happens. There was thingsthat were ignored. Their
culture. Probably wanted to talkabout how important things are
but their actions said somethingdifferent. They had the OSHA
(13:03):
fine, they had the aircomplaint, and we don't see
anything changing because ofthat. We don't see the
indicators making a differenceto the culture and to the
direction of the company,knowing that the risk is real,
knowing that this can happen,but in the world of safety, we
know it's easy to say, well,we've done it this way for so
(13:24):
long. We've never had an issue.
What's going to do it today?
Well, today was the spark. Todaywas the explosion. Today was the
consequence of all thoseactions. And so we look at risk
and hazard. So let's start withhazards. Every workplace has
hazards, and we have to knowwhat those hazards are. This one
(13:48):
was obvious. You were told byOSHA. You were told by the Air
Quality Department, you have ahazard with dust. It can lead to
things, it can do things. It canburn, it can maybe explode. It
can explode. The hazard exists.
Next, we have to categorize therisk. How big of a risk is it?
(14:12):
So let's say it's a little bitof dust, but it's not huge.
Okay, we have a hazard. We'recontrolling it so that the risk
doesn't get huge. In this case,the hazard became a significant
risk because it was uncontrolledat all. The culture allowed the
hazard to become a big riskbecause hazards are going to
(14:37):
exist. The Hazards are alwaysthere. It's the quantification
of risk. How much risk is it? Ileave something in the floor
that I can trip on hazard. It'salso around something very
dangerous that I could trip andreally hurt myself. The hazard
increases because of that. So inthis case, in. In these cases,
(15:01):
we hope that an organizationthat has a culture that cares,
and that's what's reallyspeaking to me here recently, is
no one wanders into work andsays, Oh, I'm something. I want
to get hurt. No organizationoperates saying, well, we want
to hurt people now there. Thereare definitely some
(15:23):
organizations that turn a blindeye. There are organizations
that lead from spreadsheets,that lead from whatever, and
they see the cost of hurtingpeople as just part of doing
business. And we've seen that inthe past through different
lawsuits and differentorganizations, even in in
general liability law, wheresome organizations and companies
(15:46):
felt that the the dangerousproduct they put on the market,
it was cheaper to pay the claimsand it was to recall the
product. We've seen that we knowit happens in the capitalist
world. There are someorganizations that shoes that
bet that direction, that'sdisappointing. There's no social
(16:07):
contract there. There's no it'sjust disappointing. I can go on
and on about that. It's justdisappointing, period. And so we
look here and I don't get thefeeling with a 10 person factory
that in this area is, is, isthat level of negligence? Don't
(16:33):
know that maybe, maybe somedifferent where they, they cut
some capital, or they, somebodymade a huge profit that year and
banked all the money and didn'tdo any of the fixes, or just
vacuuming up and sweeping up andgetting rid of all the dust and
debris that's around. Maybe, somaybe, maybe that was their
(16:53):
decision to pay the fines ratherthan fix it. I hope not. But in
this case, again, what theculture created itself and
propagated itself to where thehazard became an unmitigated big
risk. So as people and leaders,we have to look at what are the
(17:14):
hazards that our peopleencounter. And again, this is,
this is hard, hard proof ofwhere the facility, safety, the
facility, people, empathy,culture directly impacted not
just the workers anymore. Itimpacted so much more, huge
(17:38):
ripples through the communityhuge ripples to me, from sitting
here in Kentucky and readingabout it and looking at it and
thinking about this, it sendswaves of emotion through to
Think about something like this.
And so that's where we have tothink about, what hazards do we
(18:04):
encounter, what hazards are ourpeople encountering, and how
much risk are we bringing to ourpeople and to our community.
Thanks for joining me this weekon the leading and learning
through safety podcast, tough,tough week this week, reading
(18:24):
through the news and seeingthis. This one hits hard I do
send out so many just thoughtsprayers for what is going on
here. And until next time wechat, stay safe. You
Announcer (19:03):
announcer, thank you for listening to the leading and
learning through safety podcast.
More content is available onlineat www dot tsda consulting.com
all the opinions expressed onthe podcast are solely
attributed to the individual andnot affiliated with any business
(19:23):
entity. This podcast is forinformational and entertainment
purposes. It is not a substitutefor proper policy, appropriate
training or legal advice youforeign this has been the
(19:55):
leading and learning throughsafety podcast. Test the.
This week on the leading and learning through
safety podcast, we're talkingabout an explosion in Nebraska
in the real cost of safety, atragic accident. What can be
done, and why does it matter?
This week on the podcast, you
Announcer (00:33):
Mark, welcome to the leading and learning through
safety podcast. Your host is DrMark French. Marks passion is
helping organizations motivatetheir teams. This podcast is
focused on bringing out the bestin leadership through creating
strong values, learningopportunities, teamwork and
(00:55):
safety, nothing is moreimportant than protecting your
people. Safety creates anenvironment for empathy,
innovation and empowerment.
Together, we'll discover meaningand purpose through shaping our
safety culture. Thanks forjoining us this episode and now
here is Dr Mark French, Mark,
Mark French (01:31):
welcome to this episode of the leading and
learning through safety podcast.
I am your host, Mark, and I amso glad you've joined me. Glad
to be part of your podcastrotation. Thank you for allowing
me this opportunity this week. Alot caught my eye, but one in
particular really did. I've beendoing a lot of research and
(01:56):
talking recently, and I justfinished up talking and creating
some presentations on cultureand creating a safety culture.
And this is where it reallymatters. When we talk about, why
does safety matter? It seemsobvious to a lot of us that it's
(02:18):
about life, it's aboutpreventing harm, it's about
doing the right thing. And yet,there are times where things
don't go the way they should,and it becomes disappointing
when you see the chain of eventsthat led to it. And there was
this one had a lot of a lot oftragedy, and let me just go into
(02:41):
it. So this was in Nebraska, andthis was a biofuels plant that
basically chopped up wood intopellets. So it made wood
pellets, and it had anexplosion, and the explosion
cost the life of a 32 year oldfather. But on top of that, he
had his two children, an eightyear old and a 12 year old, with
(03:05):
him there waiting for them himto get off work so Allegedly, he
could take them to a doctor'sappointment. Some of this hasn't
been exactly confirmed. There'sa lot of filling in the lines,
but ultimately, we know theywere there with their dad or
waiting on their dad to go to adoctor's appointment, and they
recovered the two girls bodies24 hours after the accidental I
(03:27):
like the way that the news mediaput that in accidental dust,
fire that exploded. And when youwhen I look at the pictures of
this, I mean, this wasn't thiswas huge. This was a massive
wood fire explosion. So therewas a lot of wood dust for this
to ignite explosively the waythat it did. This cost the life
(03:49):
of a father who was the workerand his two children. This is
the real cost of safety. We assafety people, and this is
something I try to reiterate.
(04:10):
And I'm not perfect. I'm nevergonna say I'm perfect. But the
reason we do what we do, thereason that we work safe, the
reason that we create safetyit's for our people, and it's
for the communities we live in.
What an incident like thisaffects a community, even if it
was just one person, and thisweek, when I'm looking at the
news and I'm looking at a lot ofthe items that happened in the
(04:32):
past week, it was it was trenchcollapse after trench collapse
after trench collapse, just overand over. And then there was a
grain elevator entrapment, lotsof unfortunate people killed in
crashes and hit on the side ofthe road, extreme heat issues
for someone working on a roof.
(04:54):
And then there were explosions.
And this was the one explosionthat really i. Beyond any other
explosion, brought me into itwhen you read that the headline
reads, Nebraska plant explosionkills two girls and an employee.
And my first thought was, Wow,this must have been a huge
explosion, and maybe there werehouses nearby. It never hit me
that sometimes our familiesvisit us. They come up to work,
(05:19):
they drop off, maybe a lunch,maybe they are there. But the
safety we create every day, andit not only affects the people
in the process and the plant intheir immediate area, but it
affects this is a direct exampleof how the community gets
(05:39):
affected through something thatwas preventable. This wasn't an
accident. This is preventablebecause here, let's look at, I
will say, the local, some localnews media, did some pretty good
investigation here and will, Iwant to point out a few things
(06:05):
that that they've found here,that the Nebraska Department of
Energy and Environment hadalready investigated air quality
complaints that year, and atthat Time, they found wood dust
beyond the property line. Okay,so when we talk about, like,
(06:25):
those who have gone to, like,smoke school or look up and you
look at to make sure it's likethe air vapor, water vapor from
your scrubbers are working, andit's not actually material
coming out. I mean, there'straining for that, for air
quality. The fact that wood dustwas being blown over the
(06:48):
property line suggests that thescrubber just wasn't there's,
there's a high likelihood herethat the scrubber was, if there
even was one, they were justblowing wood out the top, wood
dust. Now getting an ignitionpoint for wood dust is one thing
getting a full blown explosionthat took the top. This would
(07:10):
look kind of multi storybuilding. It completely blew the
top off of it in the bottomaround it looks like complete
wreckage. Now you can searchthis. It's if you just search
Nebraska biofuel explosion,you'll see the pictures the
Associated Press posted them.
(07:30):
And as I look at them, I can'tdescribe I mean, it truly is a
PSM style explosion. And we'veknown that consumer goods can do
this for a really long time.
This is we have known about thethreat of combustible dust
hazards for a long time. SugarFactory, flower factory, these
(07:52):
happen, and we have seen thedevastation we're and then we
act like we're surprised not saywe. This is the royal we of
looking at the world of outside,of safety. We know as safety
people, this happens. But thenthe outside world was, Oh, my
goodness, we didn't. How shouldthey have known that wood would
explode and combust, but forthis level of destruction, this
(08:16):
was significant. This was not amild event. This was not a low
level issue. And of course, OSHAis investigating. Other people
are investigating, but they alsohad some fines in 2012 for
serious violation, forbasically, machine maintenance.
The company also failed to makesure wood dust didn't pile up
(08:39):
around milling machine,according to ocean This is years
ago, including lack of trainingand communication on workplace
hazard. So it seemed like a verybasic fine here from 2012 OSHA.
And of course, we know OSHAdoesn't have the funding to keep
keep up with what all they haveto keep up with. And yet, the
(09:00):
lesson wasn't learned. And yetnow here we see that this is
what happens. The company has 10employees, according to the
Partnership website. So therewas 10 employees. It's barely
big enough for OSHA. They'rechipping up wood. They're doing
(09:23):
what they need to do. They'reprobably running under the
radar. It can happen to anybusiness of any size. It's about
risk. It's about hazard. It'sabout culture. Let's talk about
that. I wanted to go deeper withrisk hazard culture, because
(09:46):
this is what screams at me atthis point. Risk hazard culture,
protecting our people,protecting their families,
protecting our communities.
Yeah, so important, and this isjust a stark, stark reminder of
that. Let's talk more about thaton the second half of the
(10:10):
leading and learning throughsafety podcast
Commercial (10:14):
dsda Consulting, learn you lead others. The Myers
Briggs Type Indicator is anamazing tool. Problem is that it
can be easily misinterpreted. DrMark French is MBTI certified
and ready to help you discoveryour inner strengths. The MBTI
assessment can help with teambuilding, stress management,
(10:37):
communication, conflictmanagement, and so much more
individual and group sessionsare available to help you
discover what makes you great.
For more information, visit uson the web, AT T, S, D, A
consulting.com
Mark French (10:53):
and welcome back to the second half of the leading
and learning through safetypodcast. This week, we're
talking about an explosion inNebraska wood explosion. It
killed a father and twodaughters that were with him at
work. Being a 10 person site,it's understandable that he
would bring his kids up to theworkplace. Hey, just wait for
(11:15):
dad to get done. I got to finishup. Then we'll go to the doctor,
do your whatever we need to dothere. And then the explosion
happens. So what I wanted tofocus on is that OSHA generally
has been, well, we don't want toburden small businesses by
unless there are over so manypeople, so we don't get
involved. We don't have issues.
Yet, there were some realleading indicators that someone
(11:36):
needed to take seriously,someone who owned the company,
someone who managed the company,needed to take it seriously.
Would dust over the property,property line when there's an
air complaint, there'ssignificant issues, and to
ignore the risks, the hazards,and then to look at the culture
(12:00):
I am sure. Now, here's somethingI am I am sure of, or so pretty
sure that I would, I would laydown firm my word on this one, I
feel very good. But this companynever wanted to see anyone get
hurt. They did not want to seean employee get hurt. They did
(12:21):
not want to see employee getkilled. They definitely did not
want an employee and theirchildren to be killed at a
workplace explosion. This is notthe way they wanted to be known.
They wanted to probably be knownas a company that that helped 10
people have a decent job in thistown doing some work. That's
(12:41):
probably what they wanted to beknown as, is someone who
provided some jobs for goodfamilies of this community. Then
this happens. There was thingsthat were ignored. Their
culture. Probably wanted to talkabout how important things are
but their actions said somethingdifferent. They had the OSHA
(13:03):
fine, they had the aircomplaint, and we don't see
anything changing because ofthat. We don't see the
indicators making a differenceto the culture and to the
direction of the company,knowing that the risk is real,
knowing that this can happen,but in the world of safety, we
know it's easy to say, well,we've done it this way for so
(13:24):
long. We've never had an issue.
What's going to do it today?
Well, today was the spark. Todaywas the explosion. Today was the
consequence of all thoseactions. And so we look at risk
and hazard. So let's start withhazards. Every workplace has
hazards, and we have to knowwhat those hazards are. This one
(13:48):
was obvious. You were told byOSHA. You were told by the Air
Quality Department, you have ahazard with dust. It can lead to
things, it can do things. It canburn, it can maybe explode. It
can explode. The hazard exists.
Next, we have to categorize therisk. How big of a risk is it?
(14:12):
So let's say it's a little bitof dust, but it's not huge.
Okay, we have a hazard. We'recontrolling it so that the risk
doesn't get huge. In this case,the hazard became a significant
risk because it was uncontrolledat all. The culture allowed the
hazard to become a big riskbecause hazards are going to
(14:37):
exist. The Hazards are alwaysthere. It's the quantification
of risk. How much risk is it? Ileave something in the floor
that I can trip on hazard. It'salso around something very
dangerous that I could trip andreally hurt myself. The hazard
increases because of that. So inthis case, in. In these cases,
(15:01):
we hope that an organizationthat has a culture that cares,
and that's what's reallyspeaking to me here recently, is
no one wanders into work andsays, Oh, I'm something. I want
to get hurt. No organizationoperates saying, well, we want
to hurt people now there. Thereare definitely some
(15:23):
organizations that turn a blindeye. There are organizations
that lead from spreadsheets,that lead from whatever, and
they see the cost of hurtingpeople as just part of doing
business. And we've seen that inthe past through different
lawsuits and differentorganizations, even in in
general liability law, wheresome organizations and companies
(15:46):
felt that the the dangerousproduct they put on the market,
it was cheaper to pay the claimsand it was to recall the
product. We've seen that we knowit happens in the capitalist
world. There are someorganizations that shoes that
bet that direction, that'sdisappointing. There's no social
(16:07):
contract there. There's no it'sjust disappointing. I can go on
and on about that. It's justdisappointing, period. And so we
look here and I don't get thefeeling with a 10 person factory
that in this area is, is, isthat level of negligence? Don't
(16:33):
know that maybe, maybe somedifferent where they, they cut
some capital, or they, somebodymade a huge profit that year and
banked all the money and didn'tdo any of the fixes, or just
vacuuming up and sweeping up andgetting rid of all the dust and
debris that's around. Maybe, somaybe, maybe that was their
(16:53):
decision to pay the fines ratherthan fix it. I hope not. But in
this case, again, what theculture created itself and
propagated itself to where thehazard became an unmitigated big
risk. So as people and leaders,we have to look at what are the
(17:14):
hazards that our peopleencounter. And again, this is,
this is hard, hard proof ofwhere the facility, safety, the
facility, people, empathy,culture directly impacted not
just the workers anymore. Itimpacted so much more, huge
(17:38):
ripples through the communityhuge ripples to me, from sitting
here in Kentucky and readingabout it and looking at it and
thinking about this, it sendswaves of emotion through to
Think about something like this.
And so that's where we have tothink about, what hazards do we
(18:04):
encounter, what hazards are ourpeople encountering, and how
much risk are we bringing to ourpeople and to our community.
Thanks for joining me this weekon the leading and learning
through safety podcast, tough,tough week this week, reading
(18:24):
through the news and seeingthis. This one hits hard I do
send out so many just thoughtsprayers for what is going on
here. And until next time wechat, stay safe. You
Announcer (19:03):
announcer, thank you for listening to the leading and
learning through safety podcast.
More content is available onlineat www dot tsda consulting.com
all the opinions expressed onthe podcast are solely
attributed to the individual andnot affiliated with any business
(19:23):
entity. This podcast is forinformational and entertainment
purposes. It is not a substitutefor proper policy, appropriate
training or legal advice youforeign this has been the
(19:55):
leading and learning throughsafety podcast. Test the.
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