ENVIRON International Corporation
Protecting worker health is a core principle
of and challenge for industrial hygienists. In
our globalized world, meeting our challenge
has never been more demanding or exciting.
The role AIHA plays in meeting our challenge
is as important today as when our association was founded 71 years ago. Beyond good industrial hygiene
practice and defensible science, we necessarily must also understand different and changing philosophical and social perspectives
on acceptable risk, what it means to be safe, available resources,
cultural norms, disclosures, education, and competition. Protecting
people involves health, safety, the environment, and risk management in all aspects of human endeavor and interaction at work and
at play. Protecting worker health encompasses not only OELs,
training and contaminant control but nutrition and physical fitness
as well as employer commitment and financial stability. Industrial
hygienists have important roles historically rooted in public health,
but today we also have important roles in behavior modification,
sustainability, GHS, REACH, and larger concepts of risk management. The role that industrial hygienists play in creating value is integrated and comprehensive. Our value needs to be reinforced,
measured, and sold every day in safety huddles as well as in global
programs and in new controversial issues. AIHA can continue to effectively advance our profession through community outreach, legislative liaison, local section support, educational and training
programs, international advocacy and recognition of certifications.
I believe the primary role of AIHA in the elimination of workplace illnesses is one of education and communication. During the next
two years, AIHA should develop and implement a multi-year education and communication strategy that includes current
students (middle school, high school, community and technical
schools and four-year colleges and universities) and business
management and owners. These audiences should be made
aware of the cost of workplace illnesses and be provided adequate information so that they begin to formulate an expectation
that workplace illnesses must be prevented. The strategy should
include measurable goals and multimedia, social media, printed
and online industry magazines, printed and online newspapers, industry conferences, and classes. A grassroots approach involving
local sections membership will be an integral part to maximize impact and minimize cost. AIHA should develop the supporting resources.
AIHA must continue to monitor federal and state legislation in
order to provide input via written correspondence or testimony to
encourage sound, cost-effective legislation.
AIHA must continue to be a conduit between the international
community of researchers and regulators and AIHA members and
related professions in order to assist all members with developing
Corporate Manager, Management Systems,
Product Stewardship and Learning
If I am elected to the AIHA Board of Directors, there are three areas on which AIHA
should focus. The first approach should be
to support activities that strengthen IHs’
knowledge of and practice of risk assessment, including techniques such as control banding and mathematical modeling. AIHA should continue to support PDCs,
webinars and publication of documents in these areas. Significant
OSHA regulatory reform is unlikely in the near term, but AIHA must
continue to support OSHA’s efforts to revise the PELs, adopt an Injury and Illness Prevention Plan standard and revise the Hazard
Communication standard to align with GHS. AIHA and its members should provide testimony before Committees, develop letters
of support, provide comments on proposed legislation and more
fully leverage the Strategic Alliance Agreement. The third opportunity is to more fully cooperate with other professional organizations to provide or promote IH training. Organizations have limited
budgets, and many of our members belong to multiple technical
associations. Each year there are technical programs which were
“sold out” or not selected at AIHce or PCIH, which could potentially be turned into webinars and Distance Learning programs that
are cost effective for participants and revenue generators for our
association. I look forward to becoming a member of the BOD and
working to ensure that we make the most of each opportunity outlined above.
Global Manager, Safety, Health and Environment
The Church of Jesus Christ of Latter-day Saints
Salt Lake City, Utah
I’m privileged to have spent three years
attending AIHA Board meetings as the Local
Section Council Chair. I’ve also served as
the Practice, Standards, and Guidelines
Committee Chair. This experience provided
me with valuable insight into AIHA’s vision,
strategic goals and values, which, if elected, I will use to serve the
members and promote the profession.
As a young boy, I remember playing in the house next door
during construction. I repeatedly jumped across the unprotected
stairwell opening, which had an exposure of several feet to the
basement. The contractor warned me to stop, but I didn’t listen.
He nailed me to the floor through my jeans and shirt and left me
there. I finally tore my clothes and went home. I often think of this
lesson as I consider a better way of getting the message across of
recognizing risk and taking appropriate action.
Our professional futures as industrial hygienists are defined in
AIHA’s 2011–2015 Strategic Plan. AIHA can promote the strategic
plan’s vision through the following actions:
• Communicate professional scientific knowledge and problem-solving resources to AIHA members, workers, and the public.
• Track and respond to emerging issues to reduce risk exposures
related to workplace illnesses.
• Reach out to help international colleagues to solve occupational
• Change AIHA’s services and products to meet the changing
needs of members.