APM-AP-14e-PPT.ppt

©2015 National Safety Council ACCIDENT PREVENTION MANUAL FOR BUSINESS & INDUSTRY
Administration & Programs
1

Chapter 1
Historical Perspectives
2

1-1. Why We Should Work Hard to Prevent
Accidents and Occupational Illnesses
• Needless destruction of life and health is morally unjustified.
• Failure to take necessary precautions against predictable
accidents and occupational illnesses makes management and
workers morally responsible for those accidents and
occupational illnesses.
• Accidents and occupational illnesses severely limit efficiency
and productivity.
• Accidents and occupational illnesses produce far-reaching social
harm.
• The safety movement has demonstrated that its techniques are
effective in reducing accident rates and promoting efficiency.
• Recent state and federal legislation mandates management
responsibility to provide a safe, healthful workplace.
3
ACCIDENT PREVENTION MANUAL FOR BUSINESS & INDUSTRY
©2015 National Safety Council

1-2. Doctrines of Common Law
• Fellow Servant Rule—Employer was not liable for injury to an
employee that resulted from negligence of a fellow employee.
• Contributory Negligence—Employer was not liable if the
employee was injured due to his own negligence.
• Assumption of Risk—Employer was not liable because the
employee took the job with full knowledge of the risks and
hazards involved.
4

Chapter 2
The Safety, Health, and Environmental Professional
5

2-1. Current Topics and Concerns for the
Safety, Health, and Environmental Professional
• roles in loss control, industrial
hygiene, and health
• economic challenges facing the
SH&E professionals
• dealing with difficult ethical
issues as a professional
• new responsibilities and
challenges resulting from
globalization
• selling the benefits of SH&E
programs to managers
• training the SH&E professional
for new roles
• consultants and expert
witnesses
• concerns about personal and
professional liability
• opportunities opening in the
future
– technology changes
– better control of risks
• product stewardship roles
• indoor air quality
• “the shift to the subtle”
– regulatory agency influences
– nongovernment organizations
6

2-2. Benefits of SH&E Expenditures and Activities
Points that can be made to support arguments for SH&E
expenditures:
• Public trust—delivering a safe and healthy workplace is
important to maintaining public trust
• Cost reduction—safety and health programs can potentially
reduce overall workers’ compensation costs
• Worker retention—retaining productive workers encourages the
belief that personal safety is of primary importance to the
organization
• Increased productivity—a safe environment elevates morale,
creating a positive and more productive work site
7

Chapter 3
Safety Culture
8

3-1. The 10 Elements of the Safety Culture Maturity Model
• Management commitment and visibility
• Communication
• Productivity verses safety
• Learning organization
• Safety resources
• Participation
• Shared perception about safety
• Trust
• Industrial relations and job satisfaction
• Training
The Chief Executive Officer (CEO) has to express support for safety and
show it by his or her actions and decisions.
9

3-2. Implementing a Safety Culture
10

3-3. Levels of Maturity for a Safety Program
Adapted from the safety culture maturity model. (Source: Hudson and van der Graaf 2002)
11

3-4. How Organizations Treat Information
12
(Source: Westrum 1993)

Chapter 4
Regulatory History
13

4-1. OSHA’s Areas of Authority Under the OSH Act
• to promulgate, modify, and revoke safety and health standards
• to conduct inspections and investigations and to issue citations
• to require employers to keep records of safety and health data
• to petition the courts to restrain imminent-danger situations
• to approve or reject state plans for programs under the act
• to provide training and education to employers and employees
• to consult with employers, employees, and organizations
regarding prevention of injuries and illnesses
• to grant funds to the states for identification of program needs
and for plan development, experiments, demonstrations,
administration, and operation of programs
• to develop and maintain a statistics program for occupational
safety and health
14

4-2. States with Approved Plans
Alaska New York
Arizona North Carolina
California Oregon
Connecticut Puerto Rico
Hawaii South Carolina
Indiana Tennessee
Iowa Utah
Kentucky Vermont
Maryland Virgin Islands
Michigan Virginia
Minnesota Washington
Nevada Wyoming
New Mexico
15

4-3. OSHA Regional Offices
• REGION I—Boston (Connecticut,
Maine, Massachusetts, New
Hampshire, Rhode Island,
Vermont)
• REGION II—New York (New Jersey,
New York, Puerto Rico, Virgin
Islands)
• REGION III—Philadelphia
(Delaware, District of Columbia,
Maryland, Pennsylvania, Virginia,
West Virginia)
• REGION IV—Atlanta (Alabama,
Florida, Georgia, Kentucky,
Mississippi, North Carolina, South
Carolina, Tennessee)
• REGION V—Chicago (Illinois,
Indiana, Michigan, Minnesota,
Ohio, Wisconsin)
• REGION VI—Dallas (Arkansas,
Louisiana, New Mexico, Oklahoma,
Texas)
• REGION VII—Kansas City, Mo.
(Iowa, Kansas, Missouri, Nebraska)
• REGION VIII—Denver (Colorado,
Montana, North Dakota, South
Dakota, Utah, Wyoming)
• REGION IX—San Francisco
(Arizona, California, Hawaii,
Nevada, Guam, American Samoa,
Trust Territory of the Pacific
Islands)
• REGION X—Seattle (Alaska, Idaho,
Oregon, Washington)
16

Chapter 5
Legal and Regulatory Issues for the Safety Manager
17

5-1. Safety Manager’s 6 Roles in Legal Obligations
• Facilitate compliance with corporate safety programs while
addressing legal liabilities associated with safety in the
workplace
• Track and maintain relevant data to satisfy regulatory
obligations with regard to safety and environmental reporting
• Act as a key member of the compliance team, reducing liability
of the company by preventing work-related injuries and
fatalities, preventing potentially bad outcomes from government
safety inspections, implementing requirements of new
regulations and standards.
• Act as a valued participant in addressing workers’
compensation, arbitration, or litigation actions
• Keep up with proposed regulation changes
• Assist during third-party or government inspections
18

5-2. General-Duty Clause
• The general-duty clause requires employers to
“furnish a place of employment that is free from recognized hazards which
are causing or are likely to cause death or serious physical harm to
employees.”
• To use the general-duty clause, the identified hazard needs to
meet several criteria:
– There is no applicable OSHA standard for the identified hazard.
– The employer failed to keep the workplace free of a hazard to which
employees were exposed.
– The hazard was recognized or should have been recognized:
• The employer knew about the hazard, as shown by written or oral statements
made during or before an OSHA inspection.
• The hazard is recognized by others in the same industry.
• Common sense indicates that any reasonable person would recognize the hazard.
– The hazard was causing or was likely to cause death or
– serious physical harm.
– There was a feasible and effective method to correct the hazard.
19

5.3 Top 10 Cited OSHA Standards
1. Fall Protection, § 1926.501
2. Hazard Communication, § 1910.1200
3. Scaffolding, § 1926.451
4. Respiratory Protection, § 1910.134
5. Electrical, Wiring Methods, § 1910.305
6. Powered Industrial Trucks, § 1910.178
7. Ladders, § 1926.1053
8. Lockout/Tagout, § 1910.147
9. Electrical, General Requirements, § 1910.303
10. Machine Guarding, § 1910.212
20

5.4 OSHA’s Record Keeping
• Within 7 calendar days after you receive information about an
injury or illness, decide whether the case is recordable under the
OSHA record-keeping requirements.
• Determine whether the incident is a new case or a recurrence of
a previous one.
• Establish whether the incident was work related.
• If the incident is recordable, complete the OSHA 301 form.
• NOTE: Use OSHA’s Injury and Illness Incident Report (Form
301) or an equivalent form. Some state workers’ compensation,
insurance, or other reports may be acceptable substitutes, as
long as they provide the same information as OSHA Form 301.
21

Chapter 6
Loss Control Programs
22

6-1. Benefits of Hazard Analysis
• It forces those conducting the analysis to view each operation as
part of a system. In doing so, they assess each step in the
operation while keeping in mind the relationship between steps
and the interaction between workers and equipment, materials,
the environment, and other workers.
• It identifies hazardous conditions and potential incidents.
• It provides information with which effective control measures
can be established.
• It determines the level of knowledge and skill as well as the
physical requirements that workers need to execute specific
shop tasks.
• It discovers and eliminates unsafe procedures, techniques,
motions, positions, and actions.
23

6-2. Principles of Loss Control
1. National—laws, regulations, exposure limits, codes, and
standards of governmental, industrial, and trade bodies
2. Organizational—management of the hazard control program,
safety and health committees, task groups, etc.
3. Component—worker-equipment-environment
24
The primary function of a loss control system is to locate, assess,
and set effective, preventive, and corrective measures for elements
that are detrimental to operational efficiency and effectiveness on
three levels:

Chapter 7
Safety, Health, and Environmental Auditing
25

7-1. Key Steps in the Audit Process
26

7-2. Safety, Health, and Environmental Auditing Standards
• auditor proficiency
• due professional care
• independence
• clear and explicit objectives
• systematic plans and
procedures for conducting
audits
• planned and supervised field
work
• thorough review of internal
controls
• audit quality control and
assurance
• audit documentation
• clear and appropriate reporting
27

Chapter 8
Workers’ Compensation
28

8-1. 6 Objectives of Workers’ Compensation Laws
1. Provide adequate, equitable, prompt, and reliable income and medical
benefits to work-related accident victims or income benefits to their
dependents, regardless of fault.
2. Provide a single remedy and reduce court delays, costs, and workloads
arising from personal injury litigation.
3. Relieve public and private charities of financial drains resulting from
uncompensated industrial accidents.
4. Eliminate payment of fees to lawyers and witnesses as well as time-
consuming trials and appeals.
5. Encourage maximum employer interest in safety and rehabilitation
through an appropriate experience rating mechanism.
6. Promote candid study of causes of accidents (rather than concealment
of fault), thus reducing preventable accidents and human suffering.
29

8-2. 3 Basic Types of Workers’ Compensation Benefits
• income replacement
• medical benefits
• rehabilitation expenses
30
All employers are required to provide medical benefits
for employees to cover immediate and long-term care.
Nearly all states have agencies that administer workers’
compensation programs.

8-3. Four Categories of Worker Disability
• temporary partial disability
• temporary total disability
• permanent partial disability
• permanent total disability
31

8-4. Goals of a Workers’ Comp Program
A company’s goals for its workers’ compensation program should be:
• to prevent accidents
• to control costs
• to respond to accidents promptly and efficiently
32

Chapter 9
Identifying Hazards
33

9-1. System Safety Development Tree
34
A system safety development tree, starting with the overall system and
proceeding to specific management of risks.

9-2. Risk Management Development Tree
35

9-3. Analytical Trees Are Structured Common Sense
36

9-4.
37
A completed JSA shows how hazards and safe procedures are identified to
help reduce the risk of injuries.

Chapter 10
Incident Investigation, Analysis, and Costs
38

10-1. Reporting No-Injury Incidents
39

10-2. Sample Cost Data Sheet and Summary Report
40

Chapter 11
Injury and Illness Record Keeping, Incidence Rates, and Analysis
41

11-1. Uses of Incident Records
1. Provide safety personnel with the
means for an objective evaluation of
their incident problems and with a
measurement of the overall progress
and effectiveness of their safety and
health program.
2. Identify high-incident-rate units,
facilities, or departments and
problem areas so extra effort can be
made in those areas.
3. Provide data for an analysis of
incidents pointing to specific causes
or circumstances, which can then be
attacked by specific
countermeasures.
4. Create interest in safety among
supervisors or team leaders by
furnishing them with information
about their departments’ incident
experience.
5. Provide supervisors and safety
committees with hard facts about
their safety problems so their efforts
can be concentrated.
6. Measure the effectiveness of
individual counter-measures and
determine if specific programs are
doing the job they were designed to
do.
7. Assist leadership in performance
evaluation.
42
A good record-keeping system can help the safety professional in
the following ways:

11-2. Record-Keeping Process
43

11-3. Documentable Incidents
44
• Broadly speaking, documentable incidents can be classified as either
injury/illness or noninjury/illness incidents.
• Comprehensive surveillance systems document all injuries and
illnesses to employees, including first-aid cases and all
noninjury/illness incidents.
• No-injury/illness incidents are events that occur in the work
environment that could have, but did not, result in an occupational
injury/illness.
– Noninjury/illness incidents include property damage events (e.g., motor vehicle
crash, crane failure, gas explosion, collapse of structure, rupture of pipes or hoses,
uncontrolled fires), signs and symptoms not requiring medical treatment or first
aid (e.g., complaint of pain, blood lead level greater than the action level in the
lead standard [29 CFR 1910.1025]), and “near hits” (sometimes called near
misses).

11-4. Record-Keeping Tools
45
• A well-designed record-keeping tool takes into account the person
who will use the tool and the way in which the subsequent data will
be analyzed and reported.
• In general, a self-coding check-off or dropdown list can save time
for both the person using the data collection tool and the person
managing and reporting the data.
• Regardless of the format, record-keeping tools should accomplish
three things:
1. allow for the recording of all causes contributing to
documentable events
2. reveal questions the investigator should ask to determine all
relevant worksite conditions and human causes
3. provide a means of accumulating documentable incident data.

Chapter 12
Occupational Health Programs
46

12-1. Components of Occupational Health Programs
• Comprehensive Health and Safety Program
• Baseline Health Exam and Periodic Surveillance of Employees
• Diagnosis and Treatment Services for Injuries & Illnesses
• Case Management Services
• Immunization Programs
• Health Records/Personnel Records Kept Separate
• Health Promotion, Education, and Counseling
• Open Communication Between Occupational Health Personnel
and an Employee’s Own Physician
47

12-2. Occupational Health Services
• Pre-placement Examination
• Periodic Examination
• Emergency Medical Planning
• Employee Health Records
– Neck or Wrist Tags for Medic Alert
• Health Promotion and Wellness
– Physical Activity and Fitness
– Nutrition
– Tobacco
– Alcohol and Other Drugs
– Family Planning
– Mental Health and Mental Disorders
– Violent and Abusive Behavior
– Educational and Community-Based
Programs
• Health Protection
– Unintentional Injuries
– Occupational Safety and Health
– Environmental Health
– Food and Drug Safety
– Oral Health
• Prevention Services
– Maternal and Infant Health
– Heart Disease and Stroke
– Cancer
– Diabetes and Chronic Disabling
Conditions
– HIV infection
– Sexually Transmitted Diseases
– Immunization and infectious
disease
– Clinical Preventive Services
– Surveillance and Data System
48
Occupational Health Services should include the following:

12-3. Problems Associated with Shiftwork
• Reduction in Attention Span
• Chronic Fatigue
• Sleep Debt
• “Microsleep”
• Substance Abuse
• Gastrointestinal and Digestive Problems
• Increased Risk of Heart Attacks
• Feelings of Isolation and Depression
49

Chapter 13
Industrial Hygiene Program
50

13-1. 4 Elements of an Effective Industrial Hygiene Program
1. Anticipation of health hazards arising from work operations and
processes
2. Recognition of an occupational hazard
3. Evaluation and measurement of the magnitude of the hazard
4. Control of the hazard
51

13-2. Classifications of Environmental Hazards
• Chemical
– dusts
– liquids
– fumes
– mists
– gases
– vapors
– smoke
• Physical
– excessive levels of ionizing and
nonionizing radiations
– noise
– vibration
– temperature extremes
• Biological
– bacteria
– viruses
– insects
– plants
– birds
– animals
– humans
• Ergonomic
– repetitive motion
– awkward work position
– excessive use of force to
perform job
– repeated or improper lifting of
heavy objects
52

Chapter 14
Environmental Management
53

14-1. The Basics for a Successful
Environmental Compliance Program
1. Prevent common violations.
2. Create and maintain record-keeping systems.
3. Create a spill-reporting plan.
4. Set realistic limits and schedules.
5. Motivate employee action.
54

14-2. Key Steps Toward a Successful Environmental
Management Program
• Recognize that environmental
management is high priority
• Establish a dialogue with internal
and external interested parties
• Determine the regulatory
requirements and environmental
exposures associated with the
organization’s activities, products,
and services
• Development management and
employee commitment to protecting
the environment—assign
responsibility and accountability
• Encourage environmental strategic
planning through the product life
cycle
• Establish a disciplined management
process for achieving targeted
performance levels
• Provide appropriate and sufficient
resources (training) to achieve
targeted performance levels
• Assess environmental performance
against policies, objectives, and
targets
• Establish a process to review and
audit the environmental
management system (EMS)
• Coordinate EMSs with other
systems (health and safety, quality,
finance)
55
Whether managers adopt current ISO standards they should follow these guidelines:

Chapter 15
Indoor Air Quality
56

15-1. IAQ Control Strategies
• Three acceptable strategies for controlling pollutants that
contribute to poor IAQ are as follows:
1. managing pollutant sources either by removal, isolation, or
controlling use
2. using ventilation to dilute and remove pollutants from the
building
3. using filtration to clean the air.
57

15-2. Inventory of Potential Contaminants and Pollutants
58

15-3. Effective IAQ Management Plan
• Effective IAQ management plans typically share several
common elements:
– designated primary point(s) of contact
– written guidelines
– identification of potential problems and solutions
– timely communication of relevant issues to all affected parties.
59

Chapter 16
Ergonomics Yesterday, Today, and Tomorrow
60

16-1. Ergonomic Risk Factors
• Task demands can be generally classified into three categories:
– physical demands and challenges
– environmental demands and challenges
– mental demands and challenges.
61

16-2. Evaluating for Repetition and Recovery Time
62

16-3. Occupations Most Affected by Ergonomic Injuries
63

16-4. Components of an Ergonomics Program
to Manage WMSDs
64

Chapter 17
Employee Assistance Programs
65

17-1. Goal of Employee Assistance Programs
66
• The goal of employee assistance programs (EAPs) is to enable
employers to help troubled employees (or their family
members) resolve their personal problems as quickly and cost-
effectively as possible and to return them to peak productivity.
• EAPs can reduce the costs associated with troubled employees
and get workers back on jobs.
• A survey conducted by American Management Magazine in
1985 showed that EAPs were responsible for declines of 33% in
use of sickness benefits, 65% in work-related accidents, 30% in
workers’ compensation claims, and 74% in time spent on
supervisor reprimands.

17-2. Major Types of EAPs
• Internal—services delivered by professionals employed by the
organization
• External—services delivered by a contracted vendor
• Union-based—services delivered by trained union personnel to
union members
• Consortium—services delivered by a group of smaller companies
banded together to jointly contract with an EAP
• Blended—any combination of the above
67

17-3. EAP Task Force
68

Chapter 18
Emergency Preparedness
69

18-1. Developing an Emergency Management Plan
70
• The type of facility and its associated hazards determine the
complexity of an emergency management plan.
• Most plans include:
– Action Guides/Checklists—descriptions of basic
procedures that must be followed in an emergency
– Threat Assessments—identification and assessments of
potential problems and potential responses
– Mutual-aid Agreements—agreements between
organizations that allow them to take advantage of
additional resources

18-2. Incident Command System Hazardous Materials
71

18-3. Plant Emergency Organization for a Fire Brigade
72

Chapter 19
Workplace Violence
73

19-1. What Is Workplace Violence?
• NIOSH defines workplace violence as “violent acts, including
physical assault and threats of assault, directed towards persons
at work or on duty” (NIOSH 2004, 5).
• Four categories of workplace violence:
– Terrrorism—any conduct that creates anxiety or fear or a “climate of
distrust in the workplace”
– Violence by customers, clients, or patients—includes any person who
regularly visits the workplace and commits violence against an employee
while being served by the employee
– Violence by co-workers—includes former, current, or prospective co-
workers, as well as violence by supervisors or managers
– Violence by personal relationships—includes persons who have or had
relationship with an employee (e.g., former or current spouse, friend,
relative). This category covers domestic violence that enters the workplace.
74

19-2. Risk Factors
Risk Factors for Workplace Violence
• Workplace is located in area of high
crime
• Operate mostly at night or early in the
morning
• Handle or have access to money
• Have customers who are either
unstable or volatile (health care
patients or people who are under
arrest/in jail) or are under the
influence of alcohol
• Have mobile workplaces (taxicab or
police cruiser)
• Have employees who work alone or
with only one other co-worker (OSHA
2010; OSHA 2011, 3)
High-Risk Occupations
• Late-night retail establishments
• Health care and social service
workers
• Taxicab drivers
• Law enforcement employees
75

19-3. Workplace Violence Prevention Programs
• Management commitment and employee involvement
• Policy statement
• Threat assessment team
• Workplace analysis
• Hazard prevention and control
• Program evaluations
• Training
• Incident response
• Record keeping
76
An effective workplace violence prevention program will have the
following elements:

Chapter 20
Product Safety Management
77

20-1. Goal of Product Safety Program
The goal of a robust product safety/compliance program is to
provide products and services that are enjoyed by consumers and
meet applicable laws and regulations. Doing so will
– build loyalty
– create respect and admiration for the company
– enhance future growth.
78

20-2. Key Elements of Product Safety Programs
79
• Top leadership commitment and corporate expectations
• Safety/regulatory assessment
• In-market surveillance
• Responsiveness and transparency with consumers
• Working proactively with retail customers
• Building open and transparent relationships with government
agencies
• Partnering with external thought leaders
• Building relationships with nongovernment organizations and
critics
• Program evaluations and continuous improvement
• Doing the right thing

Chapter 21
Industrial Sanitation and Personnel Facilities
80

81
21-1. Four Industrial Health Areas That Must Be
Kept Sanitary for Employee Health
1. Water supplies must be potable
2. Sewage and garbage must be properly disposed of
3. Personal service facilities should be conveniently located
– drinking fountains
– washrooms
– locker rooms
– showers
– toilets
4. Food service (including eating areas and kitchens) must adhere
to sanitary regulations and practices

82
21-2. Infectious Waterborne Diseases Caused by
Contaminated Water

Chapter 22
Occupational Medical Surveillance
83

84
22-1. Essential Components of an Occupational
Surveillance System
• Gather information on adverse health events and exposure
circumstances
• Distill and analyze data
• Disseminate data to interested parties
• Intervene on the basis of the evidence provided by the data to
alter factors that produced the hazards and adverse health
outcomes

85
22-2. Steps for Implementing Medical Screening Programs
1. Assess the hazards
2. Identify organ toxicity
3. Select medical tests
4. Interpret data and develop
action criteria
5. Standardize the testing
process
6. Perform the test
7. Interpret results
8. Confirm results
9. Determine work fitness
10. Notify workers
(confidentially) of results of
the screening tests
11. Diagnose and evaluate
12. Evaluate and control
exposure
13. Keep and maintain records

Chapter 23
Workers with Disabilities
86

87
23-1. Disabled Individual
• a physical or mental impairment that substantially limits one or
more of the person’s major life activities, such as:
– ambulation
– communication
– education
– employment
– housing
– self-care
– socialization
– transportation
– vocational training
• a record of such impairment, or
• a perception of having such an impairment.

88
The term physical or mental impairment would include, but not be
limited to, the following conditions:
23-2. Physical or Mental Impairment
• diseases and infections
• orthopedic impairment
• visual, speech, and hearing
impairments
• cerebral palsy
• epilepsy
• muscular dystrophy
• multiple sclerosis
• HIV
• cancer
• heart disease
• diabetes
• mental retardation
• emotional illness
• drug addiction
• alcoholism

89
23-3. General Responsibilities of the
SH&E Professional to the Disabled
• Maintaining close liaison with the equal employment opportunity
(EEO) manager-coordinator and with medical and personnel
departments when placing disabled individuals
• Making a job safety analysis of existing work based on the abilities and
limitations of the disabled employee or applicant when employing,
transferring, promoting, and selecting workers with disabilities
• Making recommendations for safety modifications of tools, processes,
and procedures when a company must make reasonable
accommodations for the disabled individual
• As required, cooperating with the facility or mechanical engineer and
the planning, production, and maintenance departments when disabled
employee accommodations are being evaluated

Chapter 24
Retail/Service Facilities Logistics
90

24-1. Safety, Health & Environmental Programs
91
• ISO series Continual Improvement Model, “Plan, Do, Check, Act”
includes the following elements:
– management leadership and employee participation
– planning, risk assessment, and prioritization
– implementation and operation
– evaluation and corrective action
– management review
• A company that possesses a high-level “safety culture” will reduce work-
related losses.

24-2. OSHA Regulations
• General Duty Clause
• Hazardous Materials
• Posting Requirements
• Personal Protective Equipment
• Hazard Communication/
HAZCOM
• General Environmental Controls
• Reporting and Record Keeping
• Medical and First Aid
• Occupational Safety and Health
Standards
• Materials Handling and Storage
• General Safety & Health
Provisions
• Machinery and Machine Guarding
• Walking/Working Surfaces
• Hand and Portable Powered Tools
and Other Hand-Held Equipment
• Means of Egress
• Powered Platforms, Manlifts, and
Vehicle-Mounted Work Platforms
• Special Industries
• Lockout/Tagout
• Occupational Health and
Environmental Control
• Electrical
92
Several OSHA regulations address specific issues within the service
industry. The major relevant OSHA regulations include:

24-3. Emergency Preparedness
• security for facilities and inventory
• fires in the workplace or on the grounds
• chemical release spills
• natural disasters
• riots/strikes
• bomb threats
• power failures
• product recalls/tampering
• violence in the workplace
• natural disasters, such as tornadoes, earthquakes, hurricanes,
floods, and fires
93
Contingency plans should be developed for the following potential
emergencies:

Chapter 25
Transportation Safety Programs
94

25-1. Transportation Incident Death Rates
95
Source: Injury Facts, 2015, National Safety Council

25-2. Vehicle Safety Program Elements
• Written safety policy developed, supported, and enforced by
management
• Someone designated to create and administer the safety program
and to advise management
• Driver safety program, including driver selection procedures, driver
training, and safety-motivating activities
• Efficient system for collision investigation, reporting, and analysis;
determination and application of appropriate corrective action; and
follow-up procedures to help prevent future collisions
• Vehicle preventive maintenance program with documentation of
inspections and completed maintenance.
96

25-3. Percent of Alcohol-Impaired Driving Fatalities
97
Source: Injury Facts, 2015, National Safety Council

25-4. Alcohol Testing and DOT Requirements
• Because alcohol is a legal substance, the DOT rules define
specific prohibited alcohol-related conduct. Performance of
safety-sensitive functions is prohibited under the following
conditions:
– when an employee has a breath alcohol concentration of 0.02% or
greater as indicated by an alcohol breath test
– when the employee is using alcohol
– within 4 hours, and 8 hours for aviation crew members, after an
employee has used alcohol.
• Employees are prohibited from refusing to take an alcohol test
and from using alcohol within 8 hours after a collision or until
tested.
98

Chapter 26
Office Safety
99

26-1. Safety Organization in the Office
Efficient safety programs in the office should include:
• Safety and health training
• Safety and health committees
• Incident and illness record-keeping system
100

26-2. Leading Accident Types for Office Employees
101

Chapter 27
Laboratory Safety
102

27-1. Employee Training for Chemical Hazards
Employers must provide training that covers the following elements:
• the location and contents of the chemical hygiene plan
• the physical and health hazards of chemicals in the work area
• the location and availability of reference materials on the hazards
• methods and observations that may be used to detect the presence or
release of a hazardous chemical
• signs and symptoms associated with exposures to hazardous chemicals
used in the laboratory
• OSHA’s permissible exposure limits (PELs) for chemicals that have
such limits established
• the measures employees can take to protect themselves from these
hazards
Training should be conducted at the time of an employee’s initial
assignment to a work area where hazardous chemicals are present and
before assignments involving new exposure situations.
103

27-2. Effect versus Dose for a Full-Body Exposure
Received in a Few Days or Less
104

Chapter 28
Contractor and Customer Safety
105

28-1. Factors Influencing Contractor Safety
1. Strong employer management
2. Effective coordination of job tasks
3. Employer emphasis on safety
4. Strong interpersonal skills of supervisory personnel
5. Safe work environment in the employer’s facility
106

28-2. Some Common Hazards to Customer Safety
Companies must be familiar with risk exposures in the following areas:
• Building entrances
• Parking lots
• Walking surfaces
• Merchandise displays
• Escalators and elevators
• Stairways
107

28-3. Ensuring a Safe Workplace for Contract Workers
Employers must:
• Establish criteria for an effective contractor safety program
• Develop procedures for selecting safe contractors
• Insist on written, implemented safety programs developed by
contractors
108

Chapter 29
Homeland Security Compliance in the Workplace
109

29-1. Defense Against Sabotage and Terrorism
• Regulations on chemical-use facilities
• State coordination of emergency response to high-hazard facility
events
• Industry-sector coordinating committees set up to avoid or
mitigate damage from terrorism
110
Department of Homeland Security (DHS) implements protection of
industrial facilities through:

Chapter 30
Motivation
111

30-1. Maslow’s Hierarchy of Needs
112

30-2. Hygiene Approach (Classic) vs.
Job-Enrichment Approach
113

30-3. Mechanical Systems vs. Organic Systems
114

Chapter 31
Safety and Health Training
115

31-1. Benefits of Safety and Health Training
• Immediate:
– increased awareness
– increased knowledge
– increased skill level
– increased aptitude
– increased confidence
– reduced complacency.
116
Training benefits are divided into three categories.
• Short term:
– increased employee
satisfaction
– improved morale
– improved performance
– improved decision making.
• Long term:
– reduced employee turnover
– reduced OSHA-recordable
incident rates
– reduced total incident rate
– reduced lost time
– reduced lost workday rates
– decreased severity rate
– increased return on training
investment
– improved productivity.

31-2. New Employee Training and Orientation
The following subjects are suggested as part of the orientation program:
• company orientation: history and goals
• policy statements
• benefit packages
• organized labor agreements (if applicable)
• safety and health policy statement (if separate)
• acceptable dress code (as required)
• personnel introduction
• housekeeping standards
• communication about hazards
• personal protective equipment
• emergency response procedures: fire, spill, etc.
• incident reporting procedures
• near-miss incident reporting
117

31-3. New Employee Training and Orientation (Cont.)
The following subjects are suggested as part of the orientation program:
• incident investigation (supervisors)
• lockout/tagout procedures
• machine guarding
• electrical safety awareness
• ladder use and storage (if applicable)
• confined space entry (if applicable)
• medical facility support
• first aid/CPR
• hand tool safety
• ergonomic principles
• eyewash and shower locations
• fire prevention and protection
• access to exposure and medical records
118

31-4. Training Methods
• On-the-Job Training (OJT)
– Job instruction training (JIT)
– Coaching
– Internship/apprenticeship
– Mentoring
• Group Methods
– Conference
– Brainstorming
– Case studies
– Incident process
– Facilitated discussion
– Role-playing
– Lecture
– Question and answer sessions
– Simulation
• Individual Methods
– Drill
– Demonstration
– Testing
– Video-based training
– Computer-assisted training
– Reading
– Independent study
– Seminars and short courses
119

Chapter 32
Media
120

32-1. The More Concrete the Medium of Communication,
the More Effective It Is
121

32-2. Selection of Media
Depends on:
• role of the trainer
• audience size
• cost of materials
• materials prepared in-house or by outside
personnel
122

Chapter 33
Safety Awareness Programs
123

33-1. Basic Human Interests and Corresponding Activities
124

33-2. Planning Safety Awareness Activities
Six factors to consider when planning safety awareness
activities:
1. Company policy and experience
2. Budget and facilities
3. Types of operations
4. Types of employees
5. Basic human interest
6. Humor and variety
125

33-3. Publicity Basics
• Select the audience.
• Use humor and human interest.
• Names make news.
• Friendly rivalries are good news.
• Be honest in what you say.
126

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