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©2009 National Safety Council ACCIDENT PREVENTION MANUAL FOR BUSINESS & INDUSTRY 1
Administration & Programs

Chapter 1
Historical Perspectives
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.
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.
Chapter 2
The Safety, Health, and Environmental Professional
2-1. Current Topics and Concerns for the
Safety, Health, and Environmental Professional
• roles in loss control, industrial • consultants and expert

hygiene, and health witnesses
• economic challenges facing the • concerns about personal and
SH&E professionals professional liability
• dealing with difficult ethical • opportunities opening in the
issues as a professional future
• new responsibilities and – technology changes
challenges resulting from – better control of risks
globalization • product stewardship roles
• selling the benefits of SH&E • indoor air quality
• “the shift to the subtle”
programs to managers
– regulatory agency influences
• training the SH&E professional
– nongovernment organizations
for new roles
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
Chapter 3
Safety Culture
3-1. Participants in Creating a Safety Culture
• the chief executive officer, who has to express support for safety and
show it by her or his actions and decisions
• the facility management team, who have to consistently support
safe work conditions and obtain safer machinery or materials
• the front-line supervisors, who need to correct behaviors as well as
obtain the right equipment
• the workers, who want to be safe and who together have the most to
lose from an unsafe workplace
• the union, that needs to make safety part of its role in protecting
members
• the purchasing officials, who need to ask about safety when buying
materials and equipment for use in the plant
• the safety professional, who guides, encourages, and directs safety
efforts and provides information and resources for hazard
identification
3-2. Implementing a Safety Culture
Management’s Role
• earning workers’ trust for safety programs, by communicating
effectively
• focusing on safety, not just production output, as a goal
• consistently acting in favor of safety when choices are made
• involving employees in developing programs for change
• creating a positive employee setting
– a well-designed and clean work setting
– clear communication within the facility
– encouragement for employee safety feedback
– positive values expressed to workers by management
– a sense of moral and ethical concern toward worker health and
safety
Chapter 4
Regulatory History
4-1. 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
4-2. OSHA Regional Offices
• REGION I—Boston (Connecticut, • REGION VI—Dallas (Arkansas,
Maine, Massachusetts, New Louisiana, New Mexico, Oklahoma,
Hampshire, Rhode Island, Texas)
Vermont) • REGION VII—Kansas City, Mo.
• REGION II—New York (New Jersey, (Iowa, Kansas, Missouri, Nebraska)
New York, Puerto Rico, Virgin • REGION VIII—Denver (Colorado,
Islands) Montana, North Dakota, South
• REGION III—Philadelphia Dakota, Utah, Wyoming)
(Delaware, District of Columbia, • REGION IX—San Francisco
Maryland, Pennsylvania, Virginia, (Arizona, California, Hawaii,
West Virginia) Nevada, Guam, American Samoa,
• REGION IV—Atlanta (Alabama, Trust Territory of the Pacific
Florida, Georgia, Kentucky, Islands)
Mississippi, North Carolina, South • REGION X—Seattle (Alaska, Idaho,
Carolina, Tennessee) Oregon, Washington)
• REGION V—Chicago (Illinois,
Indiana, Michigan, Minnesota,
Ohio, Wisconsin)
Chapter 5
Safety Professionals and Impacts of the Law
5-1. Key Regulatory Terms
• Law—adopted by a state legislature or by the U.S. Congress
• Rule (or regulation)—an administrative agency’s published
decision concerning policies or actions that implement an
existing law
• Policy—often appears in a published statement, speech, or
announcement in which the agency’s leader directs employers to
undertake protections that the agency seeks
• Guidance document—used when an administrative agency
does not want to adopt a firm regulation, but wants to send a
message to get a particular outcome. They are not binding.
• Precedent—final decisions made by judges or administrative
hearing officers that are applied later to other cases based on
similar facts
• Standards—technical documents published by organizations
(e.g. ANSI, NFPA, ASTM) to address serious hazards
5-2. Violations for Which Regulators May Issue Citations
• Other Than Serious Violation—has a direct relationship to
job safety and health, but is not likely to cause death or serious
harm
• Serious Violation—death or serious physical harm is
substantially probable
• Willful Violation—employer knowingly commits indifference
with the law
• Repeated Violation—a violation of any standard, regulation,
rule, or order where, upon reinspection, a similar violation can
bring a fine
• Failure to Abate Prior Violation—may bring a penalty or
fine for each day violation continues beyond the prescribed
abatement date
• De Minimis Violation—violations of standards that have no
direct relationship to safety or health
Chapter 6
Loss Control
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.
6-2. Principles of Loss Control
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:
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
Chapter 7
Safety, Health, and Environmental Auditing
7-1. Key Steps in the Audit Process
7-2. Safety, Health, and Environmental Auditing Standards
• auditor proficiency • planned and supervised field

• due professional care work
• independence • thorough review of internal
• clear and explicit objectives controls
• systematic plans and • audit quality control and
procedures for conducting assurance
audits • audit documentation
• clear and appropriate reporting
Chapter 8
Workers’ Compensation
8-1. Three Basic Types of Workers’ Compensation Benefits
• income replacement
• medical benefits
• rehabilitation expenses
All employers are required to provide medical benefits

for employees to cover immediate and long-term care.
8-2. Four Categories of Worker Disability
• temporary partial disability

• temporary total disability
• permanent partial disability
• permanent total disability
8-3. 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
Chapter 9
Identifying Hazards
9-1. System Safety Development Tree
A system safety development tree, starting with the overall system and
proceeding to specific management of risks.
9-2. Risk Management Development Tree
9-3. Analytical Trees Are Structured Common Sense
9-4.
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
10-1.
This form can be used for reporting

incidents that do not involve
injuries.
10-2.
Sample page from the

Investigator’s Cost Data Sheet
and Summary Report.
Chapter 11
Injury and Illness Record Keeping, Incidence Rates, and Analysis
11-1. Uses of Incident Records
A good record-keeping system can help the safety professional in
the following ways:
1. Provide safety personnel with the 4. Create interest in safety among
means for an objective evaluation of supervisors or team leaders by
their incident problems and with a furnishing them with information
measurement of the overall progress about their departments’ incident
experience.
and effectiveness of their safety
program. 5. Provide supervisors and safety
committees with hard facts about
2. Identify high incident rate units, their safety problems so their efforts
plants, or departments and problem can be concentrated.
areas so extra effort can be made in 6. Measure the effectiveness of
those areas. individual counter-measures and
3. Provide data for an analysis of determine if specific programs are
incidents pointing to specific causes doing the job they were designed to
or circumstances, which can then be do.
attacked by specific 7. Assist management in performance
countermeasures. evaluation.
11-2. Incident Surveillance System
The ANSI Z16.5-1998 Standard recommends documenting all injuries/

illnesses, allowing the SH&E professional to focus on the most
important by providing guidance on:
• how to document exposures and events

• how to collect data
• how to summarize data
• how to analyze specific data
– sentinel events
– injuries/illnesses
– costs
– statistical measures
11-3. Documentable Events
Chapter 12
Occupational Health Programs
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
12-2. Occupational Health Services
Occupational Health Services should include the following:
• Pre-placement Examination • Health Protection

• Periodic Examination – Unintentional Injuries
– Occupational Safety and Health
• Emergency Medical Planning – Environmental Health
• Employee Health Records – Food and Drug Safety
• Neck or Wrist Tags for Medic Alert – Oral Health
• Health Promotion and Wellness • Prevention Services
– Physical Activity and Fitness – Maternal and Infant Health
– Nutrition – Heart Disease and Stroke
– Cancer
– Tobacco
– Diabetes and Chronic Disabling
– Alcohol and Other Drugs Conditions
– Family Planning – HIV infection
– Mental Health and Mental Disorders – Sexually Transmitted Diseases
– Violent and Abusive Behavior – Immunization and infectious
– Educational and Community-Based disease
Programs • Clinical Preventive Services
• Surveillance and Data System
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
Chapter 13
Industrial Hygiene Program
13-1. Four 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
13-2. Classifications of Environmental Hazards
• Chemical • Biological
– dusts – bacteria
– liquids – viruses
– fumes – insects
– mists – plants
– gases – birds
– vapors – animals
– smoke – humans
• Physical • Ergonomic
– excessive levels of ionizing and – repetitive motion
nonionizing radiations – awkward work position
– noise – excessive use of force to
– vibration perform job
– temperature extremes – repeated or improper lifting of
heavy objects
Chapter 14
Environmental Management
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.
14-2. Key Steps Toward a Successful Environmental
Management Program
Whether managers adopt current ISO standards they should follow these guidelines:
• Recognize that environmental • Establish a disciplined management

management is high priority process for achieving targeted
• Establish a dialogue with internal performance levels
and external interested parties • Provide appropriate and sufficient
• Determine the regulatory resources (training) to achieve
requirements and environmental targeted performance levels
exposures associated with the • Assess environmental performance
organization’s activities, products, against policies, objectives, and
and services targets
• Development management and • Establish a process to review and
employee commitment to protecting audit the environmental
the environment—assign management system (EMS)
responsibility and accountability • Coordinate EMSs with other
• Encourage environmental strategic systems (health and safety, quality,
planning through the product life finance)
cycle
Chapter 15
Indoor Air Quality
15-1. Occupant Diary
15-2. Recommended Ranges of Temperature and
Relative Humidity
Chapter 16
Ergonomics Yesterday, Today, and Tomorrow
16-1. Evaluating for Repetition and Recovery Time
16-2. Evaluating for Force
16-3. Components of an Ergonomics Program
to Manage WMSDs
Chapter 17
Employee Assistance Programs
17-1. Employee Assistance Program Defined
An EAP is:
A worksite-based program designed to assist in the

identification and resolution of productivity problems
associated with employees impaired by personal concerns,
including, but not limited to, health, marital, financial,
alcohol, drug, legal, emotional, stress, or other personal
concerns which may adversely affect employee job
performance. (EAPA, EAPs: Theory and Operation, 1991)
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
Chapter 18
Emergency Preparedness
18-1. Developing an Emergency Management Plan
The type of facility and its associated hazards determine the

complexity of an emergency management plan. Most plans should
include:
• Action Guides—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
18-3. Plant Emergency Organization for a Fire Brigade
Chapter 19
Workplace Violence
Overhead 19-1.
Risk Factors for Workplace Violence High-Risk Occupations
• Contact with the Public • Late-Night Retail Establishments
• Exchange of Money • Health Care and Social Service
• Delivery of Passengers, Goods, or Workers
Services • Community Workers
• Having a Mobile Workplace (e.g., a
Taxi Cab or Police Cruiser)
• Working with Unstable or Volatile
Persons in Health Care, Social
Services, or Criminal Justice Settings
• Working Alone or in Small Numbers
• Working Late at Night or During Early
Morning Hours
• Working in High-Crime Areas
• Guarding Valuable Property or
Possessions
• Working in Community-Based Settings
19-2. Workplace Violence Prevention Programs
An effective workplace violence prevention program will have the

following elements:
• Management Commitment and Employee Involvement
• Policy Statement
• Threat Assessment Team
• Workplace Analysis
• Hazard Prevention and Control
• Program Evaluations
• Training
• Incident Response
• Record Keeping
Chapter 20
Product Safety Management
20-1. Establishing & Coordinating a
Product Safety Management Program
Ground Rules for Management • Participate with Others in
• The Purpose of the PSM Reviewing Literature/Warnings
Coordinator Must Be Clearly • Conduct/Review Complaint,
Defined Incident, or Accident Analyses
• The Authority and Responsibility of
the PSM Program Coordinator Must • Coordinate Appropriate
Be Clearly Specified and Documentation
Understood • Ensure Flow of Communications,
Written or Verbal
The PSM Coordinator Must: • Develop Sources of Safety and
• Function as a Staff Member for Liability Prevention Data
Corporate Management • Maintain a Liaison with Business,
• Assist in setting general PSM Professional, and Government
program policy Organizations on Relevant Safety
• Recommend Special Action and Liability Prevention
Regarding Recall, Modification, • Conduct PSM Program Audits
Redesign, and Analysis
20-2. Quality Assurance and Testing
The PSM program auditor must evaluate the following basic quality
assurance program functions:
• Manuals—Policy & Procedures
• Engineering & Product Design Coordination
• Control of Suppliers & Vendors
• Manufacturing Quality (In-Process & Final Assembly)
• Special Process Control
• Calibration of Measuring Equipment
• Sample Inspection
• Nonconforming Material Procedures
• Material Status & Storage
• Error Analysis & Corrective Action System
• Record Keeping and Retention
20-3. Reasons for Keeping Records
• Comply with Regulations Covering the Design, Manufacture,

and Sale of the Company’s Products
• Demonstrate Management’s Commitment to Market a Quality
Product
• Avoid Wasting Time and Money Redoing What Has Already
Been Done
• Establish How Much Care is Needed to Produce and Sell a Safe,
Reliable Product
• Enable the Company to Trace a Product or Customer
• Establish a Sound Database for Items Such as Insurance Costs,
Sources of Supply, and Product Recall or Field-Modification
Expense Requirements
Chapter 21
Retail/Service Facilities Logistics
21-1. Safety, Health & Environmental Programs
To stay competitive, each company must establish a comprehensive
loss control plan that includes:
• Creation of a safety and health culture within the company.
• Clear safety policies and written procedures and safety manuals.
• Identification of responsibility and authority regarding safety
issues.
• Safety committees.
• Safety and health training, auditing, and inspection.
• Emergency preparedness plan.
• Incident investigation and analysis.
21-2. OSHA Regulations
Several OSHA regulations address specific issues within the service
industry. The major relevant OSHA regulations include:
• General Duty Clause • Machinery and Machine Guarding
• Hazardous Materials • Walking/Working Surfaces
• Posting Requirements • Hand and Portable Powered Tools
• Personal Protective Equipment and Other Hand-Held Equipment
• Hazard Communication/ • Means of Egress
HAZCOM
• Powered Platforms, Manlifts, and
• General Environmental Controls
Vehicle-Mounted Work Platforms
• Reporting and Record Keeping
• Special Industries
• Medical and First Aid
• Occupational Safety and Health • Lockout/Tagout
Standards • Occupational Health and
• Materials Handling and Storage Environmental Control
• General Safety & Health • Electrical
Provisions
21-3. Emergency Preparedness
Contingency plans should be developed for the following potential
emergencies:
• 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
Chapter 22
Transportation Safety Programs
22-1. Transportation Accident Death Rates
22-2. Elements Crucial to an
Aviation Safety Management System (SMS)
• Safety and policy objectives—a formal safety policy signed

by senior management and including top level commitments to
implementing the SMS
• Safety risk management (SRM)—a five-stage process that
identifies hazards and potential risks and encourages the design
of risk mitigation strategies
• Safety assurance—policies that address auditing, oversight,
and correction of discrepancies with input, review, and feedback
from multiple sources
• Safety promotion—all aspects and levels of safety-related
education and communication within an organization, which
directs resources toward the goals of continuous improvement
set forth by the formal safety policy
Chapter 23
Office Safety
23-1. 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
Chapter 24
Laboratory Safety
24-1. Employee Training for Chemical Hazards
Employers must provide training that covers the following elements:
• the contents of the standard and appendices
• the location, availability, and details of the employer’s chemical hygiene
plan
• OSHA’s permissible exposure limits (PELs) where appropriate
• signs and symptoms associated with exposures to hazardous chemicals
used in the laboratory
• the location and availability of known reference material on the
hazards, safe handling, storage, and disposal of hazardous chemicals
found in the laboratory, including, but not limited to, Material Safety
Data Sheets (MSDS) received from chemical suppliers
• methods and observations that may be used to detect the presence or
release of a hazardous chemical
• the physical and health hazards of chemicals in the work area
• the measures employees can take to protect themselves from these
hazards (appropriate work practices, emergency procedures, and
personal protective equipment)
24-2. Effect versus Dose for a Full-Body Exposure
Received in a Few Days or Less
Chapter 25
Contractor and Customer Safety
25-1. 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
25-2. 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
Chapter 26
Process Safety Management
26-1. A PSM Program
When developing a PSM program, management should consider:

• incident prevention objectives
• existing employer and contractor PSM programs
• use of internal resources vs. outside consultants
26-2. Four Types of Process
Safety Compliance Inspections
1. Inspections Resulting from Responses to Accidents and

Catastrophes
2. Unprogrammed Process Safety Management-Related
Inspections
3. Programmed General Industry Inspections
4. Program Quality Verification Inspections
Chapter 27
Homeland Security Compliance in the Workplace
27-1. Defense Against Sabotage and Terrorism
Department of Homeland Security (DHS) implements protection of

industrial facilities through:
• 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
Chapter 28
Motivation
28-1. Maslow’s Hierarchy of Needs
28-2. Hygiene Approach (Classic) vs.
Job-Enrichment Approach
28-3. Mechanical Systems vs. Organic Systems
Chapter 29
Safety and Health Training
29-1. Benefits of Safety and Health Training
• reinforcement of the operational goals of the organization

• improved performance
• fewer incidents/accidents
• reduced costs
• increased morale
29-2. 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
29-3. New Employee Training and Orientation (continued)
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
29-4. Training Methods
• On-the-Job Training (OJT) • Individual Methods

– Job Instruction Training (JIT) – Drill
– Coaching – Demonstration
• Group Methods – Testing
– Conference – Video-Based Training
– Brainstorming – Computer-Assisted Training
– Case Study – Reading
– Incident Process – Independent Study
– Facilitated Discussion – Seminars and Short Courses
– Role Playing
– Lecture
– Question and Answer Sessions
– Simulation
Chapter 30
Media
30-1. The More Concrete the Medium of Communication,
the More Effective It Is
30-2. Selection of Media
Depends on:
• role of the trainer
• audience size
• cost of materials
• materials prepared in-house or by
outside personnel
Chapter 31
Safety Awareness Programs
31-1. Basic Human Interests and Corresponding Activities
31-2. 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
31-3. Publicity Basics
• Select your audience.

• Use humor and human interest.
• Names make news.
• Friendly rivalries are good news.
• Be honest in what you say.

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©2009 National Safety Council ACCIDENT PREVENTION MANUAL FOR BUSINESS & INDUSTRY 1

Administration & Programs

• Needless destruction of life and health is morally unjustified.

• Fellow Servant Rule—Employer was not liable for injury to an

• roles in loss control, industrial • consultants and expert

Points that can be made to support arguments for SH&E

• It forces those conducting the analysis to view each operation as

The primary function of a loss control system is to locate, assess,

1. National—laws, regulations, exposure limits, codes, and

• auditor proficiency • planned and supervised field

All employers are required to provide medical benefits

• temporary partial disability

A company’s goals for its workers’ compensation program should be:

This form can be used for reporting

Sample page from the

The ANSI Z16.5-1998 Standard recommends documenting all injuries/

• how to document exposures and events

• Comprehensive Health and Safety Program

• Pre-placement Examination • Health Protection

• Reduction in Attention Span

1. Anticipation of health hazards arising from work operations and

1. Prevent common violations.

• Recognize that environmental • Establish a disciplined management

A worksite-based program designed to assist in the

• Internal—services delivered by professionals employed by the

The type of facility and its associated hazards determine the

An effective workplace violence prevention program will have the

• Comply with Regulations Covering the Design, Manufacture,

• Safety and policy objectives—a formal safety policy signed

Efficient safety programs in the office should include:

Companies must be familiar with risk exposures in the following areas:

When developing a PSM program, management should consider:

1. Inspections Resulting from Responses to Accidents and

Department of Homeland Security (DHS) implements protection of

• Regulations on chemical-use facilities

• reinforcement of the operational goals of the organization

• incident investigation (supervisors)

• On-the-Job Training (OJT) • Individual Methods

Six factors to consider when planning safety awareness activities:

1. Company policy and experience

• Select your audience.

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