APM AP 14e

©2015 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. 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.
3-2. Implementing a Safety Culture
3-3. Levels of Maturity for a Safety Program
Adapted from the safety culture maturity model. (Source: Hudson and van der Graaf 2002)
3-4. How Organizations Treat Information
(Source: Westrum 1993)
Chapter 4
Regulatory History
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
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
4-3. OSHA Regional Offices
• REGION I—Boston (Connecticut, • REGION VI—Dallas (Arkansas,
Maine, Massachusetts, New Louisiana, New Mexico, Oklahoma,
Hampshire, Rhode Island, Vermont) Texas)
• REGION II—New York (New Jersey, • REGION VII—Kansas City, Mo.
New York, Puerto Rico, Virgin (Iowa, Kansas, Missouri, Nebraska)
Islands) • REGION VIII—Denver (Colorado,
• REGION III—Philadelphia Montana, North Dakota, South
(Delaware, District of Columbia, Dakota, Utah, Wyoming)
Maryland, Pennsylvania, Virginia, • REGION IX—San Francisco
West Virginia) (Arizona, California, Hawaii,
• REGION IV—Atlanta (Alabama, Nevada, Guam, American Samoa,
Florida, Georgia, Kentucky, Trust Territory of the Pacific
Mississippi, North Carolina, South Islands)
Carolina, Tennessee) • REGION X—Seattle (Alaska, Idaho,
• REGION V—Chicago (Illinois, Oregon, Washington)
Indiana, Michigan, Minnesota,
Ohio, Wisconsin)
Chapter 5
Legal and Regulatory Issues for the Safety Manager
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
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.
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
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.
Chapter 6
Loss Control Programs
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
• controls
clear and explicit objectives
• audit quality control and
• systematic plans and
procedures for conducting assurance
audits • audit documentation
• clear and appropriate reporting
Chapter 8
Workers’ Compensation
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.
8-2. 3 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.
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
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
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. Reporting No-Injury Incidents
10-2. Sample 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
about their departments’ incident
measurement of the overall progress
experience.
and effectiveness of their safety and
health program. 5. Provide supervisors and safety
committees with hard facts about
2. Identify high-incident-rate units, their safety problems so their efforts
facilities, or departments and can be concentrated.
problem areas so extra effort can be 6. Measure the effectiveness of
made in 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
do.
or circumstances, which can then be
attacked by specific 7. Assist leadership in performance
countermeasures. evaluation.
11-2. Record-Keeping Process
11-3. Documentable Incidents
• 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
• 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
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
– Tobacco – Cancer
– Diabetes and Chronic Disabling
– Alcohol and Other Drugs
Conditions
– Family Planning – HIV infection
– Mental Health and Mental – Sexually Transmitted Diseases
Disorders – Immunization and infectious
– Violent and Abusive Behavior disease
– Educational and Community-Based – Clinical Preventive Services
Programs – 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. 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
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. 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.
15-2. Inventory of Potential Contaminants and Pollutants
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.
Chapter 16
Ergonomics Yesterday, Today, and Tomorrow
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.
16-2. Evaluating for Repetition and Recovery Time
16-3. Occupations Most Affected by Ergonomic Injuries
16-4. Components of an Ergonomics Program
to Manage WMSDs
Chapter 17
Employee Assistance Programs
17-1. Goal of Employee Assistance Programs
• 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
17-3. EAP Task Force
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 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
18-3. Plant Emergency Organization for a Fire Brigade
Chapter 19
Workplace Violence
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.
19-2. Risk Factors
Risk Factors for Workplace Violence High-Risk Occupations
• Workplace is located in area of high • Late-night retail establishments
crime • Health care and social service
• Operate mostly at night or early in the workers
morning • Taxicab drivers
• Handle or have access to money • Law enforcement employees
• 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)
19-3. 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. 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.
20-2. Key Elements of Product Safety Programs
• 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
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
21-2. Infectious Waterborne Diseases Caused by
Contaminated Water
Chapter 22
Occupational Medical Surveillance
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
22-2. Steps for Implementing Medical Screening Programs
1. Assess the hazards 8. Confirm results

2. Identify organ toxicity 9. Determine work fitness
3. Select medical tests 10. Notify workers
4. Interpret data and develop (confidentially) of results of
action criteria the screening tests
5. Standardize the testing 11. Diagnose and evaluate
process 12. Evaluate and control
6. Perform the test exposure
7. Interpret results 13. Keep and maintain records
Chapter 23
Workers with Disabilities
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.
23-2. Physical or Mental Impairment
The term physical or mental impairment would include, but not be
limited to, the following conditions:
• diseases and infections • HIV

• orthopedic impairment • cancer
• visual, speech, and hearing • heart disease
impairments • diabetes
• cerebral palsy • mental retardation
• epilepsy • emotional illness
• muscular dystrophy • drug addiction
• multiple sclerosis • alcoholism
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
24-1. Safety, Health & Environmental Programs
• 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
Several OSHA regulations address specific issues within the service
industry. The major relevant OSHA regulations include:
• General Duty Clause • Machinery and Machine
• Hazardous Materials Guarding
• Posting Requirements • Walking/Working Surfaces
• Personal Protective Equipment • Hand and Portable Powered Tools
• Hazard Communication/ and Other Hand-Held Equipment
HAZCOM • Means of Egress
• General Environmental Controls
• Powered Platforms, Manlifts, and
• Reporting and Record Keeping Vehicle-Mounted Work Platforms
• Medical and First Aid
• Special Industries
• Occupational Safety and Health
Standards • Lockout/Tagout
• Materials Handling and Storage • Occupational Health and
• General Safety & Health Environmental Control
Provisions • Electrical
24-3. 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 25
Transportation Safety Programs
25-1. Transportation Incident Death Rates
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.
25-3. Percent of Alcohol-Impaired Driving Fatalities
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.
Chapter 26
Office Safety
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
26-2. Leading Accident Types for Office Employees
Chapter 27
Laboratory Safety
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.
27-2. Effect versus Dose for a Full-Body Exposure Received in
a Few Days or Less
Chapter 28
Contractor and Customer Safety
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
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
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
Chapter 29
Homeland Security Compliance in the Workplace
29-1. 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 30
Motivation
30-1. Maslow’s Hierarchy of Needs
30-2. Hygiene Approach (Classic) vs.
Job-Enrichment Approach
30-3. Mechanical Systems vs. Organic Systems
Chapter 31
Safety and Health Training
31-1. Benefits of Safety and Health Training
Training benefits are divided into three categories.

• Immediate: • Short term: • Long term:
– increased awareness – increased employee – reduced employee turnover
satisfaction – reduced OSHA-recordable
– increased knowledge
– improved morale incident rates
– increased skill level – reduced total incident rate
– increased aptitude – improved performance – reduced lost time
– increased confidence – improved decision making. – reduced lost workday rates
– reduced complacency. – 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
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
31-4. Training Methods
• On-the-Job Training (OJT) • Individual Methods

– Job instruction training (JIT) – Drill
– Coaching – Demonstration
– Internship/apprenticeship – Testing
– Mentoring – Video-based training
• Group Methods – Computer-assisted training
– Conference – Reading
– Brainstorming – Independent study
– Case studies – Seminars and short courses
– Incident process
– Facilitated discussion
– Role-playing
– Lecture
– Question and answer sessions
– Simulation
Chapter 32
Media
32-1. The More Concrete the Medium of Communication, the
More Effective It Is
32-2. Selection of Media
Depends on:
• role of the trainer
• audience size
• cost of materials
• materials prepared in-house or by outside
personnel
Chapter 33
Safety Awareness Programs
33-1. Basic Human Interests and Corresponding Activities
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
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.

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©2015 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

(Source: Westrum 1993)

• to promulgate, modify, and revoke safety and health standards

1. Fall Protection, § 1926.501

• Within 7 calendar days after you receive information about an

• 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

1. Provide adequate, equitable, prompt, and reliable income and medical

All employers are required to provide medical benefits

• temporary partial disability

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

• Broadly speaking, documentable incidents can be classified as either

• A well-designed record-keeping tool takes into account the person

• Comprehensive Health and Safety Program

• Reduction in Attention Span

1. Anticipation of health hazards arising from work operations and

1. Prevent common violations.

• Three acceptable strategies for controlling pollutants that

• Effective IAQ management plans typically share several

• Task demands can be generally classified into three categories:

• The goal of employee assistance programs (EAPs) is to enable

• Internal—services delivered by professionals employed by the

• The type of facility and its associated hazards determine the

• NIOSH defines workplace violence as “violent acts, including

An effective workplace violence prevention program will have the

The goal of a robust product safety/compliance program is to

• Top leadership commitment and corporate expectations

1. Water supplies must be potable

• Gather information on adverse health events and exposure

1. Assess the hazards 8. Confirm results

• a physical or mental impairment that substantially limits one or

• diseases and infections • HIV

• Maintaining close liaison with the equal employment opportunity

Source: Injury Facts, 2015, National Safety Council

• Written safety policy developed, supported, and enforced by

Source: Injury Facts, 2015, National Safety Council

• Because alcohol is a legal substance, the DOT rules define

Efficient safety programs in the office should include:

Training should be conducted at the time of an employee’s initial

1. Strong employer management

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

Department of Homeland Security (DHS) implements protection of

• Regulations on chemical-use facilities

Training benefits are divided into three categories.

• incident investigation (supervisors)

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

Six factors to consider when planning safety awareness

1.Company policy and experience

• Select the audience.

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