1 U.S. Department of Labor

Acting Secretary’s Message

I am pleased to submit the Department of Labor’s (DOL) Fiscal Year (FY) 2012 Summary of Performance and Financial 

Information, which highlights information previously published in the FY 2012 Agency Financial Report (AFR) and the FY 

2012 Annual Performance Report (APR),1 which can be found at: http://www.dol.gov/dol/aboutdol/main.htm.

I am proud to report that DOL again received a clean opinion on our financial statements and submitted an unqualified 

statement of assurance regarding the department’s internal controls. This year alone, the Department met or exceeded 

its performance targets for 87 out of 120 measures in the APR, including 12 out of 14 measures included in this summary 

report. I attest that the summarized financial and performance data included in this document as well as the data in the 

AFR and APR are complete and reliable in accordance with federal requirements. 

I invite you to review our progress on the links listed in this report and to follow us on Twitter, Facebook, and YouTube. 

SETH D. HARRIS

Acting U.S. Secretary of Labor

Department of Labor Mission, Organization, and Goal Structure

The Department of Labor fosters and promotes the welfare of job seekers, wage earners, and retirees of 

the U.S. by improving their working conditions, advancing their opportunities for profitable 

employment, protecting their retirement and health care benefits, helping employers find workers, 

strengthening collective bargaining, and tracking changes in employment, prices and other national 

economic measures.

The Department accomplishes its mission through component agencies and offices that administer various statutes and 

programs. A network of regional offices and smaller field, district, and area offices, grantees and contractors, carries out 

these programs. The largest program agencies, each headed by an Assistant Secretary, Commissioner, or Director, are: 

Employment and Training Administration, Occupational Safety and Health Administration, Mine Safety and Health 

Administration, Veterans’ Employment and Training Service, Employee Benefits Security Administration, Office of 

Workers’ Compensation Programs, and Bureau of Labor Statistics. In addition to its agencies and programs, 

administrative, policy, legal, public affairs, and congressional liaison offices also support the Department’s mission.

The Department operates according to the goal structure in its Strategic Plan (http://www.dol.gov/_sec/stratplan/). In 

FY 2012, the goal structure included five strategic goals and 14 outcome goals. In FY 2014, the Department will release a 

new strategic plan with a revised goal structure. 

Program Performance Overview

STRATEGIC GOAL 1: Prepare workers for good jobs and ensure fair compensation.

Outcome Goal 1.1. Increase workers’ incomes and narrow wage and income inequality.

Outcome Goal 1.2. Assure skills and knowledge that prepare workers to succeed in a knowledge‐based economy, including high 

growth and emerging industry sectors like “green” jobs.

Outcome Goal 1.3. Help workers who are in low‐wage jobs or out of the labor market find a path into middle‐class jobs.

Outcome Goal 1.4. Help middle‐class families remain in the middle class.

Outcome Goal 1.5. Secure wages and overtime.

Outcome Goal 1.6. Foster acceptable work conditions and respect for workers’ rights in the global economy to provide workers 

with a fair share of productivity and protect vulnerable people.

 1 This report contains information on Fiscal Year (FY) 2012 and Program Year (PY) 2011 performance. Program year results for 2012 will be 

available in the FY 2013 AFR and FY 2013 APR.
FY 2012 Summary Report of Performance and Financial Information 2

The Employment and Training Administration (ETA) and the Veterans’ Employment and Training Service (VETS) oversee

programs preparing workers for good jobs at good wages. VETS also protects veterans’ reemployment rights. The Office 

of Federal Contract Compliance Programs (OFCCP) ensures workers are recruited, hired, trained, promoted, terminated, 

and compensated in a non-discriminatory manner by federal contractors and subcontractors. The Wage and Hour

Division (WHD) protects workers’ hard-earned wages through compliance programs that ensure fair compensation. The 

Bureau of International Labor Affairs (ILAB) works to improve worker rights and livelihoods for vulnerable populations of 

workers internationally. The Women’s Bureau (WB) serves and promotes the interests of women in the workforce by 

conducting research, outreach, and evaluations on issues of importance to working women. The Office of Disability 

Employment Policy (ODEP) focuses on the significant barriers to employment faced by individuals with disabilities and 

provides national leadership by developing and influencing disability employment-related policies and practices to 

increase the employment of people with disabilities.

Results for key agency performance measures that support Strategic Goal 1 are provided in tabular form below. 

Following the table is a brief narrative that explains significant successes, challenges, and trends. Detailed performance 

information and analysis for all Strategic Goal 1 measures is available on pages 20-47 of the FY 2012 DOL APR 

(http://www.dol.gov/dol/budget/2014/PDF/CBJ-2014-V1-01.pdf). 

Selected Measures

*Target reached (Y), improved (I), or not reached (N) FY/PY 2008 FY/PY 2009 FY/PY 2010 FY/PY 2011 FY/PY 2012

ETA: Six Month Average Earnings (WIA-Adult)

Target $12,862 $13,741 $12,721 $12,865 $14,450

Result $14,649 $13,712 $13,801 $13,457 —

* Y N Y Y —

ETA: Six Month Average Earnings (WIA-Dislocated Worker)

Target $14,888 $15,542 $15,238 $15,418 $18,346

Result $16,167 $16,804 $17,550 $16,516 —

* Y Y Y Y —

ETA: Percent of participants who earn a diploma, GED, or 

certificate by the end of the third quarter after exit (WIAYouth)

Target 50.90% 47.90% 55.40% 54.70% 59.60%

Result 53.90% 52.90% 59.50% 62.60% —

* Y Y Y Y —

Job Corps: Percent of participants who earn a diploma, GED, 

or certificate by the end of the third quarter after exit.

Target 54.00% 55.00% 56.00% 57.00% 58.00%

Result 55.00% 60.60% 64.40% 64.90% —

* Y Y Y Y —

VETS: Percent of Veterans receiving intensive services 

(Rolling Data)

Target — — — — 32.0%

Result 20.0% 21.0% 22.0% 25.0% 31.0%

* — — — — I

ETA: Average petition processing time in days (TAA)

Target — — 40 75 54

Result 35 48 140 78 52

* — — N I Y

ETA programs support training to help workers become more competitive and equip them with the credentials and skills 

to succeed in the global labor market. In FY 2012, ETA reached or improved upon three of its fiscal year measures and 

met or exceeded three of its program year measures featured in this report. 

ETA met its goal for wage earnings in PY 2011 for the Workforce Investment Act (WIA) Adult and Dislocated Worker 

measures. ETA attributes the success of the WIA Adult and Dislocated Worker average wage earnings, at least in part, to 

the focus and promotion of credential attainment, which has been found to have a strong impact on wages. The 

“Credentials for Youth” tool is an example of an effective approach for increasing credential attainment. (More 

information is available at: http://findyouthinfo.gov/feature-article/new-credentials-for-youth-tools.) The continuous 

push for credential and certification attainment prior to graduation and the increased focus on graduate full-time 
3 U.S. Department of Labor

placement helped to improve the percent of Job Corps participants who earn a diploma, GED, or certificate, which

exceeded the PY 2011 target and the previous year’s result. 

In recent years, VETS has encouraged Disabled Veterans’ Outreach Program (DVOP) specialists to emphasize the delivery 

of intensive services (e.g., counseling, assessment and career guidance). DVOP specialists have increased the rate of 

intensive services provided from 25% to 31% following the release of VETS guidance in 2010. However, for PY 2011, the 

intensive service rate fell short of VETS’ 32% target. 

In FY 2012, the annual result of 52 days represents a 26-day improvement in the average number of petition processing 

days over the previous year. ETA attributes its success in meeting the FY 2012 annual target to improved standard 

operating procedures, increased investigator training, a decline in petition filings throughout the year and the 

establishment of a special team to focus on reducing overdue petitions. 

STRATEGIC GOAL 2: Ensure workplaces are safe and healthy.

Outcome Goal 2.1. Secure safe and healthy workplaces, particularly in high‐risk industries.

The DOL agencies working toward safe and healthy workplaces are MSHA, the OSHA, and WHD. WHD’s role is to 

enforce key safety and health provisions in certain statutes, including the Fair Labor Standards Act that ensures the safe 

employment of young workers.

Results for key agency performance measures that support Strategic Goal 2 are provided in tabular form below. 

Following the table is a brief narrative that explains significant successes, challenges, and trends. Detailed performance 

information and analysis for all Strategic Goal 2 measures is available on pages 48-54 of the FY 2012 DOL APR 

(http://www.dol.gov/dol/budget/2014/PDF/CBJ-2014-V1-01.pdf). 

Selected Measures

*Target reached (Y), improved (I), or not reached (N) FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

OSHA: Rate of construction fatalities associated with the four leading 

causes of workplace death - falls, electrocutions, caught in between 

and struck by

Target — — — 8.8 8.7

Result 9.6 8.2 7.9 8.5 8.5

* — — — Y Y

MSHA: Five-year rolling average of fatal injuries per 200,000 hours 

worked

Target — — 0.0171 0.0178 0.0156

Result — — 0.0187 0.0164 0.0150

* — — — Y Y

In FY 2012, OSHA exceeded its target for reducing construction fatalities. OSHA efficiently deployed its resources by 

targeting workplaces that posed the most danger to workers through the Serious Violators Enforcement and National 

Emphasis Programs. The Agency managed its unprogrammed inspection activity effectively by promptly addressing

unexpected instances of unsafe conditions that were brought to its attention through complaints, referrals, or 

notifications of fatalities and catastrophes. In FY 2013, OSHA will work to reduce workplace injuries, illnesses, and 

fatalities through enforcement, regulatory action, compliance assistance and outreach. OSHA will implement 

inspection-emphasis programs that address the most significant injuries in the most high-hazard workplaces. 

MSHA reached its target for the Agency Priority Goal to reduce mining fatalities, primarily by conducting impact 

inspections at mines with troubling compliance histories. In the year ahead, MSHA will develop and implement new 

ways to make enforcement more effective, less predictable, and more strategic, to extend this positive trend. MSHA’s 

education and technical assistance programs will assist operators to maintain effective safety and health management 

programs that are constantly evaluated, implement find-and-fix programs to identify and eliminate mine hazards, and 

provide training for all mining personnel.
FY 2012 Summary Report of Performance and Financial Information 4

STRATEGIC GOAL 3: Assure fair and high quality work‐life environments.

Outcome Goal 3.1. Break down barriers to fair and diverse work‐places so that every worker’s contribution is respected.

Outcome Goal 3.2. Provide workplace flexibility for family and personal care‐giving.

Outcome Goal 3.3. Ensure worker voice in the workplace.

Eight DOL agencies have strategies, performance goals, and measures that contribute to achievement of this goal. The

Office of Federal Contract Compliance Programs (OFCCP) ensures that contractors and subcontractors working under 

contracts with the federal government provide equal employment opportunities. The Office of Disability Employment 

Policy (ODEP) develops policy and strategies to reduce barriers to employment for individuals with disabilities. The 

Women’s Bureau (WB) formulates policies and develops resources to promote the welfare of wage-earning women and, 

in collaboration with WHD, promotes workplace flexibility for family and personal care-giving. The Office of LaborManagement Standards (OLMS), Bureau of International Labor Affairs (ILAB), OSHA, MSHA, and WHD conduct outreach 

to better inform workers of their rights and increase their voice in the workplace.

Results for a key agency performance measure that supports Strategic Goal 3 is provided in the table below. Following 

the table is a brief narrative that explains significant successes, challenges, and trends. Detailed performance 

information and analysis for all Strategic Goal 3 measures is available on pages 55-65 of the FY 2012 DOL APR 

(http://www.dol.gov/dol/budget/2014/PDF/CBJ-2014-V1-01.pdf). 

Selected Measure

*Target reached (Y), improved (I), or not reached (N) FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

OLMS: Average number of days elapsed to resolve union 

officer election complaints

Target baseline 88 84 80 76

Result 92 70 81 79 71

* — Y Y Y Y

The Labor-Management Reporting and Disclosure Act of 1959 includes a 60-day deadline for court filing of an election 

complaint. This may be extended by mutual agreement between OLMS and the union. Quick resolution of election 

complaints ensures the restoration of democratic voice and a democratically operated union. In fiscal years 2009- 2012, 

OLMS exceeded its targets to reduce the average number of days to resolve union officer election complaints. OLMS’ 

use of a team approach to investigate election cases and early intervention procedures allowed investigators to 

complete cases more quickly in FY 2012 and to exceed its elapsed days target by reducing the time spent conducting 

follow-up work. 

STRATEGIC GOAL 4: Secure health benefits and, for those not working, provide income security.

Outcome Goal 4.1. Facilitate return to work for workers experiencing workplace injuries or illnesses who are able to 

work.

Outcome Goal 4.2. Ensure income support when work is impossible or unavailable.

Outcome Goal 4.3. Improve health benefits and retirementsecurity for all workers.

Seven DOL agencies have programs that contribute to Strategic Goal 4. The Office of Workers’ Compensation Programs 

(OWCP) administers four compensation programs that provide a critically important safety net for injured or ill workers.

Program benefits include monetary compensation for injury or illness, wage replacement, medical treatment, and 

vocational rehabilitation and other reemployment services. ETA administers the Unemployment Insurance (UI) 

Program, which provides the unemployed with some income while they seek work. The Employee Benefits Security 

Administration (EBSA), through its enforcement of Title I of the Employee Retirement Income Security Act of 1974 

(ERISA), protects the security of retirement, health and other welfare plan benefits and assets for all workers who have 

employer-sponsored plans. 

Results for key agency performance measures that support Strategic Goal 4 are provided in tabular form below. 

Following the table is a brief narrative that explains significant successes, challenges, and trends. Detailed performance 
5 U.S. Department of Labor

information and analysis for all Strategic Goal 4 measures is available on pages 66-81 of the FY 2012 DOL APR 

(http://www.dol.gov/dol/budget/2014/PDF/CBJ-2014-V1-01.pdf).

Selected Measures

*Target reached (Y), improved (I), or not reached (N) FY/PY 2008 FY/PY 2009 FY/PY 2010 FY/PY 2011 FY/PY 2012

ETA/UI: Percent of all intrastate first payments made within 21 

days

Target 88.4% 85.7% 85.9% 84.0% 85.7%

Result 86.8% 83.8% 82.2% 84.6% 82.9%

* N N N Y N

ETA/UI: Percent of the amount of estimated overpayments that 

states detect established for recovery

Target 56.0% 51.8% 52.8% 51.4% 52.3%

Result 54.9% 50.6% 55.9% 61.1% 64.9%

* I N Y Y Y

OWCP: Percent of injured Federal workers coming under Federal 

Employees’ Compensation Act (FECA) Disability Management that 

are reemployed within two years by (non-Postal) Federal agencies

Target — — 86.7% 87.0% 88.4%

Result — 85.8% 89.7% 91.6% 91.5%

* — — Y Y Y

ETA’s Office of Unemployment Insurance (OUI) seeks to ensure the timely receipt of unemployment compensation by UI 

applicants. OUI also works in concert with the Office of Workforce Investment (OWI) to afford UI recipients the tools 

and information (through the Wagner-Peyser Act Employment Service) to navigate the job market on their way to 

reemployment. Making timely payments to unemployed workers is critical to fulfilling the UI system’s key statutory 

objective of making full payment of unemployment compensation "when due." This measure, which includes nearly 90 

percent of all State UI intrastate payments, is a good indicator of overall payment timeliness. In FY 2012, OUI did not 

meet the target of 85.7 percent, and achieved 82.9 percent. First payment timeliness declined due to high staff turnover 

and lack of trained staff to make claim eligibility determinations in four states, IT systems issues, and backlogs in claims 

and adjudication units. 

Ensuring that benefits are paid only to those who meet eligibility requirements and that erroneous payments are 

detected and recovered are critical to the integrity of any benefit payment program. States detected and established for 

recovery 64.9 percent of the estimated overpayments, exceeding the 52.3 percent target. Overpayment detections 

decreased during the recession, as state workforce agencies reassigned staff from integrity functions to claims 

processing. As claims loads decreased, performance for this measure has improved.

OWCP assists Federal agencies to reemploy workers. Return to work is most successful through early identification of 

work injury or illness, prompt development of case information, and efficient provision of assistance services supporting 

recovery and return to work. In FY 2012, the cumulative percentage of individuals under FECA Disability Management 

who returned to work within two years was 91.5 percent, exceeding the target of 88.4 percent. Among the 14 Federal 

agencies scored for this measure, the number of individuals who returned to work was 5,067, seven percent greater 

than the number that returned to work in FY 2011. OWCP increased the return to work target in FY 2013, to 93.4 

percent, compared to the original target of 90.2 percent.

STRATEGIC GOAL 5: Produce timely and accurate data on the economic conditions of workers and their 

families.

Outcome Goal 5.1. Provide sound and impartial information on labor market activity, working conditions and price changes in 

the economy for decision making, including support for the formulation of economic and social policy 

affecting virtually all Americans.

The Bureau of Labor Statistics (BLS) is the principal Federal agency responsible for measuring labor market activity, 

working conditions, and price changes in the economy. Its mission is to collect, analyze, and disseminate essential 

economic information to support public and private decision-making. As an independent statistical agency, BLS serves 

its diverse user communities by providing products and services that are objective, timely, accurate, and relevant. 
FY 2012 Summary Report of Performance and Financial Information 6

Assets and Liabilities

The graphs depict the Department’s major assets and 

liabilities. DOL’s total assets were $44 billion at the end 

of FY 2012 and $38 billion at the end of FY 2011. The 

largest asset is Investments which consist of nonmarketable, special issue Treasury securities held 

primarily in the Unemployment Trust Fund (UTF). Total 

assets increased primarily due to an increase in 

investments as the net inflows in the UTF were in 

excess of immediate program needs for unemployment 

insurance (UI) benefit payments. 

DOL’s total liabilities were $60 billion at the end of FY 

2012 and $71 billion at the end of FY 2011. The largest 

liability is debt. The debt includes the Black Lung 

Disability Trust Fund borrowings from Treasury, and the 

UTF Advances from Treasury to pay UI benefits when 

amounts in the UTF are insufficient to fund these 

benefits. Total liabilities decreased primarily due to 

repayment of UTF debt as tax collections by the states 

exceeded the immediate requirements for UI benefit 

payments.

Results for key agency performance measures that support Strategic Goal 5 are provided in tabular form below. 

Following the table is a brief narrative that explains significant successes, challenges, and trends. Detailed performance 

information and analysis for all Strategic Goal 5 measures is available on pages 82-84 of the FY 2012 DOL APR 

(http://www.dol.gov/dol/budget/2014/PDF/CBJ-2014-V1-01.pdf).

Selected Measures

*Target reached (Y), improved (I), or not reached (N) FY 2008 FY 2009 FY 2010 FY 2011 FY 2012

BLS: Percent of timeliness targets achieved for the Labor Force 

Statistics Principal Federal Economic Indicators (PFEIs). 

Target — — Baseline 100% 100%

Result — — 100% 100% 100%

* — — — Y Y

BLS: Percent of accuracy targets achieved for the Labor Force Statistics 

Principal Federal Economic Indicators (PFEIs). 

Target — — Baseline 100% 100%

Result — — 100% 100% 100%

* — — — Y Y

In 2012, BLS reached 100 percent of the underlying timeliness and accuracy targets for its Labor Force Statistics, Prices 

and Living Conditions, Compensation and Working Conditions, and Productivity and Technology Principal Federal 

Economic Indicators. 

Financial Performance Overview

DOL reports its financial activities annually in the Consolidated Financial Statements, prepared in accordance with U.S. 

generally accepted accounting principles and the financial reporting requirements of the Office of Management and 

Budget (OMB). The statements include the Consolidated Balance Sheet, Consolidated Statement of Net Cost, 

Consolidated Statement of Changes in Net Position, Combined Statement of Budgetary Resources, and the Statements of 

Social Insurance and Changes in Social Insurance Amounts. These financial statements are audited annually. The 

Department received an unqualified (clean) audit opinion for the 16th year in FY 2012. The complete financial 

statements and the audit report are included in the FY 2012 Agency Financial Report, located at 

http://www.dol.gov/_sec/media/reports/annual2012/2012annualreport.pdf. The DOL financial reporting entity is 

organized by major program agencies conducting operations in five major program areas. The Department’s FYs 2012 

and 2011 summary financial information is presented below.
7 U.S. Department of Labor

Budgetary Resources 

DOL’s budgetary resources total $161 billion for 

FY 2012 and $195 billion for FY 2011. The 

decrease is due primarily to lower level of UI 

benefit payments. Departmental FY 2012 

budgetary resources include $136 billion in 

appropriations and $12 billion in borrowing 

authority and FY 2011 budgetary resources 

include $161 billion in appropriations and $22 

billion in borrowing authority. Additional 

budgetary authority is provided from offsetting 

collections and prior year unobligated balances.

Income Maintenance programs comprise the major 

portion of Departmental costs. These programs 

include UI benefits paid to covered individuals who 

are out of work and seeking employment, as well as 

payments to or on behalf of individuals who qualify 

for disability and medical benefits due to injury or 

illness suffered on the job, and the costs to 

administer these programs. The significant decrease 

in income maintenance program costs is due 

primarily to lower unemployment insurance 

benefits.

Employment and Training Administration (ETA) 

costs comprise primarily of unemployment 

insurance benefit costs which also make up the 

major portion of the Income Maintenance 

program area. The decrease from FY 2011 is 

mainly due to lower levels of unemployment. ETA 

also provides employment and training services at 

a cost of $4.7 billion in FY 2012 and $5.7 billion in 

FY 2011.

Office of Workers’ Compensation Programs

(OWCP) costs included under the Income 

Maintenance program are comprised primarily of 

payments to or on behalf of individuals who 

qualify for disability and medical benefits due to 

injury or illness suffered on the job. The decrease 

is due to a lower increase in the projected benefit 

costs for the Energy Employees Occupational 

Illness Compensation Program Act benefits.

Net Cost of Operations by Agency and Major Program Areas

(1) The Pension Benefit Guaranty Corporation (PBGC), a Federal corporation under the chairmanship of the Secretary of Labor, is 

designated by OMB as a separate reporting entity for financial statement purposes and is not included in this financial overview.

NET COST BY MAJOR PROGRAM AGENCY

MAJOR PROGRAM OPERATING AGENCIES1 FY 2012 

(millions)

FY 2011 

(millions)

Employment and Training Administration $98,352 $125,691

Office of Workers’ Compensation Programs 2,632 4,894

Office of Job Corps 1,769 1,717

Veterans’ Employment and Training Service 282 228

Occupational Safety and Health Administration 642 596

Mine Safety and Health Administration 412 397

Employee Benefits Security Administration 210 207

Bureau of Labor Statistics 669 672

Wage and Hour Division 365 331

Departmental Management and Other Agencies 319 338

TOTAL NET COST OF OPERATIONS $105,652 $135,071
FY 2012 Summary Report of Performance and Financial Information 8

Top Management Challenges

For FY 2012, the Office of Inspector General (OIG) considers the following items to be the most serious management and

performance challenges facing the Department:

• Protecting the Safety and Health of Workers

• Protecting the Safety and Health of Miners

• Improving Performance Accountability of Workforce

Investment Act Grants

• Ensuring the Effectiveness of the Job Corps Program

• Reducing Improper Payments

• Maintaining the Integrity of Foreign Labor Certification

Programs

• Ensuring the Security of Employee Benefit Plan Assets

• Securing Information Technology Systems and Protecting

Related Information Assets

• Ensuring the Effectiveness of Veterans’ Employment and

Training Service Programs

• Improving Procurement Integrity

These top management challengesidentify and help resolve serious weaknessesin areas that involve substantial

resources and provide criticalservices to the public. The complete description of these challenges, the Department’s

progress, and what remainsto be done, as identified by the OIG, are available at:

http://www.oig.dol.gov/public/topchallenges/2012.pdf. 

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Department of Labor Agency Pages

Bureau of International Labor Affairs http://www.dol.gov/ILAB/

Bureau of Labor Statistics http://www.bls.gov/

Employee Benefits Security Administration 

http://www.dol.gov/ebsa/

Employment and Training Administration http://www.doleta.gov

Mine Safety and Health Administration http://www.msha.gov

Occupational Safety and Health Administration 

http://www.osha.gov/index.html

Office of Disability Employment Policy 

http://www.dol.gov/odep/

Office of Federal Contract Compliance Programs 

http://www.dol.gov/ofccp/

Office of Labor-Management Standards 

http://www.dol.gov/olms/

Office of Workers' Compensation Programs 

http://www.dol.gov/owcp/

Pension Benefit Guarantee Corporation http://pbgc.gov/

Veterans' Employment and Training Service 

http://www.dol.gov/vets/

Wage and Hour Division http://www.dol.gov/whd/

Women's Bureau http://www.dol.gov/wb/

DOL Regulations and Enforcement

DOL Regulations Search http://www.regulations.gov/#!searchResults;a=DOL;rpp=25;po=0;s=DOL

DOL Enforcement Data http://ogesdw.dol.gov/

Please direct any questions or comments about this report to the U.S. Department of Labor, Performance Management Center, 

200 Constitution Avenue NW, Room S-3317, Washington, DC 20210 * 202-693-7120