OSHA Handbook

for Small Businesses

Safety Management Series

U.S. Department of Labor

Occupational Safety and Health Administration

OSHA 2209

1996 (Revised)
OSHA Handbook

for Small Businesses

Small Business Management Series

U.S. Department of Labor

Occupational Safety and Health Administration

OSHA 2209

1996 (Revised)
ABOUT THIS BOOKLET

This booklet is being provided at cost to owners,

proprietors, and managers of small businesses by the

Occupational Safety and Health Administration

(OSHA), an agency of the U.S. Department of Labor.

For a copy of this publication, write to the U.S. Government Printing Office, Superintendent of Documents,

Washington, DC 20402, or call (202) 512-1800,

(202) 512-2250 (fax) for ordering information.

Order No. 029-016-00144-1; Cost $4.00.

The handbook should assist small business employers

to meet the legal requirements imposed by, and under,

the authority of the Occupational Safety and Health Act

of 1970 (P.L.91-596) and achieve an in-compliance

status voluntarily prior to an inspection performed

pursuant to the Act.

The materials in this handbook are based upon the

federal OSHA standards and other requirements in

effect at the time of publication, and upon generally

accepted principles and activities within the job safety

and health field.

This booklet is not intended to be a legal interpretation

of the provisions of the Occupational Safety and

Health Act of 1970 or to place any additional requirements on employers or employees.

The material presented herein will be useful to small

business owners or managers and can be adapted easily

to individual establishments.

All employers should be aware that there are certain

states (and similar jurisdictions) which operate their

own programs under agreement with the U.S. Department of Labor, pursuant to section 18 of the Act. The

programs in these jurisdictions may differ in some

details from the federal program.

Material contained in this publication is in the public

domain and may be reproduced, fully or partially,

without permission of the Federal Government. Source

credit is requested but not required.

This information will be made available to sensory

impaired individuals upon request. Voice phone:

(202) 219-8615; TDD message referral phone:

1-800-326-2577
OSHA Handbook

for Small Businesses

Small Business Management Series

U.S. Department of Labor

Occupational Safety and Health Administration

Joseph A. Dear, Assistant Secretary

OSHA 2209

1996 (Revised)

For sale by the U. S. Government Printing Office, Superintendent of

Documents, Mail Stop: SSOP, Washington, DC 20402-9328
iv

Small business employers may have special problems

in dealing with workplace safety and health hazards.

Frequently, large corporations can afford the full-time

services of safety engineers and industrial hygienists,

whereas small firms often cannot.

Yet the workplace hazards that cause thousands of

injuries and illnesses every year are as prevalent in

small businesses as in larger firms. That is why we

have prepared this handbook to help small business

employers establish their own safety and health programs. This booklet advises employers on how to

manage safety and health protection at their own

worksites, and tells how to obtain free, on-site

consultations by safety and health professionals.

We at OSHA hope that each small business owner will

recognize the value of positive, cooperative action—

among employers, employees, and government—to

provide safe and healthful workplaces throughout the

Nation.

Tell us what you think, how the book can be improved,

or anything else we can do to help you in this vital

effort.

Send your comments and suggestions to Editor,

OSHA, 200 Constitution Avenue, NW, Rm. N3647,

Washington, DC 20210.

Joseph A. Dear

Assistant Secretary for Occupational Safety and Health

TO THE SMALL BUSINESS EMPLOYER
v

Page

PREFACE

I. INTRODUCTION .......................................................................................................................................... 1

A Profit and Loss Statement ............................................................................................................................. 1

Developing a Profitable Strategy for Handling Occupational Safety and Health ............................................ 1

II. A FOUR-POINT WORKPLACE PROGRAM ........................................................................................... 3

Using the Four Point Program .......................................................................................................................... 3

Management Commitment and Employee Involvement .................................................................................. 3

Worksite Analysis ............................................................................................................................................. 4

Hazard Prevention and Control......................................................................................................................... 4

Training for Employees, Supervisors and Managers ........................................................................................ 5

Documenting Your Activities ........................................................................................................................... 6

Safety and Health Recordkeeping..................................................................................................................... 6

Injury/Illness Records ....................................................................................................................................... 6

Exposure Records and Others ........................................................................................................................... 7

III. STARTING YOUR VOLUNTARY ACTIVITY ......................................................................................... 8

Decide to Start Now.......................................................................................................................................... 8

Designating Responsibility ............................................................................................................................... 8

Get Some Help on the Details........................................................................................................................... 8

Clean Up Your Place of Business ..................................................................................................................... 9

Start Gathering Facts About Your Situation ..................................................................................................... 9

Establish Your Four-Point Safety and Health Program .................................................................................... 10

Develop and Implement Your Action Plan....................................................................................................... 11

IV. SELF-INSPECTION ...................................................................................................................................... 13

Self-Inspection Scope ....................................................................................................................................... 13

Self-Inspection Check Lists .............................................................................................................................. 15

V. ASSISTANCE IN SAFETY AND HEALTH ............................................................................................... 37

OSHA Assistance ............................................................................................................................................. 37

Other Sources of Help....................................................................................................................................... 41

APPENDICES

A: Action Plan ................................................................................................................................................. 49

B: Model Policy Statements ............................................................................................................................ 51

C: Codes of Safe Practices ............................................................................................................................... 52

D: OSHA Job Safety and Health Standards, Regulations, and Requirements ............................................... 54

E: OSHA Offices ............................................................................................................................................. 55

CONTENTS
vii

American workers want safe and healthful places to

work. They want to go home whole and healthy each

day. Determined to make that dream possible, OSHA,

for the last 25 years, has been committed to “assuring

so far as possible every working man and woman in the

nation safe and healthful working conditions.” OSHA

believes that providing workers with a safe workplace

is central to their ability to enjoy health, security, and

the opportunity to achieve the American dream.

OSHA’s had success in this endeavor. For example,

brown lung—the dreaded debilitating disease that

destroyed the lives of textile workers—has been

virtually wiped out. Grain elevator explosions are now

rare. Fewer workers die in trenches, fewer get asbestosis, and fewer contract AIDS or hepatitis B on the job.

Also, OSHA inspections can have real, positive results.

According to a recent study, in the three years following an OSHA inspection that results in penalties,

injuries and illnesses drop on average by 22 percent.1

Despite OSHA’s efforts, however, every year more

than 6,000 Americans die from workplace injuries,2

and 6 million people suffer non-fatal injuries at work.3

Injuries alone cost the economy more than $110 billion

a year. Also, in the public’s view, OSHA has been

driven too often by numbers and rules, not by smart

enforcement and results. Business complains about

overzealous enforcement and burdensome rules. Many

people see OSHA as an agency so enmeshed in its own

red tape that it has lost sight of its own mission. And

too often, a “one-size-fits-all” regulatory approach has

treated conscientious employers no differently from

those who put workers needlessly at risk.

Confronted by these two realities and to keep pace with

the workforce and problems of the future, OSHA began

in 1993 to set goals to reinvent itself. OSHA is not

changing direction but is changing its destination to

improve its ability to protect working Americans.

1 Wayne B. Gray and John T. Scholze, “Does Regulatory Enforcement Work?” Law & Society Rev 27 (1): 177-213, 1993.

2 Guy Toscano and Janice Windau, “The Changing Character of

Fatal Work Injuries,” Monthly Labor Review 117 (10):17,

October 1994.

3 Bureau of Labor Statistics, Survey of Occupational Injuries and

Illnesses, 1993.

4 Regulatory reform—to make the Federal Government more

effective and responsive in the area of regulation—was first

proposed by Vice President Gore in his National Performance

Review Report, presented to President Clinton in September

1993. OSHA proposed its reinvention initiatives in May 1995.

PREFACE

In addition, OSHA in its reinvention efforts is determined to promote small business formation and growth

as well as provide quality service to our small business

customers.

For example, OSHA is implementing President

Clinton’s regulatory reform4 initiatives by (l) giving

employers a choice—a partnership with OSHA and

employees to provide better safety and health or

traditional enforcement, (2) common sense in developing and enforcing regulations, and (3) measuring

results, not red tape.

Building Partnerships

One of the most successful OSHA strategies began in

Maine. In Maine, 200 employers with poor workers’

compensation records received letters from their local

OSHA office encouraging them to adopt safety and

health programs and find and fix workplace hazards.

That was the partnership option. The alternative was

traditional enforcement with a guaranteed OSHA

inspection.

An overwhelming 198 employers chose partnership.

They implemented safety and health programs that

worked. In partnership with employees, the companies

over the past three years have found more than 184,000

hazards and fixed more than 134,000 of them. They

have reaped the expected rewards—65 percent have

seen their injury and illness rates decline while the 200

as a whole have experienced a 47–percent drop in

workers’ compensation cases. This unique program

earned OSHA a prestigious Ford Foundation Innovations in American Government award. Today, OSHA

is developing similar programs nationwide.

Common Sense Regulations

A second set of initiatives seeks to cut unnecessary

rules and regulations and red tape. OSHA is dropping

1,000 pages of outdated, obtuse rules and regulations,

has begun rewriting standards in plain language and is

rewriting the old consensus standards adopted without

hearings in 1971 and 1972.

One of OSHA’s standards that most concerns employers, particularly the small businesses, is the hazard

communication standard. Yet, this regulation is vital

because workers must be aware of the dangers they

face from toxic substances in the workplace. At

OSHA’s request, the National Advisory Committee on
viii

Occupational Safety and Health has established a work

group to identify ways to improve the standard. The

agency’s goal is to focus on the most serious hazards,

simplify the Material Safety Data Sheets5 which are

often complex, and reduce the amount of paperwork

required by the hazard communication standard.

Common Sense Enforcement: Results, Not Red

Tape

Equally as important as the content of the rules and

regulations OSHA enforces is the way it enforces

them—the way that the agency’s 800 inspectors and

other employees do their business.

OSHA also is speeding abatement of hazards through a

program known as Quick Fix. Employers who fix a

nonserious hazard while the compliance officer is at the

site can receive a penalty reduction of up to 15 percent

depending on the nature of the hazard.6 To date, this

program has been effective in obtaining immediate

abatement of hazards. The program will be applied

nationwide to encourage employers to increase employee protection immediately, while freeing OSHA

employees and employers from monitoring abatement

and doing followup paperwork.

Response teams also are finding ways to speed up

complaint investigations. For example, when someone

calls in a complaint, an OSHA compliance staff

member calls the employer, discusses the issue, and

follows up with a faxed letter describing the complaint

and requests a response to the allegations within five

days. Using procedures as simple as phone calls and

faxed copies of complaint forms have sharply reduced

the time between receipt of a non-formal complaint and

abatement of the hazard by at least 50 percent.

Focusing on construction inspections is another approach to reinvention. After evaluating its fatality data,

OSHA realized that 90 percent of construction fatalities

result from just four types of hazards. Now when

compliance officers inspect a construction site with an

effective safety and health program, they focus only on

the four main killers: falls from heights, electrocution,

crushing injuries (e.g., trench cave-ins), and being

struck by material or equipment.

5 Chemical manufacturers and importers must develop a MSDS for

each hazardous chemical they produce or import, and must

provide the MSDS automatically at the time of the initial

shipment of a hazardous chemical to a downstream distributor or

user. 6 Does not apply to fatalities, high, medium–gravity, serious,

willful, repeat, or failure-to-abate hazards. Applies only to

individual violations and to permanent and substantial corrective

actions.

To the 67 OSHA area offices that conduct OSHA

inspections, reinvention involves—Getting Results and

Improving Performance, or GRIP. To do this, OSHA

uses a four-step redesign process: (1) developing

approaches targeted to the most hazardous worksites,

(2) creating a team organizational structure, (3) improving office processes, and (4) measuring results.

Twelve of OSHA’s area offices have already been

redesigned with hopes of adding additional offices each

quarter.

OSHA also is establishing a new relationship with its

state plan partners—the 25 states and territories that

operate their own OSHA-approved safety and health

programs. OSHA realizes that encouraging them to

experiment with innovative ways to prevent injuries

and illnesses ultimately will benefit all workers. For

example, Kentucky’s Mobile Training Van, developed

cooperatively with the Associated General Contractors

of Kentucky, provides safety and health training for

small business employers and employees at construction sites. Michigan’s Ergonomics Award Program

encourages employers and employees to design solutions to some of the most persistent workplace injuries

and disorders and to share their successes with other

companies that may be having similar problems. Also,

several states, through workers’ compensation reform

legislation and other measures, have mandated workplace safety and health programs and joint labormanagement safety committees that have resulted in

dramatic reductions in injuries and workers’ compensation costs.

States that operate their own worker safety and health

plans must provide worker protection that is “at least as

effective as” the federal program. However, because

their standards and other procedures may vary, businesses in these states should check with their state

agency. See Appendix E for a list of state plans.

Another program that OSHA is enhancing is its Voluntary Protection Program (VPP), which recognizes

companies doing an outstanding job in worker safety

and health. Participation in this partnership program

has doubled from 104 in 1992 to 245 in 1995. Workers

at VPP sites enjoy improved workplace safety and

health, but other sites also benefit as VPP participants

offer their expertise and assistance through the VPP

Participants’ Association Mentoring Program and the

OSHA Volunteers Program. OSHA’s free on-site

consultation program, which helps smaller employers

improve workplace safety and health is another successful innovation. Expert consultants review operations, identify and help employers abate hazards, and

assist them in developing or strengthening workplace

safety and health programs.
ix

Training is an essential component in the reinvention

process. OSHA’s Training Institute, located in the

Chicago area, provides training for compliance safety

and health officers as well as the public and safety and

health staff from other federal agencies. The Institute

offers 80 courses and has trained more than 140,000

students since it opened in 1972. OSHA also has 12

programs for other institutions to conduct OSHA

courses for the private sector and other federal agencies. The new education centers make safety and

health training and education more accessible to those

who need it. For more information about OSHA’s

Training Institute or to obtain a training catalog, write

the OSHA Training Institute, 1555 Times Drive, Des

Plaines, IL 60018, or call (847) 297-4913.

In addition, the Agency has implemented a number of

information dissemination projects and plans to undertake new initiatives to improve the availability of safety

and health data to the public through a variety of

electronic means. The agency provides extensive

offerings on its CD-ROM, introduced in 1992 and sold

by the Government Printing Office, as well as on a

recently expanded and upgraded World Wide Web

page on the Internet (http://www.osha.gov/).

OSHA also has developed two user-friendly computer

programs, available free on the Internet and through

trade groups to help employers comply with the

agency’s cadmium and asbestos standards. Another set

of interactive programs on the Internet permits employers to determine their employment category (Standard

Industrial Classification Code) and then learn the most

frequently cited OSHA standards for that category in

1995.

These efforts—coupled with OSHA’s consultation,

voluntary protection programs, safety and health

program management guidelines,

7 training and education programs, and state plans—will better serve all

American workers and employers, including small

businesses, in providing safer and more healthful

working conditions. For information on various OSHA

programs, see Appendix E at the end of this

publication. 7 To assist employers and employees in developing effective safety

and health programs, OSHA published recommended Safety and

Health Program Management Guidelines (Fed Reg 54 (18):

3908-3916, January 26, 1989). These voluntary guidelines apply

to all places of employment covered by OSHA.
1

I. INTRODUCTION

A Profit and Loss Statement

As a small business owner, you are characteristically a

risk taker. You wager your business acumen against

larger, perhaps more heavily financed corporate groups

and other free-spirited, self-employed individuals like

yourself. There is excitement and challenge in such a

venture. But to succeed, you need good management

information, an ability to be a good manager of people,

and the intelligence and inner strength both to make

decisions and to make the right decisions.

Thousands of workers die each year, and many, many

more suffer injury or illness from conditions at work.

But how often does an owner or manager like you

actually see or even hear about work-related deaths,

serious injuries, or illnesses in the businesses with

which you are familiar? How often has your business

actually sustained this type of loss?

In most small businesses, the answer is—rarely. For

this reason, many owners or managers do not understand why there is controversy about OSHA, job safety

and health standards, inspections, citations, etc.

But others have learned why. Unfortunately, they have

had to go through the kind of loss we are talking about.

And these owner/managers will tell you that it is too

late to do anything once a serious accident happens.

They now know that prevention is the only real way to

avoid this loss.

Reducing all losses is a goal that you as an owner or

manager clearly share with us in OSHA. Each of us

may see this goal in a slightly different light, but it

remains our common intent.

We have learned from small employers, like you, that

you place a high value on the well-being of your

employees. Like many small businesses, you probably

employ family members and personal acquaintances.

And, if you don’t know your employees before they are

hired, then chances are that the very size of your

workgroup and workplace will promote the closeness

and concern for one another that small businesses

value.

Assuming that your commitment to safe and healthful

work practices is a given, we in OSHA want to work

with you to prevent all losses. We believe that, when

you make job safety and health a real part of your

everyday operations, you cannot lose in the long run.

Successful safety and health activity now will enable

you to avoid possible losses in the future.

Developing a Profitable Strategy for Handling

Occupational Safety and Health

Many people confuse the idea of “accidents” with the

notion of Acts of God. The difference is clear. Floods

and tornadoes cannot be prevented by the owner or

manager of a small business, but workplace accidents

can be prevented, and indeed, floods and tornadoes can

be anticipated and prepared for.

Nobody wants accidents to happen in his or her business. A serious fire or the death of an employee or an

owner can cause the loss of a great amount of profit or,

in some cases, even an entire business. To prevent

such losses, you don’t have to turn your place upside

down. You may not have to spend a lot of money,

either. You may only need to use good business sense

and to apply recognized prevention principles.

There are reasons why accidents happen. Something

goes wrong somewhere. It may take some thought, and

maybe the help of friends or other trained people, to

figure out what went wrong, but there will be a cause—

a reason why. Once you know the cause, it is possible

to prevent an accident. You need some basic facts, and

perhaps some help from others who know some of the

answers already. You also need a plan—a plan for

preventing accidents.

Not all danger at your worksite depends on an accident

to cause harm, of course. Worker exposure to toxic

chemicals or harmful levels of noise or radiation may

happen in conjunction with routine work as well as by

accident. You may not realize the extent of the exposure on the part of you and/or your employees, or of the

harm that may result. The effect may not appear

immediately, but it may be fatal in the long run. You

need a plan that includes prevention of these “health

hazard exposures” as well as accidents. You need a

safety and health protection plan.

It is not a difficult task to develop such a plan. Basically, you only need to concern yourself with those

types of accidents and health hazard exposures which

could happen in your workplace.

Because each workplace is different, your program

may be different from one that your neighbor or your

competitor might use. But this is not important. You

want it to reflect your way of doing business, not theirs.
2

While the details may vary, there are four basic elements that are always found in workplaces with a good

accident prevention program. These are as follows:

1. The manager or management team leads the way,

especially by setting policy, assigning and supporting responsibility, setting an example, and involving employees.

2. The worksite is continually analyzed to identify all

hazards and potential hazards.

3. Methods for preventing or controlling existing or

potential hazards are put in place and maintained.

4. Managers, supervisors, and employees are trained

to understand and deal with worksite hazards.

Regardless of the size of your business, you should use

each of these elements to prevent workplace accidents

and possible injuries and illnesses.

Developing a workplace program following these four

points should lead you to do all the things needed to

protect you and your workers’ safety and health. If you

already have a program, reviewing it in relation to

these elements should help you improve what you

have.

If you follow it, this four-point approach to safety and

health protection in your business should also help you

to improve efficiency. It may help you reduce insurance claims and other costs. While it does not guarantee compliance with OSHA standards, the approach

will help you toward full compliance and beyond. It

will certainly give you a way to express and document

your good faith.

This approach usually does not involve large costs.

Especially in smaller businesses, it generally does not

require additional employees. Usually it can be

integrated into your other business functions with

modest effort on your part.

The key to the success of this plan is to see it as a part

of your business operation and to see it reflected in all

your work. As you continue doing it, the program

becomes easier. It becomes built-in and then you need

only check on it periodically to be sure everything’s

working well.

In Section 2, for example, we give short titles for each

of the elements and then give short descriptions and

illustrations for each. Since most employers, like you,

are pressed for time, these descriptions are capsules of

information to assist you in thinking through and

getting started on your own approach.
3

The Four-Point Workplace Program described here is

based upon the Safety and Health Program Management Guidelines issued by OSHA on January 26, 1989.

(For a free copy of the guidelines, write OSHA Publications, P.O. Box 37535, Washington, DC 20013-

7535. Send a self-addressed mail label with your

request.) Although voluntary, these guidelines represent OSHA’s policy on what every worksite should

have in place to protect workers from occupational

hazards. The guidelines are based heavily on OSHA’s

experience with the Voluntary Protection Programs

(VPP). These voluntary programs are designed to

recognize and promote effective safety and health

management as the best means of ensuring a safe and

healthful workplace. For more information on the

guidelines and VPP, please contact OSHA’s Office of

Cooperative Programs, U.S. Department of Labor, 200

Constitution Avenue, N.W., Room N3700, Washington, DC 20210, (202) 219-7266.

Using The Four-Point Program

As you review this publication, we encourage you to

use the tearout Action Plan Worksheet in Appendix A

to jot down the actions that you wish to take to help

make your workplace safer and more healthful for your

employees. Noting those actions as you go along will

make it much easier for you to assemble the total plan

you need.

Management Commitment and Employee

Involvement

As the owner or manager of a small business, your

attitude towards job safety and health will be reflected

by your employees. If you are not interested in preventing employee injury and illness, nobody else is

likely to be.

At all times, demonstrate your personal concern for

employee safety and health and the priority you place

on them in your workplace. Your policy must be

clearly set. Only you can show its importance through

your own actions.

Demonstrate to your employees the depth of your

commitment by involving them in planning and

carrying out your efforts. If you seriously involve your

employees in identifying and resolving safety and

health problems, they will commit their unique insights

and energy to helping achieve the goal and objectives

of your program.

II. A FOUR-POINT WORKPLACE PROGRAM

Consider forming a joint employee-management safety

committee. This can assist you in starting a program

and will help maintain interest in the program once it is

operating. Committees can be an excellent way of

communicating safety and health information. If you

have few employees, consider rotating them so that all

can have an active part in the safety and health programming. The men and women who work for you are

among the most valuable assets you have. Their safety,

health, and goodwill are essential to the success of your

business. Having them cooperate with you in protecting their safety and health not only helps to keep them

healthy—it makes your job easier.

As a small business employer, you have inherent

advantages, such as close contact with your employees,

a specific acquaintance with the problems of the whole

business, and usually a low worker turnover. Probably

you have already developed a personal relationship of

loyalty and cooperation that can be built upon very

easily. These advantages may not only increase your

concern for your employees but also may make it easier

to get their help.

Here are some actions to take:

• Post your own policy on the importance of worker

safety and health next to the OSHA workplace

poster where all employees can see it. (See sample

policy statements in Appendix B.)

• Hold a meeting with all your employees to communicate that policy to them and to discuss your

objectives for safety and health for the rest of the

year. (These objectives will result from the decisions you make about changes you think are

needed after you finish reading this publication.)

• Make sure that support from the top is visible by

taking an active part, personally, in the activities

that are part of your safety and health program.

For example, personally review all inspection and

accident reports to ensure followup when needed.

• Ensure that you, your managers, and supervisors

follow all safety requirements that employees must

follow, even if you are only in their area briefly. If,

for instance, you require a hard hat, safety glasses

and/or safety shoes in an area, wear them yourself

when you are in that area.
4

• Use your employees’ special knowledge and help

them buy into the program by having them make

inspections, put on safety training, or help investigate accidents.

• Make clear assignments of responsibility for every

part of the program that you develop. Make certain

everyone understands them. The more people

involved the better. A good rule of thumb is to

assign safety and health responsibilities in the same

way you assign production responsibilities. Make

it a special part of everyone’s job to operate safely.

That way, as you grow and delegate production

responsibilities more widely, you will commit

safety and health responsibilities with them.

• Give those with responsibility enough people, onthe-clock time, training, money and authority to get

the job done.

• Don’t forget about it after you make assignments;

make sure personally that they get the job done.

Recognize and reward those who do well, and

correct those who don’t.

• Take time, at least annually, to review what you

have accomplished against what you set as your

objectives and decide if you need new objectives or

program revisions to get where you want to be.

Worksite Analysis

It is your responsibility to know what you have in your

workplace that could hurt your workers. Worksite

analysis is a group of processes that helps you make

sure that you know what you need to keep your workers safe. You may need help in getting started with

these processes. You can call on your state Consultation Program, listed in Appendix E, for this help. Also,

OSHA published a booklet entitled Job Hazard Analysis. (See Related Publications in Section V for

ordering information.) Once you get everything set up,

you or your employees can do many of them.

Here are some actions to take:

• Request a consultation visit from your state Consultation Program covering both safety and health

to get a full survey of the hazards which exist in

your workplace and those which could develop.

You can also contract for such services from expert

private consultants if you prefer.

• Set up a way to get expert help when you make

changes, to be sure that the changes are not introducing new hazards into your workplace. Also,

find ways to keep current on newly recognized

hazards in your industry.

• Make an assignment, maybe to teams that include

employees, to look carefully at each job from time

to time, taking it apart step-by-step to see if there

are any hidden hazards in the equipment or procedures. Some training may be necessary at the start.

• Set up a system of checking to make sure that your

hazard controls have not failed and that new

hazards have not appeared. This is usually done by

routine self-inspections. You can use the checklist

in Section IV of this book as a starting point. Add

items to it that better fit your situation. Subtract

from it those items that do not fit your situation.

Your state consultant can probably assist you to

establish an effective system.

• Provide a way for your employees to let you or

another member of management know when they

see things that look harmful to them and encourage

them to use it.

• Learn how to do a thorough investigation when

things go wrong and someone gets sick or hurt.

This will help you find ways to prevent recurrences.

• Initially, take the time to look back over several

years of injury or illness experience to identify

patterns that can lead to further prevention. Thereafter, periodically look back over several months of

experience to determine if any new patterns are

developing.

Hazard Prevention and Control

Once you know what your hazards and potential

hazards are, you are ready to put in place the systems

that prevent or control those hazards. Your state

consultant can help you do this. Whenever possible,

you will want to eliminate those hazards. Sometimes

that can be done through substitution of a less toxic

material or through engineering controls that can be

built in. When you cannot eliminate hazards, systems

should be set up to control them.
5

Here are some actions to take:

• Set up safe work procedures, based on the analysis

of the hazards in your employees’ jobs (discussed

above), and make sure that the employees doing

each job understand the procedures and follow

them. This may be easier if employees are involved in the analysis that results in those procedures. (See Appendix C - Codes of Safe Practices.)

• Be ready, if necessary, to enforce the rules for safe

work procedures by asking your employees to help

you set up a disciplinary system that will be fair

and understood by everyone.

• Where necessary to protect your employees,

provide personal protective equipment (PPE) and

be sure your employees know why they need it,

how to use it and how to maintain it.

• Provide for regular equipment maintenance to

prevent breakdowns that can create hazards.

• Ensure that preventive and regular maintenance are

tracked to completion.

• Plan for emergencies, including fire and natural

disasters, and drill everyone frequently enough so

that if the real thing happens, everyone will know

what to do even under stressful conditions.

• Ask your state consultant to help you develop a

medical program that fits your worksite and

involves nearby doctors and emergency facilities.

Invite these medical personnel to visit the plant

before emergencies occur and help you plan the

best way to avoid injuries and illness during

emergency situations.

• You must ensure the ready availability of medical

personnel for advice and consultation on matters of

employee health. This does not mean that you

must provide health care. But, if health problems

develop in your workplace, you are expected to get

medical help to treat them and their causes.

To fulfill the above requirements, consider the

following:

• You should have an emergency medical procedure

for handling injuries, transporting ill or injured

workers and notifying medical facilities with a

minimum of confusion. Posting emergency

numbers is a good idea.

• Survey the medical facilities near your place of

business and make arrangements for them to

handle routine and emergency cases. Cooperative

agreements could possibly be made with nearby

larger plants that have medical personnel and/or

facilities onsite.

• You should have a procedure for reporting injuries

and illnesses that is understood by all employees.

• Consider performing routine walkthroughs of the

worksite to identify hazards and track identified

hazards until they are corrected.

• If your business is remote from medical facilities,

you are required to ensure that a person or persons

be adequately trained and available to render firstaid. Adequate first-aid supplies must be readily

available for emergency use. Arrangements for

this training can be made through your local Red

Cross Chapter, your insurance carrier, your local

safety council and others.

• You should check battery charging stations,

maintenance operations, laboratories, heating and

ventilating operations and any corrosive materials

areas to make sure you have the required eye wash

facilities and showers.

• Consider retaining a local doctor or an occupational health nurse on a part-time or as-used basis

to advise you in your medical and first-aid planning.

Training for Employees, Supervisors and Managers

An effective accident prevention program requires

proper job performance from everyone in the workplace.

As an owner or manager, you must ensure that all

employees know about the materials and equipment

they work with, what known hazards are in the operation, and how you are controlling the hazards.

Each employee needs to know the following:

• No employee is expected to undertake a job until

he or she has received job instructions on how to

do it properly and has been authorized to perform

that job.

• No employee should undertake a job that appears

unsafe.
6

You may be able to combine safety and health training

with other training that you do, depending upon the

kinds of potential and existing hazards that you have.

With training, the “proof is in the pudding” in that the

result that you want is everyone knowing what they

need to know to keep themselves and their fellow

workers safe and healthy.

Here are some actions to take:

• Ask your state consultant to recommend training

for your worksite. The consultant may be able to

do some of the training while he or she is there.

• Make sure you have trained your employees on

every potential hazard that they could be exposed

to and how to protect themselves. Then verify that

they really understand what you taught them.

• Pay particular attention to your new employees and

to old employees who are moving to new jobs.

Because they are learning new operations, they are

more likely to get hurt.

• Make sure that you train your supervisors to know

all the hazards that face the people they supervise

and how to reinforce training with quick reminders

and refreshers, and with disciplinary action if

necessary. Verify that they know what is expected

of them.

• Make sure that you and your top management staff

understand all of your responsibilities and how to

hold subordinate supervisory employees accountable for theirs.

Documenting Your Activities

Document your activities in all elements of the FourPoint Workplace Program. Essential records, including

those legally required for workers’ compensation,

insurance audits and government inspections must be

maintained as long as the actual need exists. Keeping

records of your activities, such as policy statements,

training sessions for management and employees safety

and health meetings held, information distributed to

employees, and medical arrangements made, is greatly

encouraged. Maintaining essential records also will

aid:

(1) the demonstration of sound business management

as supporting proof for credit applications, for

showing “good faith” in reducing any proposed

penalties from OSHA inspections, for insurance

audits and others; and

(2) the efficient review of your current safety and

health activities for better control of your operations and to plan improvements.

Safety and Health Recordkeeping

Records of sales, costs, profits and losses are essential

to all successful businesses. They enable the owner or

manager to learn from experience and to make corrections for future operations. Records of accidents,

related injuries, illnesses and property losses can serve

the same purpose, if they are used the same way. The

sole purpose of OSHA recordkeeping is to store factual

information about certain accidents that have happened.

When the facts have been determined, causes can often

be identified, and control procedures can be instituted

to prevent a similar occurrence from happening.

Injury/Illness Records

There are injury/illness recordkeeping requirements

under OSHA that require a minimum of paperwork.

These records will provide you with one measure for

evaluating the success of your safety and health activities. Success would generally mean a lack of, or a

reduced number of, employee injuries or illnesses

during a calendar year.

There are five important steps required by the OSHA

recordkeeping system:

1. Obtain a report on every injury requiring medical

treatment (other than first aid).

2. Record each injury on the OSHA Form No. 200

according to the instructions provided.

3. Prepare a supplementary record of occupational

injuries and illnesses for recordable cases either on

OSHA Form No. 101 or on workers’ compensation

reports giving the same information.

4. Every year, prepare the annual summary (OSHA

Form No. 200); post it no later than February 1,

and keep it posted until March 1. (Next to the

OSHA workplace poster is a good place to post it.)

5. Retain these records for at least 5 years.

During the year, periodically review the records to see

where injuries are occurring. Look for any patterns or

repeat situations. These records can help you to

identify those high risk areas to which you should

direct your immediate attention.
7

Since the basic OSHA records include only injuries and

illnesses, you might consider expanding your own

system to include all incidents, including those where

no injury or illness resulted, if you think such information would assist you in pinpointing unsafe conditions

and/or procedures. Safety councils, insurance carriers

and others can assist you in instituting such a system.

Injury/illness recordkeeping makes sense, and we

recommend this practice to all employers. There are

some limited exemptions for small business employers

who employ l0 or fewer employees as well as for

businesses that have certain SIC codes. Refer to Title

29 Code of Federal Regulations (CFR) 1904 for the

specific exceptions. The employer is required to

report, to OSHA, all work-related facilities and multiple hospitalization accidents with 8 hours of notification of the accident.

Regardless of the number of employees you have or the

SIC classification, you may be selected by the Federal

Bureau of Labor Statistics (BLS) or a related state

agency for inclusion in an annual sample survey. You

will receive a letter directly from the agency with

instructions, if you are selected.

Exposure Records and Others

The injury/illness records may not be the only records

you will need to maintain. Certain OSHA standards

that deal with toxic substances and hazardous exposures require records on the exposure of employees,

physical examination reports, employment records, etc.

As you work on identifying hazards, you will be able to

determine whether these requirements apply to your

situation on a case-by-case basis. We mention it here

so that you will be aware of these records and that, if

required, they should be used with your control procedures and with your self-inspection activity. They

should not be considered merely as bookkeeping.
8

You can use this basic action plan to get started on your

program.

To avoid confusion, we need to explain that this action

plan is not organized solely in the order of the four

points we described in Section II. Rather, it provides

the most direct route to getting yourself organized to

complete your Four-Point Program.

When you have completed your action plan, your

activity should be organized around the four points

described in Section II.

Decide to Start Now

The time to start your safety and health program is

now. You have a better picture of what constitutes a

good safety and health program. Now you can address

the practical concerns of putting these elements together and coming up with a program to suit your

workplace.

Presumably you have been taking notes for your action

plan as you went through the preceding description of

the Four-Point Program. You should be ready now to

decide exactly what you want to accomplish, and to

determine what steps are necessary to achieve your

goals. Then you will plan out how and when each step

will be done, and who will do it.

Your plan should consider your company’s immediate

needs, and provide for ongoing, “long-lasting” worker

protection. Once your plan is designed, it is important

to follow through and use it in the workplace. You will

then have a program to anticipate, identify and eliminate conditions or practices which could result in

injuries and illnesses.

If you have difficulty in deciding where to begin, a

phone call to your state consultation program will get

you the assistance you need. A state consultant will

survey your workplace for existing or potential hazards. Then, if you request it, he or she will determine

what you need to make your safety and health program

effective. The consultant will work with you to develop a plan for making these improvements, and to

establish procedures for making sure that your program

stays effective.

Whether you choose to work with a consultant or to

develop your program yourself, there are other publications similar to this (available from a state consultation

III. STARTING YOUR VOLUNTARY ACTIVITY

program or from OSHA) which spell out in greater

detail the steps you can take to create an effective

safety and health program for your workplace. The

rewards for your efforts will be a workplace with a

high level of efficiency and productivity, and a low

level of loss and injury.

Designating Responsibility

You must decide who in your company is the most

appropriate person to manage your safety and health

program. Who can be sure that the program will

become an integral part of the business? In many cases

it will be you, the owner. Sometimes it will be the

plant manager or a key supervisor. It could even be an

engineer, personnel specialists or other staff member.

Whoever you choose should be as committed to

workplace safety and health as you are, who has the

time to devote to developing and managing the program, and who is willing to take on the responsibility

and accountability that goes with operating an effective

program. The success of your program hinges on the

success of the individual you choose, and he or she

cannot succeed without your full cooperation and

support. Remember, though, that even when you

appoint someone as your safety manager and delegate

the authority to manage the program, the ultimate

responsibility for safety and health in your workplace

rests on you.

Having made your selection of a safety and health

manager, you or your designee and any others you

choose will need to take (or be sure you have already

taken) the following actions.

Get Some Help on the Details

First, you may need to catch up with all the changes

made since the Act became law in December 1970.

For example, the federal law contains provisions for

allowing a state to develop and operate its own occupational safety and health program in place of the federal

OSHA program. It is possible that the regulatory

aspect of the law (setting of mandatory minimum

standards and conducting inspections of workplaces) is

now being operated by your state government.

You need to know which level of government has

current jurisdiction over your establishment. If you are

not sure of this, telephone the nearest OSHA Area

Office to find out. (See Appendix E.)
9

Second, you will need certain federal OSHA publications (or comparable state publications) for use in your

safety and health activities:

1. OSHA workplace poster (Job Safety and Health

Protection - OSHA 2203) - You must have the

federal or state OSHA poster displayed in your

workplace.

2. Standards that apply to your operations - You need

these standards for reference material in your

business. (See Appendix D.) These are the regulations OSHA uses when inspecting for compliance

with the Act. These standards are the baseline for

your own inspections and are useful in determining

what specific changes need to be made when

hazards are identified. Most businesses come

under OSHA’s General Industry Standards, but if

you are involved with construction or maritime

operations you will need the standards that apply to

these classifications. (In states with OSHA programs, use the appropriate state standards.)

3. Recordkeeping requirements and the necessary

forms - You need these if you have 11 or more

employees. These forms are not too different from

other information forms you have been keeping for

workers’ compensation and other records.

4. Occupational Safety and Health Act - You may

want this for your own information and reference

in the future.

Clean Up Your Place of Business

Poor housekeeping is a major contributor to low morale

and sloppy work in general, even if it is not usually the

cause of major accidents. Most safety action programs

start with an intensive clean-up campaign in all areas of

business.

Get rid of rubbish that has collected; make sure proper

containers are provided; see that flammables are

properly stored; make sure that exits are not blocked; if

necessary, mark aisles and passageways; provide

adequate lighting, etc.

Get everyone involved and impress upon them exactly

what it is you want to do to make your workplace safer,

more healthful and more efficient.

Start Gathering Specific Facts About Your

Situation

Before you make any changes in your safety and health

operations, you will want to gather as much information as possible about the current conditions at your

workplace and about business practices that are already

part of your safety and health program. This information can help you identify any workplace problems and

see what’s involved in solving them.

The assessment of your workplace should be conducted

by the person responsible for the safety and health

program and/or a professional safety and health consultant. It consists of two major activities.

The first is a comprehensive safety and health survey of

your entire facility, designed to identify any existing or

potential safety and health hazards. This initial survey

should focus on evaluating workplace conditions with

respect to safety and health regulations and generally

recognized safe and healthful work practices. It should

include checking on the use of any hazardous materials,

observing employee work habits and practices, and

discussing safety and health problems with employees.

See Section IV, Self-Inspection Check Lists, to help

you get a good start on creating this initial survey.

The second major activity is an assessment of your

existing safety and health program to identify areas that

may be working well and those that may need improvement. You will want to gather together as much

information as you can that relates to the safety and

health management of your workplace. You should

include the following in this review:

• Safety and health activities — Examine current

ongoing activities as well as those tried previously,

company policy statements, rules (both work and

safety), guidelines for proper work practices and

procedures and records of training programs.

• Equipment — Make a list of your major equipment, principal operations and the locations of

each. Special attention should be given to inspection schedules, maintenance activities and plant

and office layouts.

• Employees’ capabilities — Make an alphabetical

list of all employees, showing the date they were

hired, what their jobs are and what experience and

training they have had. Special attention should be

given to new employees and to employees with

handicaps.

• Accident and injury/illness history — Take a

look at your first-aid cases, workers’ compensation

insurance payments, and workers’ compensation

awards, if any. Review any losses. Determine how

your insurance rate compares with others in your

group. Special attention should be given to recurring accidents, types of injuries, etc.
10

With whatever facts you have been able to assemble,

take a quick look to see if any major problem areas can

be identified. You would be looking for such things as

interruptions in your normal operations, too many

employees taking too much time off, or too many

damaged products. General assistance in this kind of

problem identification can often be obtained from

compensation carriers, local safety councils, state

agencies, your major suppliers and even, perhaps, a

competitor.

If there is a major problem, see what can be done to

solve it. Once a problem is identified, you can work on

the corrective action or a plan for controlling the

problem. Take immediate action at this point and make

a record of what you have done. Don’t become overly

involved in looking for major problem areas during this

fact-finding stage. Remember that no one hazardous

situation causes all of your safety and health problems,

and therefore, it is likely that no single action will

greatly improve your safety and health program.

If you have found no major problem at this point, don’t

stop here. Now it is time to develop a comprehensive

safety and health program that meets your needs and

those of your employees. This will make it more

difficult for major problems to crop up in the future.

Establish Your Four-Point Safety and Health

Program

The success of any workplace safety and health program depends on careful planning. This means that

you have taken time to think through what you want to

accomplish, and you may even have a general idea of

what it will take to accomplish your goals. Based on

that, you can design a step by step process that will

take you from the idea stage to having a fully effective

operation.

The most effective way to create the safest possible

workplace for you and your employees is to institute

the Four-Point Program discussed in Section II of this

handbook. Use the guidance presented in Section II to

help you develop your program.

Establish your management commitment and involve

your employees. No safety and health program will

work, especially in the long term, without this commitment and involvement. You should have already taken

the first step by designating the person who will be

responsible for your program.

Be certain that your employees are as widely involved

in the program as possible from the beginning. They

are the people most in contact with the potential and

actual safety and health hazards at your worksite. They

will have constructive input into the development of

your safety and health program. Its ultimate success

will depend upon their support—support that will be

more forthcoming for a program in which they have

had a meaningful input.

Make sure your program assigns responsibility and

accountability to all employees in your organization. A

good safety and health program makes it clear that each

and every employee from you through the supervisory

levels to the line worker is responsible for his or her

part of the program. You will make their safety and

health duties clear and each of them will be held

accountable for his or her safety and health related

duties.

Refer to the recommended actions to take in Section II

- Worksite Analysis. These will help start your program off on the right track. You will be building the

foundation for a successful safety and health program.

Establish and regularly conduct your worksite analysis. You cannot have a successful Safety and Health

Program if it has not identified all the hazards and

potential hazards present in your workplace. This is an

ongoing process that includes routine self-inspections if

you are to know where probable hazards exist and

whether or not they are under control.

Create the systems and procedures necessary to prevent and control the hazards that have been identified

through your worksite analysis. These control procedures will be your basic means for preventing accidents. The OSHA standards that have been promulgated can be of great assistance to you since they

address controls in order of effectiveness and preference. The hierarchy of controls is a follows: engineering, administrative, work practice and personal protective equipment. Whenever feasible, engineering,

administrative, or work practice controls should be

instituted even though they may not eliminate the

hazard or reduce exposure to or below the permissible

exposure limit. They must, however, be used in

conjunction with personal protective equipment to

reduce the hazard or exposure to the lowest practical

level. Where no standard exists, creative problem

solving and consultant resources should help you create

effective controls. The basic formula OSHA follows

is, in order of preference:
11

1. Eliminating the hazard from the machine, the

method, the material or the plant structure.

2. Abating the hazard by limiting exposure or

controlling it at its source.

3. Training personnel to be aware of the hazard and

to follow safe work procedures to avoid it.

4. Prescribing personal protective equipment for

protecting employees against the hazard.

Be sure to establish and provide ongoing training for

employees, supervisors and managers. This should

ensure that everyone at your worksite will know about

the hazards that exist and how to control them.

Each of these points is crucial if you want to establish a

safe and healthful workplace for you and your employees. Together, these elements reinforce your program,

thereby making it more difficult for accidents to occur

and for work-related health problems to develop.

Develop and Implement Your Action Plan

Develop an action plan to help you build your safety

and health program around the four points discussed

above. It can serve as a “road map” to get your program from where it is now to where you want it to be.

It tells you what has to be done, the logical order in

which to do it, who is responsible, and perhaps most

important, where you want to be when you finish. It is

a specific description of problems and solutions, but it

is not ironclad—it can and should be changed to

correspond with changes in the workplace.

A good action plan has two parts:

1. An overall list of the major changes or improvements that are needed to make your safety and

health program effective. Assign each item a

priority and a target date for completion, and

identify the person who will monitor or direct each

action.

2. A specific plan on how to implement each major

change or improvement. Here, you would write

out what you wanted to accomplish, the steps

required, who would be assigned to do what, and

when you plan to be finished. This part of the

action plan will help you keep track of program

improvements so that details do not slip through

the cracks. When several improvements are being

made at once, it is easy to overlook something that

may be an important prerequisite for your next

action.

A worksheet that may help you design an overall action

plan and describe specific action steps appears in

Appendix A.

Once the plan has been established, put it into action,

beginning with the item that has been assigned the

highest priority. Check to make sure it is realistic and

manageable, then address the steps you have written

out for that item. This detailed description of the steps

required will help you keep track of the development

that is taking place. Keep in mind that you can, of

course, work on more than one item at a time, and that

the priorities may change as other needs are identified

or as your company’s resources change.

Open communication with your employees is crucial to

the success of your efforts. Their cooperation depends

on understanding what the safety and health program is

all about, why it is important to them, and how it

affects their work. The more you do to involve them in

the changes you are making, the smoother your transition will be.

By putting your action plan into operation at your

workplace, you will have taken a major step toward

having an effective safety and health program. Remember, a safety and health program is a plan put

into practice. You can keep your program on track by

periodically checking its progress and by calling on a

state consultant when you need assistance.

Any good management system requires a periodic

review to make sure that the system is operating as

intended. Every so often (quarterly, semi-annually, or

annually) you should take a careful look at each critical

component in your safety and health program to

determine what is working well and what changes are

needed. Your consultant can assist you in this area as

well. When you identify improvements that should be

made, you have the basis for new safety and health

objectives for the coming year. Developing new action

plans for those improvements will help you to continue

to progress toward an effective safety and health

program. That, in turn, will reduce your safety and

health risks and increase efficiency and profit.

Remember, however, that it is also important to document your activities. The only way you can evaluate

the success of your safety and health program is to

have the documentation available to tell you what you

have done, to assess how it has worked and to provide

you with guidance on how you can make it work even

better.
12

Technical assistance may be available to you as a small

business owner or manager through your insurance

carrier, your fellow business-people, suppliers of your

durable equipment and raw materials, the local safety

council and many local, state and federal agencies,

including the state consultation programs and OSHA

Area Offices. You may even find help in the yellow

pages of your telephone directory which will give you

the names of many companies that specialize in items

and services relating to safety, health and fire prevention.

Establishing a quality Safety and Health Program at

your place of business will take some time and involve

some resources, but you should be pleasantly surprised

with the results. Employees will be reassured because

of your commitment to their safety and health on the

job. You will probably save money through increased

productivity and reduced workers’ compensation

insurance costs. You will find increased respect in

your community. The rewards you receive will surely

exceed the cost of your investment in safety and health

protection.
13

The most widely accepted way to identify hazards is to

conduct safety and health inspections. The only way

you can be certain of the actual situation is for you to

look at it from time to time.

Begin a program of self-inspection in your own workplace. Self-inspection is a must if you are to know

where probable hazards exist and whether they are

under control.

Later in this Section, you will find checklists designed

to assist you in this fact-finding. They will give you

some indication of where you should begin action to

make your business safer and more healthful for all of

your employees.

These checklists are by no means all-inclusive. You

may wish to add to them or delete portions that do not

apply to your business. Consider carefully each item as

you come to it and then make your decision.

Don’t spend time with items that obviously have no

application to your business. Make sure each item is

seen by you or your designee, and leave nothing to

memory or chance. Write down what you see, or don’t

see, and what you think you should do about it.

When you have completed the checklists, add this

material to your injury information, your employee

information, and your process and equipment information. You will now possess many facts that will help

you determine what problems exist. Then, if you use

the OSHA standards in your problem-solving process,

it will be much easier for you to determine the action

needed to solve these problems.

Once the hazards have been identified, you can institute

the control procedures described in Section III and

establish your four-point safety and health program.

Technical assistance in self-inspection may be available to you as a small business owner or manager

through your insurance carrier, the local safety council

and many local, state, and federal agencies, including

the state consultation programs and OSHA Area

Offices. Additional checklists are available from the

National Safety Council, trade associations, insurance

companies and other similar service organizations.

(Refer to Section V.)

IV. SELF-INSPECTION

Self-Inspection Scope

The scope of your self-inspections should include the

following:

• Processing, Receiving, Shipping and Storage—

equipment, job planning, layout, heights, floor

loads, projection of materials, materials-handling

and storage methods, and training for material

handling equipment.

• Building and Grounds Conditions—floors, walls,

ceilings, exits, stairs, walkways, ramps, platforms,

driveways, and aisles.

• Housekeeping Program—waste disposal, tools,

objects, materials, leakage and spillage, cleaning

methods, schedules, work areas, remote areas, and

storage areas.

• Electricity—equipment, switches, breakers, fuses,

switch-boxes, junctions, special fixtures, circuits,

insulation, extensions, tools, motors, grounding,

and national electric code compliance.

• Lighting—type, intensity, controls, conditions,

diffusion, location, and glare and shadow control.

• Heating and Ventilation—type, effectiveness,

temperature, humidity, controls, and natural and

artificial ventilation and exhaust.

• Machinery—points of operation, flywheels, gears,

shafts, pulleys, key ways, belts, couplings, sprockets, chains, frames, controls, lighting for tools and

equipment, brakes, exhausting, feeding, oiling,

adjusting, maintenance, lockout/tagout, grounding,

work space, location, and purchasing standards.

• Personnel—experience training, including hazard

identification training; methods of checking

machines before use; type of clothing; personal

protective equipment; use of guards; tool storage;

work practices; and methods of cleaning, oiling, or

adjusting machinery.

• Hand and Power Tools—purchasing standards,

inspection, storage, repair, types, maintenance,

grounding, use, and handling.
14

• Chemicals—storage, handling, transportation,

spills, disposals, amounts used, labeling, toxicity or

other harmful effects, warning signs, supervision,

training, protective clothing and equipment, and

hazard communication requirements.

• Fire Prevention—extinguishers, alarms, sprinklers, smoking rules, exits, personnel assigned,

separation of flammable materials and dangerous

operations, explosive-proof fixtures in hazardous

locations, and waste disposal.

• Maintenance, including tracking and abatement

of preventive and regular maintenance—

regularity, effectiveness, training of personnel,

materials and equipment used, records maintained,

method of locking out machinery, and general

methods.

• Personal Protective Equipment—type, size,

maintenance, repair, storage, assignment of responsibility, purchasing methods, standards observed,

training in care and use, rules of use, and method of

assignment.

• Transportation—motor vehicle safety, seat belts,

vehicle maintenance, and safe driver programs.

• Review—evacuation routes, equipment, and

personal protective equipment.
15

SELF-INSPECTION CHECK LISTS

These check lists are by no means all-inclusive. You

should add to them or delete portions or items that do

not apply to your operations; however, carefully

consider each item as you come to it and then make

your decision. You also will need to refer to OSHA

standards for complete and specific standards that may

apply to your work situation. (NOTE: These check

lists are typical for general industry but not for construction or maritime.)

EMPLOYER POSTING

■ Is the required OSHA workplace poster displayed

in a prominent location where all employees are

likely to see it?

■ Are emergency telephone numbers posted where

they can be readily found in case of emergency?

■ Where employees may be exposed to any toxic

substances or harmful physical agents, has appropriate information concerning employee access to

medical and exposure records and “Material Safety

Data Sheets” been posted or otherwise made

readily available to affected employees?

■ Are signs concerning “Exiting from buildings,”

room capacities, floor loading, biohazards, exposures to x-ray, microwave, or other harmful radiation or substances posted where appropriate?

■ Is the Summary of Occupational Illnesses and

Injuries (OSHA Form 200) posted in the month of

February?

RECORDKEEPING

■ Are all occupational injury or illnesses, except

minor injuries requiring only first aid, being

recorded as required on the OSHA 200 log?

■ Are employee medical records and records of

employee exposure to hazardous substances or

harmful physical agents up-to-date and in compliance with current OSHA standards?

■ Are employee training records kept and accessible

for review by employees, when required by OSHA

standards?

■ Have arrangements been made to maintain required

records for the legal period of time for each specific type record? (Some records must be maintained for at least 40 years.)

■ Are operating permits and records up-to-date for

such items as elevators, air pressure tanks, and

liquefied petroleum gas tanks?

SAFETY AND HEALTH PROGRAM

■ Do you have an active safety and health program in

operation that deals with general safety and health

program elements as well as the management of

hazards specific to your worksite?

■ Is one person clearly responsible for the overall

activities of the safety and health program?

■ Do you have a safety committee or group made up

of management and labor representatives that

meets regularly and report in writing on its activities?

■ Do you have a working procedure for handling inhouse employee complaints regarding safety and

health?

■ Are you keeping your employees advised of the

successful effort and accomplishments you and/or

your safety committee have made in assuring they

will have a workplace that is safe and healthful?

■ Have you considered incentives for employees or

workgroups who have excelled in reducing workplace injury/illnesses?

MEDICAL SERVICES AND FIRST AID

■ Is there a hospital, clinic, or infirmary for medical

care in proximity of your workplace?

■ If medical and first-aid facilities are not in proximity of your workplace, is at least one employee on

each shift currently qualified to render first aid?
16

■ Have all employees who are expected to respond to

medical emergencies as part of their work*

(1 ) received first-aid training; (2) had hepatitis B

vaccination made available to them; (3) had

appropriate training on procedures to protect them

from bloodborne pathogens, including universal

precautions; and (4) have available and understand

how to use appropriate personal protective equipment to protect against exposure to bloodborne

diseases?

■ Where employees have had an exposure incident

involving bloodborne pathogens, did you provide

an immediate post-exposure medical evaluation

and followup?

■ Are medical personnel readily available for advice

and consultation on matters of employees’ health?

■ Are emergency phone numbers posted?

■ Are first-aid kits easily accessible to each work

area, with necessary supplies available, periodically inspected and replenished as needed?

■ Have first-aid kit supplies been approved by a

physician, indicating that they are adequate for a

particular area or operation?

■ Are means provided for quick drenching or flushing of the eyes and body in areas where corrosive

liquids or materials are handled?

FIRE PROTECTION

■ Is your local fire department well acquainted with

your facilities, its location and specific hazards?

■ If you have a fire alarm system, is it certified as

required?

■ If you have a fire alarm system, is it tested at least

annually?

■ If you have interior stand pipes and valves, are they

inspected regularly?

■ If you have outside private fire hydrants, are they

flushed at least once a year and on a routine

preventive maintenance schedule?

■ Are fire doors and shutters in good operating

condition?

■ Are fire doors and shutters unobstructed and

protected against obstructions, including their

counterweights?

■ Are fire door and shutter fusible links in place?

■ Are automatic sprinkler system water control

valves, air and water pressure checked weekly/

periodically as required?

■ Is the maintenance of automatic sprinkler systems

assigned to responsible persons or to a sprinkler

contractor?

■ Are sprinkler heads protected by metal guards,

when exposed to physical damage?

■ Is proper clearance maintained below sprinkler

heads?

■ Are portable fire extinguishers provided in adequate number and type?

■ Are fire extinguishers mounted in readily accessible locations?

■ Are fire extinguishers recharged regularly and

noted on the inspection tag?

■ Are employees periodically instructed in the use of

extinguishers and fire protection procedures?

PERSONAL PROTECTIVE EQUIPMENT AND

CLOTHING

■ Are employers assessing the workplace to determine if hazards that require the use of personal

protective equipment (e.g. head, eye, face, hand, or

foot protection) are present or are likely to be

present?

*Pursuant to an OSHA memorandum of July 1, 1992, employees

who render first aid only as a collateral duty do not have to be

offered pre-exposure hepatitis B vaccine only if the employer puts

the following requirements into his/her exposure control plan and

implements them: (1 ) the employer must record all first-aid

incidents involving the presence of blood or other potentially

infectious materials before the end of the work shift during which

the first-aid incident occurred; (2) the employer must comply with

post-exposure evaluation, prophylaxis, and followup requirements

of the standard with respect to “exposure incidents,” as defined by

the standard; (3) the employer must train designated first-aid

providers about the reporting procedure; and (4) the employer must

offer to initiate the hepatitis B vaccination series within 24 hours to

all unvaccinated first-aid providers who have rendered assistance in

any situation involving the presence of blood or other potentially

infectious materials.
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■ If hazards or the likelihood of hazards are found,

are employers selecting and having affected

employees use properly fitted personal protective

equipment suitable for protection from these

hazards?

■ Has the employer been trained on ppe procedures,

i.e. what ppe is necessary for a job tasks, when

they need it, and how to properly adjust it?

■ Are protective goggles or face shields provided and

worn where there is any danger of flying particles

or corrosive materials?

■ Are approved safety glasses required to be worn at

all times in areas where there is a risk of eye

injuries such as punctures, abrasions, contusions or

burns?

■ Are employees who need corrective lenses (glasses

or contacts) in working environments having

harmful exposures, required to wear only approved

safety glasses, protective goggles, or use other

medically approved precautionary procedures?

■ Are protective gloves, aprons, shields, or other

means provided and required where employees

could be cut or where there is reasonably anticipated exposure to corrosive liquids, chemicals,

blood, or other potentially infectious materials?

See 29 CFR 1910.1030(b) for the definition of

“other potentially infectious materials.”

■ Are hard hats provided and worn where danger of

falling objects exists?

■ Are hard hats inspected periodically for damage to

the shell and suspension system?

■ Is appropriate foot protection required where there

is the risk of foot injuries from hot, corrosive,

poisonous substances, falling objects, crushing or

penetrating actions?

■ Are approved respirators provided for regular or

emergency use where needed?

■ Is all protective equipment maintained in a sanitary

condition and ready for use?

■ Do you have eye wash facilities and a quick

Drench Shower within the work area where employees are exposed to injurious corrosive materials?

■ Where special equipment is needed for electrical

workers, is it available?

■ Where food or beverages are consumed on the

premises, are they consumed in areas where there

is no exposure to toxic material, blood, or other

potentially infectious materials?

■ Is protection against the effects of occupational

noise exposure provided when sound levels exceed

those of the OSHA noise standard?

■ Are adequate work procedures, protective clothing

and equipment provided and used when cleaning

up spilled toxic or otherwise hazardous materials or

liquids?

■ Are there appropriate procedures in place for

disposing of or decontaminating personal protective equipment contaminated with, or reasonably

anticipated to be contaminated with, blood or other

potentially infectious materials?

GENERAL WORK ENVIRONMENT

■ Are all worksites clean, sanitary, and orderly?

■ Are work surfaces kept dry or appropriate means

taken to assure the surfaces are slip-resistant?

■ Are all spilled hazardous materials or liquids,

including blood and other potentially infectious

materials, cleaned up immediately and according to

proper procedures?

■ Is combustible scrap, debris and waste stored safely

and removed from the worksite promptly?

■ Is all regulated waste, as defined in the OSHA

bloodborne pathogens standard (29 CFR

1910.1030), discarded according to federal, state,

and local regulations?

■ Are accumulations of combustible dust routinely

removed from elevated surfaces including the

overhead structure of buildings, etc.?

■ Is combustible dust cleaned up with a vacuum

system to prevent the dust going into suspension?

■ Is metallic or conductive dust prevented from

entering or accumulating on or around electrical

enclosures or equipment?

■ Are covered metal waste cans used for oily and

paintsoaked waste?
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■ Are all oil and gas fired devices equipped with

flame failure controls that will prevent flow of fuel

if pilots or main burners are not working?

■ Are paint spray booths, dip tanks, etc., cleaned

regularly?

■ Are the minimum number of toilets and washing

facilities provided?

■ Are all toilets and washing facilities clean and

sanitary?

■ Are all work areas adequately illuminated?

■ Are pits and floor openings covered or otherwise

guarded?

■ Have all confined spaces been evaluated for

compliance with 29 CFR 1910.146?

WALKWAYS

■ Are aisles and passageways kept clear?

■ Are aisles and walkways marked as appropriate?

■ Are wet surfaces covered with non-slip materials?

■ Are holes in the floor, sidewalk or other walking

surface repaired properly, covered or otherwise

made safe?

■ Is there safe clearance for walking in aisles where

motorized or mechanical handling equipment is

operating?

■ Are materials or equipment stored in such a way

that sharp projectives will not interfere with the

walkway?

■ Are spilled materials cleaned up immediately?

■ Are changes of direction or elevations readily

identifiable?

■ Are aisles or walkways that pass near moving or

operating machinery, welding operations or similar

operations arranged so employees will not be

subjected to potential hazards?

■ Is adequate headroom provided for the entire

length of any aisle or walkway?

■ Are standard guardrails provided wherever aisle or

walkway surfaces are elevated more than 30 inches

(76.20 centimeters) above any adjacent floor or the

ground?

■ Are bridges provided over conveyors and similar

hazards?

FLOOR AND WALL OPENINGS

■ Are floor openings guarded by a cover, a guardrail,

or equivalent on all sides (except at entrance to

stairways or ladders)?

■ Are toeboards installed around the edges of permanent floor opening (where persons may pass below

the opening)?

■ Are skylight screens of such construction and

mounting that they will withstand a load of at least

200 pounds (90 kilograms)?

■ Is the glass in the windows, doors, glass walls, etc.,

which are subject to human impact, of sufficient

thickness and type for the condition of use?

■ Are grates or similar type covers over floor openings such as floor drains of such design that foot

traffic or rolling equipment will not be affected by

the grate spacing?

■ Are unused portions of service pits and pits not

actually in use either covered or protected by

guardrails or equivalent?

■ Are manhole covers, trench covers and similar

covers, plus their supports designed to carry a truck

rear axle load of at least 20,000 pounds ( 9000

kilograms) when located in roadways and subject

to vehicle traffic?

■ Are floor or wall openings in fire resistive construction provided with doors or covers compatible

with the fire rating of the structure and provided

with a self-closing feature when appropriate?

STAIRS AND STAIRWAYS

■ Are standard stair rails or handrails on all stairways

having four or more risers?

■ Are all stairways at least 22 inches (55.88 centimeters) wide?
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■ Do stairs have landing platforms not less than 30

inches (76.20 centimeters) in the direction of travel

and extend 22 inches (55.88 centimeters) in width

at every 12 feet (3.6576 meters) or less of vertical

rise?

■ Do stairs angle no more than 50 and no less than 30

degrees?

■ Are stairs of hollow-pan type treads and landings

filled to the top edge of the pan with solid material?

■ Are step risers on stairs uniform from top to

bottom?

■ Are steps on stairs and stairways designed or

provided with a surface that renders them slip

resistant?

■ Are stairway handrails located between 30 (76.20

centimeters) and 34 inches (86.36 centimeters)

above the leading edge of stair treads?

■ Do stairway handrails have at least 3 inches (7.62

centimeters) of clearance between the handrails and

the wall or surface they are mounted on?

■ Where doors or gates open directly on a stairway,

is there a platform provided so the swing of the

door does not reduce the width of the platform to

less than 21 inches (53.34 centimeters)?

■ Are stairway handrails capable of withstanding a

load of 200 pounds (90 kilograms), applied within

2 inches (5.08 centimeters) of the top edge, in any

downward or outward direction?

■ Where stairs or stairways exit directly into any area

where vehicles may be operated, are adequate

barriers and warnings provided to prevent employees stepping into the path of traffic?

■ Do stairway landings have a dimension measured

in the direction of travel, at least equal to the width

of the stairway?

■ Is the vertical distance between stairway landings

limited to 12 feet (3.6576 centimeters) or less?

ELEVATED SURFACES

■ Are signs posted, when appropriate, showing the

elevated surface load capacity?

■ Are surfaces elevated more than 30 inches (76.20

centimeters) above the floor or ground provided

with standard guardrails?

■ Are all elevated surfaces (beneath which people or

machinery could be exposed to falling objects)

provided with standard 4-inch (10.16 centimeters)

toeboards?

■ Is a permanent means of access and egress provided to elevated storage and work surfaces?

■ Is required headroom provided where necessary?

■ Is material on elevated surfaces piled, stacked or

racked in a manner to prevent it from tipping,

falling, collapsing, rolling or spreading?

■ Are dock boards or bridge plates used when

transferring materials between docks and trucks or

rail cars?

EXITING OR EGRESS

■ Are all exits marked with an exit sign and illuminated by a reliable light source?

■ Are the directions to exits, when not immediately

apparent, marked with visible signs?

■ Are doors, passageways or stairways, that are

neither exits nor access to exits, and which could

be mistaken for exits, appropriately marked “NOT

AN EXIT,” “TO BASEMENT,” “STOREROOM,”

etc.?

■ Are exit signs provided with the word “EXIT” in

lettering at least 5 inches (12.70 centimeters) high

and the stroke of the lettering at least l/2-inch

(1.2700 centimeters) wide?

■ Are exit doors side-hinged?

■ Are all exits kept free of obstructions?

■ Are at least two means of egress provided from

elevated platforms, pits or rooms where the absence of a second exit would increase the risk of

injury from hot, poisonous, corrosive, suffocating,

flammable, or explosive substances?

■ Are there sufficient exits to permit prompt escape

in case of emergency?

■ Are special precautions taken to protect employees

during construction and repair operations?
20

■ Is the number of exits from each floor of a building

and the number of exits from the building itself,

appropriate for the building occupancy load?

■ Are exit stairways that are required to be separated

from other parts of a building enclosed by at least

2-hour fire-resistive construction in buildings more

than four stories in height, and not less than 1-hour

fire-resistive constructive elsewhere?

■ Where ramps are used as part of required exiting

from a building, is the ramp slope limited to 1 foot

(0.3048 meters) vertical and 12 feet (3.6576

meters) horizontal?

■ Where exiting will be through frameless glass

doors, glass exit doors, or storm doors are the doors

fully tempered and meet the safety requirements

for human impact?

EXIT DOORS

■ Are doors that are required to serve as exits designed and constructed so that the way of exit

travel is obvious and direct?

■ Are windows that could be mistaken for exit doors,

made inaccessible by means of barriers or railings?

■ Are exit doors openable from the direction of exit

travel without the use of a key or any special

knowledge or effort when the building is occupied?

■ Is a revolving, sliding or overhead door prohibited

from serving as a required exit door?

■ Where panic hardware is installed on a required

exit door, will it allow the door to open by applying

a force of 15 pounds (6.75 kilograms) or less in the

direction of the exit traffic?

■ Are doors on cold storage rooms provided with an

inside release mechanism which will release the

latch and open the door even if it’s padlocked or

otherwise locked on the outside?

■ Where exit doors open directly onto any street,

alley or other area where vehicles may be operated,

are adequate barriers and warnings provided to

prevent employees from stepping into the path of

traffic?

■ Are doors that swing in both directions and are

located between rooms where there is frequent

traffic, provided with viewing panels in each door?

PORTABLE LADDERS

■ Are all ladders maintained in good condition, joints

between steps and side rails tight, all hardware and

fittings securely attached and moveable parts

operating freely without binding or undue play?

■ Are non-slip safety feet provided on each ladder?

■ Are non-slip safety feet provided on each metal or

rung ladder?

■ Are ladder rungs and steps free of grease and oil?

■ Is it prohibited to place a ladder in front of doors

opening toward the ladder except when the door is

blocked open, locked or guarded?

■ Is it prohibited to place ladders on boxes, barrels,

or other unstable bases to obtain additional height?

■ Are employees instructed to face the ladder when

ascending or descending?

■ Are employees prohibited from using ladders that

are broken, missing steps, rungs, or cleats, broken

side rails or other faulty equipment?

■ Are employees instructed not to use the top step of

ordinary stepladders as a step?

■ When portable rung ladders are used to gain access

to elevated platforms, roofs, etc., does the ladder

always extend at least 3 feet (0.9144 meters) above

the elevated surface?

■ Is it required that when portable rung or cleat type

ladders are used, the base is so placed that slipping

will not occur, or it is lashed or otherwise held in

place?

■ Are portable metal ladders legibly marked with

signs reading “CAUTION” - Do Not Use Around

Electrical Equipment” or equivalent wording?

■ Are employees prohibited from using ladders as

guys, braces, skids, gin poles, or for other than

their intended purposes?

■ Are employees instructed to only adjust extension

ladders while standing at a base (not while standing

on the ladder or from a position above the ladder)?

■ Are metal ladders inspected for damage?
21

■ Are the rungs of ladders uniformly spaced at 12

inches, (30.48 centimeters) center to center?

HAND TOOLS AND EQUIPMENT

■ Are all tools and equipment (both company and

employee owned) used by employees at their

workplace in good condition?

■ Are hand tools such as chisels and punches, which

develop mushroomed heads during use, reconditioned or replaced as necessary?

■ Are broken or fractured handles on hammers, axes

and similar equipment replaced promptly?

■ Are worn or bent wrenches replaced regularly?

■ Are appropriate handles used on files and similar

tools?

■ Are employees made aware of the hazards caused

by faulty or improperly used hand tools?

■ Are appropriate safety glasses, face shields, etc.

used while using hand tools or equipment which

might produce flying materials or be subject to

breakage?

■ Are jacks checked periodically to ensure they are in

good operating condition?

■ Are tool handles wedged tightly in the head of all

tools?

■ Are tool cutting edges kept sharp so the tool will

move smoothly without binding or skipping?

■ Are tools stored in dry, secure location where they

won’t be tampered with?

■ Is eye and face protection used when driving

hardened or tempered spuds or nails?

PORTABLE (POWER OPERATED) TOOLS AND

EQUIPMENT

■ Are grinders, saws and similar equipment provided

with appropriate safety guards?

■ Are power tools used with the correct shield, guard,

or attachment, recommended by the manufacturer?

■ Are portable circular saws equipped with guards

above and below the base shoe?

■ Are circular saw guards checked to assure they are

not wedged up, thus leaving the lower portion of

the blade unguarded?

■ Are rotating or moving parts of equipment guarded

to prevent physical contact?

■ Are all cord-connected, electrically operated tools

and equipment effectively grounded or of the

approved double insulated type?

■ Are effective guards in place over belts, pulleys,

chains, sprockets, on equipment such as concrete

mixers, and air compressors?

■ Are portable fans provided with full guards or

screens having openings 1/2 inch (1.2700 centimeters) or less?

■ Is hoisting equipment available and used for lifting

heavy objects, and are hoist ratings and characteristics appropriate for the task?

■ Are ground-fault circuit interrupters provided on all

temporary electrical 15 and 20 ampere circuits,

used during periods of construction?

■ Are pneumatic and hydraulic hoses on poweroperated tools checked regularly for deterioration

or damage?

ABRASIVE WHEEL EQUIPMENT GRINDERS

■ Is the work rest used and kept adjusted to within 1/

8 inch (0.3175 centimeters) of the wheel?

■ Is the adjustable tongue on the top side of the

grinder used and kept adjusted to within 1/4 inch

(0.6350 centimeters) of the wheel?

■ Do side guards cover the spindle, nut, and flange

and 75 percent of the wheel diameter?

■ Are bench and pedestal grinders permanently

mounted?

■ Are goggles or face shields always worn when

grinding?

■ Is the maximum RPM rating of each abrasive

wheel compatible with the RPM rating of the

grinder motor?

■ Are fixed or permanently mounted grinders connected to their electrical supply system with

metallic conduit or other permanent wiring

method?
22

■ Does each grinder have an individual on and off

control switch?

■ Is each electrically operated grinder effectively

grounded?

■ Before new abrasive wheels are mounted, are they

visually inspected and ring tested?

■ Are dust collectors and powered exhausts provided

on grinders used in operations that produce large

amounts of dust?

■ Are splash guards mounted on grinders that use

coolant to prevent the coolant reaching employees?

■ Is cleanliness maintained around grinders?

POWDER-ACTUATED TOOLS

■ Are employees who operate powder-actuated tools

trained in their use and carry a valid operators

card?

■ Is each powder-actuated tool stored in its own

locked container when not being used?

■ Is a sign at least 7 inches (17.78 centimeters) by 10

inches (25.40 centimeters) with bold face type

reading “POWDER-ACTUATED TOOL IN USE”

conspicuously posted when the tool is being used?

■ Are powder-actuated tools left unloaded until they

are actually ready to be used?

■ Are powder-actuated tools inspected for obstructions or defects each day before use?

■ Do powder-actuated tool operators have and use

appropriate personal protective equipment such as

hard hats, safety goggles, safety shoes and ear

protectors?

MACHINE GUARDING

■ Is there a training program to instruct employees on

safe methods of machine operation?

■ Is there adequate supervision to ensure that employees are following safe machine operating

procedures?

■ Is there a regular program of safety inspection of

machinery and equipment?

■ Is all machinery and equipment kept clean and

properly maintained?

■ Is sufficient clearance provided around and between machines to allow for safe operations, set up

and servicing, material handling and waste removal?

■ Is equipment and machinery securely placed and

anchored, when necessary to prevent tipping or

other movement that could result in personal

injury?

■ Is there a power shut-off switch within reach of the

operator’s position at each machine?

■ Can electric power to each machine be locked out

for maintenance, repair, or security?

■ Are the noncurrent-carrying metal parts of electrically operated machines bonded and grounded?

■ Are foot-operated switches guarded or arranged to

prevent accidental actuation by personnel or falling

objects?

■ Are manually operated valves and switches controlling the operation of equipment and machines

clearly identified and readily accessible?

■ Are all emergency stop buttons colored red?

■ Are all pulleys and belts that are within 7 feet

(2.1336 meters) of the floor or working level

properly guarded?

■ Are all moving chains and gears properly guarded?

■ Are splash guards mounted on machines that use

coolant to prevent the coolant from reaching

employees?

■ Are methods provided to protect the operator and

other employees in the machine area from hazards

created at the point of operation, ingoing nip

points, rotating parts, flying chips, and sparks?

■ Are machinery guards secure and so arranged that

they do not offer a hazard in their use?

■ If special handtools are used for placing and

removing material, do they protect the operator’s

hands?
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■ Are revolving drums, barrels, and containers

required to be guarded by an enclosure that is

interlocked with the drive mechanism, so that

revolution cannot occur unless the guard enclosures

is in place, so guarded?

■ Do arbors and mandrels have firm and secure

bearings and are they free from play?

■ Are provisions made to prevent machines from

automatically starting when power is restored after

a power failure or shutdown?

■ Are machines constructed so as to be free from

excessive vibration when the largest size tool is

mounted and run at full speed?

■ If machinery is cleaned with compressed air, is air

pressure controlled and personal protective equipment or other safeguards utilized to protect operators and other workers from eye and body injury?

■ Are fan blades protected with a guard having

openings no larger than l/2 inch (1.2700 centimeters), when operating within 7 feet (2.1336 meters)

of the floor?

■ Are saws used for ripping, equipped with anti-kick

back devices and spreaders?

■ Are radial arm saws so arranged that the cutting

head will gently return to the back of the table

when released?

LOCKOUT/TAGOUT PROCEDURES

■ Is all machinery or equipment capable of movement, required to be de-energized or disengaged

and locked-out during cleaning, servicing, adjusting or setting up operations, whenever required?

■ Where the power disconnecting means for equipment does not also disconnect the electrical control

circuit:

■ Are the appropriate electrical enclosures

identified?

■ Is means provided to assure the control circuit

can also be disconnected and locked-out?

■ Is the locking-out of control circuits in lieu of

locking-out main power disconnects prohibited?

■ Are all equipment control valve handles provided

with a means for locking-out?

■ Does the lock-out procedure require that stored

energy (mechanical, hydraulic, air, etc.) be released

or blocked before equipment is locked-out for

repairs?

■ Are appropriate employees provided with individually keyed personal safety locks?

■ Are employees required to keep personal control of

their key(s) while they have safety locks in use?

■ Is it required that only the employee exposed to the

hazard, place or remove the safety lock?

■ Is it required that employees check the safety of the

lock-out by attempting a startup after making sure

no one is exposed?

■ Are employees instructed to always push the

control circuit stop button immediately after

checking the safety of the lock-out?

■ Is there a means provided to identify any or all

employees who are working on locked-out equipment by their locks or accompanying tags?

■ Are a sufficient number of accident preventive

signs or tags and safety padlocks provided for any

reasonably foreseeable repair emergency?

■ When machine operations, configuration or size

requires the operator to leave his or her control

station to install tools or perform other operations,

and that part of the machine could move if accidentally activated, is such element required to be

separately locked or blocked out?

■ In the event that equipment or lines cannot be shut

down, locked-out and tagged, is a safe job procedure established and rigidly followed?

WELDING, CUTTING AND BRAZING

■ Are only authorized and trained personnel permitted to use welding, cutting or brazing equipment?

■ Does each operator have a copy of the appropriate

operating instructions and are they directed to

follow them?

■ Are compressed gas cylinders regularly examined

for obvious signs of defects, deep rusting, or

leakage?
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■ Is care used in handling and storing cylinders,

safety valves, and relief valves to prevent damage?

■ Are precautions taken to prevent the mixture of air

or oxygen with flammable gases, except at a burner

or in a standard torch?

■ Are only approved apparatus (torches, regulators,

pressure reducing valves, acetylene generators,

manifolds) used?

■ Are cylinders kept away from sources of heat?

■ Are the cylinders kept away from elevators, stairs,

or gangways?

■ Is it prohibited to use cylinders as rollers or supports?

■ Are empty cylinders appropriately marked and

their valves closed?

■ Are signs reading: DANGER—NO SMOKING,

MATCHES, OR OPENLIGHTS, or the equivalent,

posted?

■ Are cylinders, cylinder valves, couplings, regulators, hoses, and apparatus kept free of oily or

greasy substances?

■ Is care taken not to drop or strike cylinders?

■ Unless secured on special trucks, are regulators

removed and valve-protection caps put in place

before moving cylinders?

■ Do cylinders without fixed hand wheels have keys,

handles, or non-adjustable wrenches on stem

valves when in service?

■ Are liquefied gases stored and shipped valve-end

up with valve covers in place?

■ Are provisions made to never crack a fuel gas

cylinder valve near sources of ignition?

■ Before a regulator is removed, is the valve closed

and gas released from the regulator?

■ Is red used to identify the acetylene (and other fuelgas) hose, green for oxygen hose, and black for

inert gas and air hose?

■ Are pressure-reducing regulators used only for the

gas and pressures for which they are intended?

■ Is open circuit (No Load) voltage of arc welding

and cutting machines as low as possible and not in

excess of the recommended limits?

■ Under wet conditions, are automatic controls for

reducing no load voltage used?

■ Is grounding of the machine frame and safety

ground connections of portable machines checked

periodically?

■ Are electrodes removed from the holders when not

in use?

■ Is it required that electric power to the welder be

shut off when no one is in attendance?

■ Is suitable fire extinguishing equipment available

for immediate use?

■ Is the welder forbidden to coil or loop welding

electrode cable around his body?

■ Are wet machines thoroughly dried and tested

before being used?

■ Are work and electrode lead cables frequently

inspected for wear and damage, and replaced when

needed?

■ Do means for connecting cable lengths have

adequate insulation?

■ When the object to be welded cannot be moved and

fire hazards cannot be removed, are shields used to

confine heat, sparks, and slag?

■ Are fire watchers assigned when welding or cutting

is performed in locations where a serious fire might

develop?

■ Are combustible floors kept wet, covered by damp

sand, or protected by fire-resistant shields?

■ When floors are wet down, are personnel protected

from possible electrical shock?

■ When welding is done on metal walls, are precautions taken to protect combustibles on the other

side?

■ Before hot work is begun, are used drums, barrels,

tanks, and other containers so thoroughly cleaned

that no substances remain that could explode,

ignite, or produce toxic vapors?
25

■ Is it required that eye protection helmets, hand

shields and goggles meet appropriate standards?

■ Are employees exposed to the hazards created by

welding, cutting, or brazing operations protected

with personal protective equipment and clothing?

■ Is a check made for adequate ventilation in and

where welding or cutting is performed?

■ When working in confined places, are environmental monitoring tests taken and means provided for

quick removal of welders in case of an emergency?

COMPRESSORS AND COMPRESSED AIR

■ Are compressors equipped with pressure relief

valves, and pressure gauges?

■ Are compressor air intakes installed and equipped

so as to ensure that only clean uncontaminated air

enters the compressor?

■ Are air filters installed on the compressor intake?

■ Are compressors operated and lubricated in accordance with the manufacturer’s recommendations?

■ Are safety devices on compressed air systems

checked frequently?

■ Before any repair work is done on the pressure

system of a compressor, is the pressure bled off and

the system locked-out?

■ Are signs posted to warn of the automatic starting

feature of the compressors?

■ Is the belt drive system totally enclosed to provide

protection for the front, back, top, and sides?

■ Is it strictly prohibited to direct compressed air

towards a person?

■ Are employees prohibited from using highly

compressed air for cleaning purposes?

■ If compressed air is used for cleaning off clothing,

is the pressure reduced to less than 10 psi?

■ When using compressed air for cleaning, do

employees wear protective chip guarding and

personal protective equipment?

■ Are safety chains or other suitable locking devices

used at couplings of high pressure hose lines where

a connection failure would create a hazard?

■ Before compressed air is used to empty containers

of liquid, is the safe working pressure of the

container checked?

■ When compressed air is used with abrasive blast

cleaning equipment, is the operating valve a type

that must be held open manually?

■ When compressed air is used to inflate auto ties, is

a clip-on chuck and an inline regulator preset to 40

psi required?

■ Is it prohibited to use compressed air to clean up or

move combustible dust if such action could cause

the dust to be suspended in the air and cause a fire

or explosion hazard?

COMPRESSORS AIR RECEIVERS

■ Is every receiver equipped with a pressure gauge

and with one or more automatic, spring-loaded

safety valves?

■ Is the total relieving capacity of the safety valve

capable of preventing pressure in the receiver from

exceeding the maximum allowable working

pressure of the receiver by more than 10 percent?

■ Is every air receiver provided with a drain pipe and

valve at the lowest point for the removal of accumulated oil and water?

■ Are compressed air receivers periodically drained

of moisture and oil?

■ Are all safety valves tested frequently and at

regular intervals to determine whether they are in

good operating condition?

■ Is there a current operating permit used by the

Division of Occupational Safety and Health?

■ Is the inlet of air receivers and piping systems kept

free of accumulated oil and carbonaceous materials?

COMPRESSED GAS CYLINDERS

■ Are cylinders with a water weight capacity over 30

pounds (13.5 kilograms), equipped with means for

connecting a valve protector device, or with a

collar or recess to protect the valve?
26

■ Are cylinders legibly marked to clearly identify the

gas contained?

■ Are compressed gas cylinders stored in areas which

are protected from external heat sources such as

flame impingement, intense radiant heat, electric

arcs, or high temperature lines?

■ Are cylinders located or stored in areas where they

will not be damaged by passing or falling objects

or subject to tampering by unauthorized persons?

■ Are cylinders stored or transported in a manner to

prevent them from creating a hazard by tipping,

falling or rolling?

■ Are cylinders containing liquefied fuel gas, stored

or transported in a position so that the safety relief

device is always in direct contact with the vapor

space in the cylinder?

■ Are valve protectors always placed on cylinders

when the cylinders are not in use or connected for

use?

■ Are all valves closed off before a cylinder is

moved, when the cylinder is empty, and at the

completion of each job?

■ Are low pressure fuel-gas cylinders checked

periodically for corrosion, general distortion,

cracks, or any other defect that might indicate a

weakness or render it unfit for service?

■ Does the periodic check of low pressure fuel-gas

cylinders include a close inspection of the cylinders’ bottom?

HOIST AND AUXILLARY EQUIPMENT

■ Is each overhead electric hoist equipped with a

limit device to stop the hook travel at its highest

and lowest point of safe travel?

■ Will each hoist automatically stop and hold any

load up to 125 percent of its rated load if its

actuating force is removed?

■ Is the rated load of each hoist legibly marked and

visible to the operator?

■ Are stops provided at the safe limits of travel for

trolley hoist?

■ Are the controls of hoist plainly marked to indicate

the direction of travel or motion?

■ Is each cage-controlled hoist equipped with an

effective warning device?

■ Are close-fitting guards or other suitable devices

installed on hoist to assure hoist ropes will be

maintained in the sheave groves?

■ Are all hoist chains or ropes of sufficient length to

handle the full range of movement of the application while still maintaining two full wraps on the

drum at all times?

■ Are nip points or contact points between hoist

ropes and sheaves which are permanently located

within 7 feet (2.1336 meters) of the floor, ground

or working platform, guarded?

■ Is it prohibited to use chains or rope slings that are

kinked or twisted?

■ Is it prohibited to use the hoist rope or chain

wrapped around the load as a substitute, for a

sling?

■ Is the operator instructed to avoid carrying loads

over people?

INDUSTRIAL TRUCKS—FORKLIFTS

■ Are only employees who have been trained in the

proper use of hoists allowed to operate them?

■ Are only trained personnel allowed to operate

industrial trucks?

■ Is substantial overhead protective equipment

provided on high lift rider equipment?

■ Are the required lift truck operating rules posted

and enforced?

■ Is directional lighting provided on each industrial

truck that operates in an area with less than 2 footcandles per square foot of general lighting?

■ Does each industrial truck have a warning horn,

whistle, gong, or other device which can be clearly

heard above the normal noise in the areas where

operated?

■ Are the brakes on each industrial truck capable of

bringing the vehicle to a complete and safe stop

when fully loaded?

■ Will the industrial trucks’ parking brake effectively

prevent the vehicle from moving when unattended?
27

■ Are industrial trucks operating in areas where

flammable gases or vapors, or combustible dust or

ignitable fibers may be present in the atmosphere,

approved for such locations?

■ Are motorized hand and hand/rider trucks so

designed that the brakes are applied, and power to

the drive motor shuts off when the operator releases his or her grip on the device that controls the

travel?

■ Are industrial trucks with internal combustion

engine, operated in buildings or enclosed areas,

carefully checked to ensure such operations do not

cause harmful concentration of dangerous gases or

fumes?

■ Are powered industrial trucks being safely operated?

SPRAYING OPERATIONS

■ Is adequate ventilation assured before spray

operations are started?

■ Is mechanical ventilation provided when spraying

operations are done in enclosed areas?

■ When mechanical ventilation is provided during

spraying operations, is it so arranged that it will not

circulate the contaminated air?

■ Is the spray area free of hot surfaces?

■ Is the spray area at least 20 feet (6.096 meters)

from flames, sparks, operating electrical motors

and other ignition sources?

■ Are portable lamps used to illuminate spray areas

suitable for use in a hazardous location?

■ Is approved respiratory equipment provided and

used when appropriate during spraying operations?

■ Do solvents used for cleaning have a flash point to

100°F or more?

■ Are fire control sprinkler heads kept clean?

■ Are “NO SMOKING” signs posted in spray areas,

paint rooms, paint booths, and paint storage areas?

■ Is the spray area kept clean of combustible residue?

■ Are spray booths constructed of metal, masonry, or

other substantial noncombustible material?

■ Are spray booth floors and baffles noncombustible

and easily cleaned?

■ Is infrared drying apparatus kept out of the spray

area during spraying operations?

■ Is the spray booth completely ventilated before

using the drying apparatus?

■ Is the electric drying apparatus properly grounded?

■ Are lighting fixtures for spray booths located

outside of the booth and the interior lighted through

sealed clear panels?

■ Are the electric motors for exhaust fans placed

outside booths or ducts?

■ Are belts and pulleys inside the booth fully enclosed?

■ Do ducts have access doors to allow cleaning?

■ Do all drying spaces have adequate ventilation?

ENTERING CONFINED SPACES

■ Are confined spaces thoroughly emptied of any

corrosive or hazardous substances, such as acids or

caustics, before entry?

■ Are all lines to a confined space, containing inert,

toxic, flammable, or corrosive materials valved off

and blanked or disconnected and separated before

entry?

■ Are all impellers, agitators, or other moving parts

and equipment inside confined spaces locked-out if

they present a hazard?

■ Is either natural or mechanical ventilation provided

prior to confined space entry?

■ Are appropriate atmospheric tests performed to

check for oxygen deficiency, toxic substances and

explosive concentrations in the confined space

before entry?

■ Is adequate illumination provided for the work to

be performed in the confined space?

■ Is the atmosphere inside the confined space frequently tested or continuously monitored during

conduct of work?
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■ Is there an assigned safety standby employee

outside of the confined space, when required,

whose sole responsibility is to watch the work in

progress, sound an alarm if necessary, and render

assistance?

■ Is the standby employee appropriately trained and

equipped to handle an emergency?

■ Is the standby employee or other employees

prohibited from entering the confined space

without lifelines and respiratory equipment if there

is any question as to the cause of an emergency?

■ Is approved respiratory equipment required if the

atmosphere inside the confined space cannot be

made acceptable?

■ Is all portable electrical equipment used inside

confined spaces either grounded and insulated, or

equipped with ground fault protection?

■ Before gas welding or burning is started in a

confined space, are hoses checked for leaks,

compressed gas bottles forbidden inside of the

confined space, torches lightly only outside of the

confined area and the confined area tested for an

explosive atmosphere each time before a lighted

torch is to be taken into the confined space?

■ If employees will be using oxygen-consuming

equipment—such as salamanders, torches, and

furnaces, in a confined space—is sufficient air

provided to assure combustion without reducing

the oxygen concentration of the atmosphere below

19.5 percent by volume?

■ Whenever combustion-type equipment is used in a

confined space, are provisions made to ensure the

exhaust gases are vented outside of the enclosure?

■ Is each confined space checked for decaying

vegetation or animal matter which may produce

methane?

■ Is the confined space checked for possible industrial waste which could contain toxic properties?

■ If the confined space is below the ground and near

areas where motor vehicles will be operating, is it

possible for vehicle exhaust or carbon monoxide to

enter the space?

ENVIRONMENTAL CONTROLS

■ Are all work areas properly illuminated?

■ Are employees instructed in proper first-aid and

other emergency procedures?

■ Are hazardous substances, blood, and other potentially infectious materials identified, which may

cause harm by inhalation, ingestion, or skin absorption or contact?

■ Are employees aware of the hazards involved with

the various chemicals they may be exposed to in

their work environment, such as ammonia, chlorine, epoxies, caustics, etc.?

■ Is employee exposure to chemicals in the workplace kept within acceptable levels?

■ Can a less harmful method or process be used?

■ Is the work area’s ventilation system appropriate

for the work being performed?

■ Are spray painting operations done in spray rooms

or booths equipped with an appropriate exhaust

system?

■ Is employee exposure to welding fumes controlled

by ventilation, use of respirators, exposure time, or

other means?

■ Are welders and other workers nearby provided

with flash shields during welding operations?

■ If forklifts and other vehicles are used in buildings

or other enclosed areas, are the carbon monoxide

levels kept below maximum acceptable concentration?

■ Has there been a determination that noise levels in

the facilities are within acceptable levels?

■ Are steps being taken to use engineering controls to

reduce excessive noise levels?

■ Are proper precautions being taken when handling

asbestos and other fibrous materials?

■ Are caution labels and signs used to warn of

hazardous substances (e.g., asbestos) and biohazards (e.g., bloodborne pathogens)?

■ Are wet methods used, when practicable, to

prevent the emission of airborne asbestos fibers,

silica dust and similar hazardous materials?

■ Are engineering controls examined and maintained

or replaced on a scheduled basis?
29

■ Is vacuuming with appropriate equipment used

whenever possible rather than blowing or sweeping

dust?

■ Are grinders, saws, and other machines that

produce respirable dusts vented to an industrial

collector or central exhaust system?

■ Are all local exhaust ventilation systems designed

and operating properly such as air flow and volume

necessary for the application, ducts not plugged or

belts slipping?

■ Is personal protective equipment provided, used

and maintained wherever required?

■ Are there written standard operating procedures for

the selection and use of respirators where needed?

■ Are restrooms and washrooms kept clean and

sanitary?

■ Is all water provided for drinking, washing, and

cooking potable?

■ Are all outlets for water not suitable for drinking

clearly identified?

■ Are employees’ physical capacities assessed before

being assigned to jobs requiring heavy work?

■ Are employees instructed in the proper manner of

lifting heavy objects?

■ Where heat is a problem, have all fixed work areas

been provided with spot cooling or air conditioning?

■ Are employees screened before assignment to areas

of high heat to determine if their health condition

might make them more susceptible to having an

adverse reaction?

■ Are employees working on streets and roadways

where they are exposed to the hazards of traffic,

required to wear bright colored (traffic orange)

warning vests?

■ Are exhaust stacks and air intakes so located that

contaminated air will not be recirculated within a

building or other enclosed area?

■ Is equipment producing ultraviolet radiation

properly shielded?

■ Are universal precautions observed where occupational exposure to blood or other potentially

infectious materials can occur and in all instances

where differentiation of types of body fluids or

potentially infectious materials is difficult or

impossible?

FLAMMABLE AND COMBUSTIBLE

MATERIALS

■ Are combustible scrap, debris, and waste materials

(oily rags, etc.) stored in covered metal receptacles

and removed from the worksite promptly?

■ Is proper storage practiced to minimize the risk of

fire including spontaneous combustion?

■ Are approved containers and tanks used for the

storage and handling of flammable and combustible liquids?

■ Are all connections on drums and combustible

liquid piping, vapor and liquid tight?

■ Are all flammable liquids kept in closed containers

when not in use (e.g., parts cleaning tanks, pans,

etc.)?

■ Are bulk drums of flammable liquids grounded and

bonded to containers during dispensing?

■ Do storage rooms for flammable and combustible

liquids have explosion-proof lights?

■ Do storage rooms for flammable and combustible

liquids have mechanical or gravity ventilation?

■ Is liquefied petroleum gas stored, handled, and

used in accordance with safe practices and standards?

■ Are “NO SMOKING” signs posted on liquified

petroleum gas tanks?

■ Are liquified petroleum storage tanks guarded to

prevent damage from vehicles?

■ Are all solvent wastes, and flammable liquids kept

in fire-resistant, covered containers until they are

removed from the worksite?

■ Is vacuuming used whenever possible rather than

blowing or sweeping combustible dust?
30

■ Are firm separators placed between containers of

combustibles or flammables, when stacked one

upon another, to assure their support and stability?

■ Are fuel gas cylinders and oxygen cylinders

separated by distance, and fire-resistant barriers,

while in storage?

■ Are fire extinguishers selected and provided for the

types of materials in areas where they are to be

used?

Class A Ordinary combustible material fires.

Class B Flammable liquid, gas or grease fires.

Class C Energized-electrical equipment fires.

■ Are appropriate fire extinguishers mounted within

75 feet (2286 meters) of outside areas containing

flammable liquids, and within 10 feet (3.048

meters) of any inside storage area for such materials?

■ Are extinguishers free from obstructions or blockage?

■ Are all extinguishers serviced, maintained and

tagged at intervals not to exceed 1 year?

■ Are all extinguishers fully charged and in their

designated places?

■ Where sprinkler systems are permanently installed,

are the nozzle heads so directed or arranged that

water will not be sprayed into operating electrical

switch boards and equipment?

■ Are “NO SMOKING” signs posted where appropriate in areas where flammable or combustible

materials are used or stored?

■ Are safety cans used for dispensing flammable or

combustible liquids at a point of use?

■ Are all spills of flammable or combustible liquids

cleaned up promptly?

■ Are storage tanks adequately vented to prevent the

development of excessive vacuum or pressure as a

result of filling, emptying, or atmosphere temperature changes?

■ Are storage tanks equipped with emergency

venting that will relieve excessive internal pressure

caused by fire exposure?

■ Are “NO SMOKING” rules enforced in areas

involving storage and use of hazardous materials?

HAZARDOUS CHEMICAL EXPOSURE

■ Are employees trained in the safe handling practices of hazardous chemicals such as acids, caustics, etc.?

■ Are employees aware of the potential hazards

involving various chemicals stored or used in the

workplace such as acids, bases, caustics, epoxies,

and phenols?

■ Is employee exposure to chemicals kept within

acceptable levels?

■ Are eye wash fountains and safety showers provided in areas where corrosive chemicals are

handled?

■ Are all containers, such as vats, and storage tanks

labeled as to their contents, e.g., “CAUSTICS”?

■ Are all employees required to use personal protective clothing and equipment when handling chemicals (gloves, eye protection, and respirators)?

■ Are flammable or toxic chemicals kept in closed

containers when not in use?

■ Are chemical piping systems clearly marked as to

their content?

■ Where corrosive liquids are frequently handled in

open containers or drawn from storage vessels or

pipe lines, are adequate means readily available for

neutralizing or disposing of spills or overflows and

performed properly and safely?

■ Have standard operating procedures been established, and are they being followed when cleaning

up chemical spills?

■ Where needed for emergency use, are respirators

stored in a convenient, clean, and sanitary location?

■ Are respirators intended for emergency use adequate for the various uses for which they may be

needed?

■ Are employees prohibited from eating in areas

where hazardous chemicals are present?

■ Is personal protective equipment provided, used

and maintained whenever necessary?
31

■ Are there written standard operating procedures for

the selection and use of respirators where needed?

■ If you have a respirator protection program, are

your employees instructed on the correct usage and

limitations of the respirators? Are the respirators

NIOSH–approved for this particular application?

Are they regularly inspected and cleaned, sanitized

and maintained?

■ If hazardous substances are used in your processes,

do you have a medical or biological monitoring

system in operation?

■ Are you familiar with the Threshold Limit Values

or Permissible Exposure Limits of airborne contaminants and physical agents used in your workplace?

■ Have control procedures been instituted for hazardous materials, where appropriate, such as respirators, ventilation systems, and handling practices?

■ Whenever possible, are hazardous substances

handled in properly designed and exhausted booths

or similar locations?

■ Do you use general dilution or local exhaust

ventilation systems to control dusts, vapors, gases,

fumes, smoke, solvents or mists which may be

generated in your workplace?

■ Is ventilation equipment provided for removal of

contaminants from such operations as production

grinding, buffing, spray painting, and/or vapor

degreasing, and is it operating properly?

■ Do employees complain about dizziness, headaches, nausea, irritation, or other factors of discomfort when they use solvents or other chemicals?

■ Is there a dermatitis problem? Do employees

complain about dryness, irritation, or sensitization

of the skin?

■ Have you considered the use of an industrial

hygienist or environmental health specialist to

evaluate your operation?

■ If internal combustion engines are used, is carbon

monoxide kept within acceptable levels?

■ Is vacuuming used, rather than blowing or sweeping dusts whenever possible for clean-up?

■ Are materials which give off toxic asphyxiant,

suffocating or anesthetic fumes, stored in remote or

isolated locations when not in use?

HAZARDOUS SUBSTANCES

COMMUNICATION

■ Is there a list of hazardous substances used in your

workplace?

■ Is there a current written exposure control plan for

occupational exposure to bloodborne pathogens

and other potentially infectious materials, where

applicable?

■ Is there a written hazard communication program

dealing with Material Safety Data Sheets (MSDS),

labeling, and employee training?

■ Is each container for a hazardous substance (i.e.,

vats, bottles, storage tanks, etc.) labeled with

product identity and a hazard warning (communication of the specific health hazards and physical

hazards)?

■ Is there a Material Safety Data Sheet readily

available for each hazardous substance used?

■ Is there an employee training program for hazardous substances?

Does this program include:

■ An explanation of what an MSDS is and how

to use and obtain one?

■ MSDS contents for each hazardous substance

or class of substances?

■ Explanation of “Right to Know?”

■ Identification of where an employee can see

the employers written hazard communication

program and where hazardous substances are

present in their work areas?

■ The physical and health hazards of substances

in the work area, and specific protective

measures to be used?

■ Details of the hazard communication program,

including how to use the labeling system and

MSDS’s?
32

■ Does the employee training program on the

bloodborne pathogens standard contain the following elements:

(1 ) an accessible copy of the standard and an

explanation of its contents; (2) a general

explanation of the epidemiology and symptoms

of bloodborne diseases; (3) an explanation of

the modes of transmission of bloodborne

pathogens; (4) an explanation of the

employer’s exposure control plan and the

means by which employees can obtain a copy

of the written plan; (5) an explanation of the

appropriate methods for recognizing tasks and

the other activities that may involve exposure

to blood and other potentially infectious

materials; (6) an explanation of the use and

limitations of methods that will prevent or

reduce exposure including appropriate engineering controls, work practices, and personal

protective equipment; (7) information on the

types, proper use, location, removal, handling,

decontamination, and disposal of personal

protective equipment; (8) an explanation of the

basis for selection of personal protective

equipment; (9) information on the hepatitis B

vaccine; (10) information on the appropriate

actions to take and persons to contact in an

emergency involving blood or other potentially

infectious materials; (11) an explanation of the

procedure to follow if an exposure incident

occurs, including the methods of reporting the

incident and the medical followup that will be

made available; (12) information on

postexposure evaluations and followup; and

(13) an explanation of signs, labels, and color

coding?

■ Are employees trained in the following:

■ How to recognize tasks that might result in

occupational exposure?

■ How to use work practice and engineering

controls and personal protective equipment and

to know their limitations?

■ How to obtain information on the types,

selection, proper use, location, removal,

handling, decontamination, and disposal of

personal protective equipment?

■ Who to contact and what to do in an

emergency?

ELECTRICAL

■ Do you specify compliance with OSHA for all

contract electrical work?

■ Are all employees required to report as soon as

practicable any obvious hazard to life or property

observed in connection with electrical equipment

or lines?

■ Are employees instructed to make preliminary

inspections and/or appropriate tests to determine

what conditions exist before starting work on

electrical equipment or lines?

■ When electrical equipment or lines are to be

serviced, maintained or adjusted, are necessary

switches opened, locked-out and tagged whenever

possible?

■ Are portable electrical tools and equipment

grounded or of the double insulated type?

■ Are electrical appliances such as vacuum cleaners,

polishers, and vending machines grounded?

■ Do extension cords being used have a grounding

conductor?

■ Are multiple plug adaptors prohibited?

■ Are ground-fault circuit interrupters installed on

each temporary 15 or 20 ampere, 120 volt AC

circuit at locations where construction, demolition,

modifications, alterations or excavations are being

performed?

■ Are all temporary circuits protected by suitable

disconnecting switches or plug connectors at the

junction with permanent wiring?

■ Do you have electrical installations in hazardous

dust or vapor areas? If so, do they meet the National Electrical Code (NEC) for hazardous locations?

■ Is exposed wiring and cords with frayed or deteriorated insulation repaired or replaced promptly?

■ Are flexible cords and cables free of splices or

taps?

■ Are clamps or other securing means provided on

flexible cords or cables at plugs, receptacles, tools,

equipment, etc., and is the cord jacket securely held

in place?
33

■ Are all cord, cable and raceway connections intact

and secure?

■ In wet or damp locations, are electrical tools and

equipment appropriate for the use or location or

otherwise protected?

■ Is the location of electrical power lines and cables

(overhead, underground, underfloor, other side of

walls) determined before digging, drilling or

similar work is begun?

■ Are metal measuring tapes, ropes, handlines or

similar devices with metallic thread woven into the

fabric prohibited where they could come in contact

with energized parts of equipment or circuit

conductors?

■ Is the use of metal ladders prohibited in areas

where the ladder or the person using the ladder

could come in contact with energized parts of

equipment, fixtures or circuit conductors?

■ Are all disconnecting switches and circuit breakers

labeled to indicate their use or equipment served?

■ Are disconnecting means always opened before

fuses are replaced?

■ Do all interior wiring systems include provisions

for grounding metal parts of electrical raceways,

equipment and enclosures?

■ Are all electrical raceways and enclosures securely

fastened in place?

■ Are all energized parts of electrical circuits and

equipment guarded against accidental contact by

approved cabinets or enclosures?

■ Is sufficient access and working space provided

and maintained about all electrical equipment to

permit ready and safe operations and maintenance?

■ Are all unused openings (including conduit knockouts) in electrical enclosures and fittings closed

with appropriate covers, plugs or plates?

■ Are electrical enclosures such as switches, receptacles, and junction boxes, provided with tightfitting covers or plates?

■ Are disconnecting switches for electrical motors in

excess of two horsepower, capable of opening the

circuit when the motor is in a stalled condition,

without exploding? (Switches must be horsepower

rated equal to or in excess of the motor hp rating.)

■ Is low voltage protection provided in the control

device of motors driving machines or equipment

which could cause probable injury from inadvertent

starting?

■ Is each motor disconnecting switch or circuit

breaker located within sight of the motor control

device?

■ Is each motor located within sight of its controller

or the controller disconnecting means capable of

being locked in the open position or is a separate

disconnecting means installed in the circuit within

sight of the motor?

■ Is the controller for each motor in excess of two

horsepower, rated in horsepower equal to or in

excess of the rating of the motor it serves?

■ Are employees who regularly work on or around

energized electrical equipment or lines instructed in

the cardiopulmonary resuscitation (CPR) methods?

■ Are employees prohibited from working alone on

energized lines or equipment over 600 volts?

NOISE

■ Are there areas in the workplace where continuous

noise levels exceed 85dBA?

■ Is there an ongoing preventive health program to

educate employees in: safe levels of noise, exposures; effects of noise on their health; and the use

of personal protection?

■ Have work areas where noise levels make voice

communication between employees difficult been

identified and posted?

■ Are noise levels being measured using a sound

level meter or an octave band analyzer and are

records being kept?

■ Have engineering controls been used to reduce

excessive noise levels? Where engineering controls

are determined not feasible, are administrative

controls (i.e., worker rotation) being used to

minimize individual employee exposure to noise?

■ Is approved hearing protective equipment (noise

attenuating devices) available to every employee

working in noisy areas?

■ Have you tried isolating noisy machinery from the

rest of your operation?
34

■ If you use ear protectors, are employees properly

fitted and instructed in their use?

■ Are employees in high noise areas given periodic

audiometric testing to ensure that you have an

effective hearing protection system?

FUELING

■ Is it prohibited to fuel an internal combustion

engine with a flammable liquid while the engine is

running?

■ Are fueling operations done in such a manner that

likelihood of spillage will be minimal?

■ When spillage occurs during fueling operations, is

the spilled fuel washed away completely, evaporated, or other measures taken to control vapors

before restarting the engine?

■ Are fuel tank caps replaced and secured before

starting the engine?

■ In fueling operations, is there always metal contact

between the container and the fuel tank?

■ Are fueling hoses of a type designed to handle the

specific type of fuel?

■ Is it prohibited to handle or transfer gasoline in

open containers?

■ Are open lights, open flames, sparking, or arcing

equipment prohibited near fueling or transfer of

fuel operations?

■ Is smoking prohibited in the vicinity of fueling

operations?

■ Are fueling operators prohibited in buildings or

other enclosed areas that are not specifically

ventilated for this purpose?

■ Where fueling or transfer of fuel is done through a

gravity flow system, are the nozzles of the selfclosing type?

IDENTIFICATION OF PIPING SYSTEMS

■ When nonpotable water is piped through a facility,

are outlets or taps posted to alert employees that it

is unsafe and not to be used for drinking, washing

or other personal use?

■ When hazardous substances are transported

through above ground piping, is each pipeline

identified at points where confusion could introduce hazards to employees?

■ When pipelines are identified by color painting, are

all visible parts of the line so identified?

■ When pipelines are identified by color painted

bands or tapes, are the bands or tapes located at

reasonable intervals and at each outlet, valve or

connection?

■ When pipelines are identified by color, is the color

code posted at all locations where confusion could

introduce hazards to employees?

■ When the contents of pipelines are identified by

name or name abbreviation, is the information

readily visible on the pipe near each valve or

outlet?

■ When pipelines carrying hazardous substances are

identified by tags, are the tags constructed of

durable materials, the message carried clearly and

permanently distinguishable and are tags installed

at each valve or outlet?

■ When pipelines are heated by electricity, steam or

other external source, are suitable warning signs or

tags placed at unions, valves, or other serviceable

parts of the system?

MATERIAL HANDLING

■ Is there safe clearance for equipment through aisles

and doorways?

■ Are aisleways designated, permanently marked,

and kept clear to allow unhindered passage?

■ Are motorized vehicles and mechanized equipment

inspected daily or prior to use?

■ Are vehicles shut off and brakes set prior to

loading or unloading?

■ Are containers of combustibles or flammables,

when stacked while being moved, always separated

by dunnage sufficient to provide stability?

■ Are dock boards (bridge plates) used when loading

or unloading operations are taking place between

vehicles and docks?
35

■ Are trucks and trailers secured from movement

during loading and unloading operations?

■ Are dock plates and loading ramps constructed and

maintained with sufficient strength to support

imposed loading?

■ Are hand trucks maintained in safe operating

condition?

■ Are chutes equipped with sideboards of sufficient

height to prevent the materials being handled from

falling off?

■ Are chutes and gravity roller sections firmly placed

or secured to prevent displacement?

■ At the delivery end of the rollers or chutes, are

provisions made to brake the movement of the

handled materials?

■ Are pallets usually inspected before being loaded

or moved?

■ Are hooks with safety latches or other arrangements used when hoisting materials so that slings

or load attachments won’t accidentally slip off the

hoist hooks?

■ Are securing chains, ropes, chockers or slings

adequate for the job to be performed?

■ When hoisting material or equipment, are provisions made to assure no one will be passing under

the suspended loads?

■ Are material safety data sheets available to employees handling hazardous substances?

TRANSPORTING EMPLOYEES AND

MATERIALS

■ Do employees who operate vehicles on public

thoroughfares have valid operator’s licenses?

■ When seven or more employees are regularly

transported in a van, bus or truck, is the operator’s

license appropriate for the class of vehicle being

driven?

■ Is each van, bus or truck used regularly to transport

employees equipped with an adequate number of

seats?

■ When employees are transported by truck, are

provisions provided to prevent their falling from

the vehicle?

■ Are vehicles used to transport employees equipped

with lamps, brakes, horns, mirrors, windshields and

turn signals and are they in good repair?

■ Are transport vehicles provided with handrails,

steps, stirrups or similar devices, so placed and

arranged that employees can safely mount or

dismount?

■ Are employee transport vehicles equipped at all

times with at least two reflective type flares?

■ Is a full charged fire extinguisher, in good condition, with at least 4 B:C rating maintained in each

employee transport vehicle?

■ When cutting tools or tools with sharp edges are

carried in passenger compartments of employee

transport vehicles, are they placed in closed boxes

or containers which are secured in place?

■ Are employees prohibited from riding on top of

any load which can shift, topple, or otherwise

become unstable?

CONTROL OF HARMFUL SUBSTANCES BY

VENTILATION

■ Is the volume and velocity of air in each exhaust

system sufficient to gather the dusts, fumes, mists,

vapors or gases to be controlled, and to convey

them to a suitable point of disposal?

■ Are exhaust inlets, ducts and plenums designed,

constructed, and supported to prevent collapse or

failure of any part of the system?

■ Are clean-out ports or doors provided at intervals

not to exceed 12 feet (3.6576 meters) in all horizontal runs of exhaust ducts?

■ Where two or more different type of operations are

being controlled through the same exhaust system,

will the combination of substances being controlled, constitute a fire, explosion or chemical

reaction hazard in the duct?

■ Is adequate makeup air provided to areas where

exhaust systems are operating?
36

■ Is the source point for makeup air located so that

only clean, fresh air, which is free of contaminates,

will enter the work environment?

■ Where two or more ventilation systems are serving

a work area, is their operation such that one will

not offset the functions of the other?

SANITIZING EQUIPMENT AND CLOTHING

■ Is personal protective clothing or equipment that

employees are required to wear or use, of a type

capable of being cleaned easily and disinfected?

■ Are employees prohibited from interchanging

personal protective clothing or equipment, unless it

has been properly cleaned?

■ Are machines and equipment, which process,

handle or apply materials that could be injurious to

employees, cleaned and/or decontaminated before

being overhauled or placed in storage?

■ Are employees prohibited from smoking or eating

in any area where contaminates that could be

injurious if ingested are present?

■ When employees are required to change from street

clothing into protective clothing, is a clean change

room with separate storage facility for street and

protective clothing provided?

■ Are employees required to shower and wash their

hair as soon as possible after a known contact has

occurred with a carcinogen?

■ When equipment, materials, or other items are

taken into or removed from a carcinogen regulated

area, is it done in a manner that will contaminate

non-regulated areas or the external environment?

TIRE INFLATION

■ Where tires are mounted and/or inflated on drop

center wheels, is a safe practice procedure posted

and enforced?

■ Where tires are mounted and/or inflated on wheels

with split rims and/or retainer rings, is a safe

practice procedure posted and enforced?

■ Does each tire inflation hose have a clip-on chuck

with at least 24 inches (6.9 centimeters) of hose

between the chuck and an in-line hand valve and

gauge?

■ Does the tire inflation control valve automatically

shutoff the air flow when the valve is released?

■ Is a tire restraining device such as a cage, rack or

other effective means used while inflating tires

mounted on split rims, or rims using retainer rings?

■ Are employees strictly forbidden from taking a

position directly over or in front of a tire while it’s

being inflated?
37

OSHA Assistance

Free Onsite Consultation

Using a free consultation service largely funded by the

U.S. Occupational Safety and Health Administration

(OSHA), employers can find out about potential

hazards at their worksites, improve their occupational

safety and health management systems, and even

qualify for a 1-year exemption from routine OSHA

inspections.

The service is delivered by state governments using

well-trained professional staff. Most consultations take

place onsite, though limited services away from the

worksite are available.

Primarily targeted for smaller businesses, this safety

and health consultation program is completely separate

from the OSHA inspection effort. In addition, no

citations are issued or penalties proposed.

It’s confidential, too. Your name, your firm’s name,

and any information you provide about your workplace, plus any unsafe or unhealthful working conditions that the consultant uncovers, will not be reported

routinely to the OSHA inspection staff.

Your only obligation will be to commit yourself to

correcting serious job safety and health hazards—a

commitment which you are expected to make prior to

the actual visit and carried out in a timely manner.

Getting Started: Since consultation is a voluntary

activity, you must request it. Your telephone call or

letter sets the consulting machinery in motion. The

consultant will discuss your specific needs with you

and set up a visit date based on the priority assigned to

your request, your work schedule, and the time needed

for the consultant to prepare adequately to serve you.

OSHA encourages a complete review of your firm’s

safety and health situation; however, if you wish you

may limit the visit to one or more specific problems.

Opening Conference: When the consultant arrives at

your worksite for the scheduled visit, he or she will

first meet with you in an opening conference to briefly

review the consultant’s role and the obligation you

incur as an employer.

V. ASSISTANCE IN SAFETY AND HEALTH

Walkthrough: Together, you and the consultant will

examine conditions in your workplace. OSHA strongly

encourages maximum employee participation in the

walkthrough. Better informed and more alert employees can more easily work with you to identify and

correct potential injury and illness hazards in your

workplace. Talking with employees during the

walkthrough helps the consultant identify and judge the

nature and extent of specific hazards.

The consultant will study your entire workplace or the

specific operations you designate and discuss the

applicable OSHA standards. Consultants also will

point our other safety or health risks which might not

be cited under OSHA standards, but which nevertheless

may pose safety or health risks to your employees.

They may suggest and even provide other measures

such as self-inspection and safety and health training

you and your employees can apply to prevent future

hazardous situations.

A comprehensive consultation also includes: (1)

appraisal of all mechanical and environmental hazards

and physical work practices, (2) appraisal of the present

job safety and health program or the establishment of

one, (3) a conference with management on findings, (4)

a written report of recommendations and agreements

and (5) training and assistance with implementing

recommendations.

Closing Conference: The consultant will then review

detailed findings with you in a closing conference.

You will learn not what you need to improve, but what

you are doing right, as well. At that time you can

discuss problems, possible solutions and abatement

periods to eliminate or control any serious hazards

identified during the walkthrough.

In rare instances, the consultant may find a “imminent

danger” situation during the walkthrough. If so, you

must take immediate action to protect all employees.

In certain other situations— those which would be

judged a “serious violation” under OSHA criteria—you

and the consultant are required to develop and agree to

a reasonable plan and schedule to eliminate or control

that hazard. The consultants will offer general approaches and options to you. They may also suggest

other sources for technical help.
38

Abatement and Followthrough: Following the

closing conference, the consultant will send you a

detailed written report explaining the findings and

confirming any abatement periods agreed upon.

Consultants may also contact you from time to time to

check your progress. You, of course, may always

contact them for assistance.

Ultimately, OSHA does require hazard abatement so

that each consultation visit achieves its objective—

effective employee protection. If you fail to eliminate

or control identified serious hazards (or an imminent

danger) according to the plan and within the limits

agreed upon or an agreed upon extension, the situation

must be referred from consultation to an OSHA enforcement office for appropriate action. This, however,

has occurred only rarely in the past.

Benefits: Knowledge of your workplace hazards and

ways to eliminate them can only improve your own

operations—and the management of your firm. You

will get professional advice and assistance on the

correction of workplace hazards and benefit from

onsite training and assistance provided by the consultant to you and your employees. The consultant can

help you establish or strengthen an employee safety

and health program, making safety and health activities

routine considerations rather than crisis-oriented

responses.

In many states, employers may participate in OSHA’s

“Safety and Health Achievement Recognition Program”—SHARP. This program is designed to provide

incentives and support to smaller, high-hazard employers to develop, implement and continuously improve

effective safety and health programs at their

worksite(s). SHARP provides for recognition of

employers who have demonstrated exemplary achievements in workplace safety and health by receiving a

comprehensive safety and health consultation visit,

correcting all workplace safety and health hazards,

adopting and implementing effective safety and health

management systems, and agreeing to request further

consultative visits if major changes in working conditions or processes occur which may introduce new

hazards. Employers who meet these specific SHARP

requirements may be removed from OSHA’s programmed inspection list for a period of 1 year.

The Onsite Consultants WILL:

Help you recognize hazards in your workplace,

Suggest general approaches or options for solving a

safety or health problem,

Identify kinds of help available if you need further

assistance,

Provide you with a written report summarizing

findings,

Assist you to develop or maintain an effective

safety and health program,

Provide training and education for you and your

employees, and

Recommend you for a 1-year exclusion from

OSHA programmed inspections, once program

criteria are met.

The Onsite Consultants WILL NOT:

Issue citations or propose penalties for violations of

OSHA standards,

Report possible violations to OSHA enforcement

staff, or

Guarantee that your workplace will “pass” an

OSHA inspection.

For more information concerning consultation

assistance, see the list of consultation projects in

Appendix E.

Voluntary Protection Programs (VPP)

OSHA’s Voluntary Protection Programs (VPP) provide

an opportunity for labor, management, and government

to work together cooperatively to further the goal of

providing effective safety and health protection in the

workplace. The VPP grant recognition to worksites

that provide or are committed to providing effective

protection for their employees through implementation

of systematically managed safety and health programs.

The Star Program is for worksites that have at least 1

year’s experience with an effectively implemented

safety and health program. The Merit Program is for

worksites working toward an effectively implemented

program. The Demonstration Program is for worksites

with programs at Star quality but have some aspect of

their program that requires further study by OSHA. All

participants work in partnership with OSHA and

provide models for OSHA and for their industries. For

further information, either contact your OSHA regional

office listed in Appendix E, or OSHA’s Division of

Voluntary Programs (202-219-7266) at U.S. Department of Labor, Occupational Safety and Health

Administration, 200 Constitution Avenue, NW,

Room N3700, Washington, DC 20210.
39

Voluntary Protection Programs Participants

Association (VPPPA)

The VPPPA has members in most states where the

federal OSHA program operates and in many states

where state plans are in force. The VPPPA is willing

to provide information, outreach, and mentoring to help

worksites improve their safety and health programs.

Chapters of the National Association have been formed

in most OSHA regions. Members of these chapters

also are willing to provide the kind of assistance

provided by the national organization. In order to

contact your regional chapter of the Association, please

call or write your OSHA Regional Office listed in the

back of this publication. They will be able to provide

you with the address and telephone number of the

chapter in your region. To contact the VPPPA national

organization, please call (703) 761-1146 or write to the

following address:

Voluntary Protection Programs Participants

Association

7600 East Leesburg Pike

Suite 440

Falls Church, VA 22043

States with Approved Plans

The federal Occupational Safety and Health Act

encourages each state to assume the fullest responsibility for the administration and enforcement of occupational safety and health programs.

For example, federal law permits any state to assert

jurisdiction, under state law, over any occupational

safety or health standard not covered by a federal

standard.

In addition, any state may assume responsibility for the

development and enforcement of its own occupational

safety and health standards for those areas now covered

by federal standards. However, the state must first

submit a plan for approval by the Labor Department’s

Occupational Safety and Health Administration. Many

states have done so.

Certain states are now operating under approved state

plans. These states may have adopted the existing

federal standards or may have developed their own

standards. Some states also have changed the required

poster. You need to know whether you are covered by

a state plan operation, or are subject to the federal

program, in order to determine which set of standards

and regulations (federal or state) apply to you. The

easiest way to determine this is to call the nearest

OSHA area office.

If you are subject to state enforcement, the OSHA area

office will explain this, explain whether the state is

using the federal standards, and provide you with

information on the poster and on the OSHA

recordkeeping requirements. The OSHA area office

will also refer you to the appropriate state government

office for further assistance.

This assistance also may include the free onsite consultation visits described earlier. If you are subject to state

enforcement, you should also take advantage of this

service.

See list of OSHA-approved state plans in Appendix E.
40

Related OSHA Publications

A single free copy of the following materials can be

obtained from the OSHA area or regional office or

contact the OSHA Publications Office, P.O. Box

37535, Washington, DC 20013-7535, (202) 219-4667;

or (202) 219-9266 (fax). Please send a self-addressed

mailing label with your request.

Access to Medical and Exposure Records - OSHA

3110

All About OSHA - OSHA 2056

Asbestos Standard for General Industry - OSHA 3095

Bloodborne Pathogens and Acute Health Care

Workers - OSHA 3128

Bloodborne Pathogens and Dental Workers - OSHA

3129

Bloodborne Pathogens and Emergency Responders -

OSHA 3130

Bloodborne Pathogens and Long-Term Health Care

Workers - OSHA 3131

Consultation Services for the Employer - OSHA 3047

Control of Hazardous Energy (Lockout/Tagout) -

OSHA 3120

Employee Workplace Rights - OSHA 3021

Employer Rights and Responsibilities and Courses of

Action Following an OSHA Inspection - OSHA 3000

Exposición a Patógenos Transmitidos por la Sangre

en el Trabajo (Bloodborne- Generic) - OSHA 3134

How to Prepare for Workplace Emergencies - OSHA

3088

Occupational Exposure to Bloodborne Pathogens -

OSHA 3127

Occupational Safety and Health Act- OSHA 2001

OSHA Inspections - OSHA 2098

OSHA Poster - OSHA 2203

OSHA Publications and Audiovisual Programs -

OSHA 2019

Personal Protective Equipment- OSHA 3077

Servicing Single Piece and Multipiece Rim Wheels -

OSHA 3086

The following publications are available from the U.S.

Government Printing Office, Superintendent of Documents, Washington, DC 20402, (202) 512-1800, (202)

512-2250 (fax). Include GPO Order Number and make

checks payable to Superintendent of Documents.

All prices subject to change by GPO.

Chemical Hazard Communication Guidelines (OSHA

3111 )

Order No. 029-016-00127-1. Cost: $1.00

Construction Industry Digest (OSHA 2202)

Order No. 029-106-00155-2. Cost: 2.25

Ergonomics: The Study of Work (OSHA 3125)

Order No. 029-016-00124-7. Cost: $1.00

Hand and Power Tools (OSHA 3080)

Order No. 029-016-00143-3. Cost: $1.00

Job Hazard Analysis (OSHA 3071 )

Order No. 029-016-00142-5. Cost: $1.00

Materials Handling and Storing (OSHA 2236)

Order No. 029-016-00138-7. Cost: $2.00

Electronic Information

Labor News Bulletin Board—OSHA news releases,

recent Federal Register notices, fact sheets, and other

information are available by modem by dialing

(202) 219-4784. Set the modem at 300, 1,200, 2,400,

9,600, or 14,400 BAUD; Parity: None; Date

Bits=8; Stop Bit=1. Voice phone: (202) 219-8831.

Internet—OSHA standards, interpretations, directives,

and additional information are now on the World Wide

Web at http://www.osha.gov/ and http://www.oshaslc.gov/.

CD-ROM—A wide variety of OSHA materials—

including standards, interpretations, directives, and

more—can be purchased on CD-ROM from the U.S.

Government Printing Office, Superintendent of Documents. Phone (202) 512-1800; GPO Order No. S/N

729-013-00000-5, $79 per year; $28 a single copy .
41

Emergencies

For life-threatening situations, call (800) 321-OSHA.

Complaints will go immediately to the nearest OSHA

area or state office for help.

For further information on any OSHA program,

contact your nearest OSHA area or regional office

listed in this publication.

Other Sources of Help

Workers’ Compensation Carriers and Other Insurance Companies

Many workers’ compensation carriers as well as many

liability and fire insurance companies conduct periodic inspections and visits to evaluate safety and

health hazards. Managers of small and medium-sized

businesses need to know what services are available

from these sources. Contact your carrier and see what

it has to offer.

Trade Associations and Employer Groups

Because of the increase in job safety and health

awareness resulting from OSHA activities, many trade

associations and employer groups have put a new

emphasis on safety and health matters to better serve

their members. If you are a member of such a group,

find out how it is assisting its members. If you are not

a member, find out if these groups are circulating their

materials to nonmembers, as many do.

Trade Unions and Employee Groups

If your employees are organized, set up some communications, as you do in normal labor relations, to get

coordinated action on hazards in your business.

Safety and health is one area where advance planning

will produce action on common goals. Many trade

unions have safety and health expertise that they are

willing to share.

The National Safety Council and Local Chapters

The National Safety Council has a broad range of

information services available. If you have a local

chapter of the NSC, you can call or visit to see how

you can use materials pertaining to your business. If

there is no chapter nearby, you can write:

National Safety Council

1121 Spring Lake Drive

Itasca, IL 60143-3201

Professional Associations

The following Professional Associations are an additional resource that may be able to provide assistance to

you:

American Society of Safety Engineers

1800 East Oakton Street

Des Plaines, IL 60018-2187

American Industrial Hygiene Association

2700 Prosperity Avenue

Suite 250

Fairfax, VA 22031-4319

American Conference of Governmental Industrial

Hygienists

1330 Kemper Meadow Drive

Cincinnati, Ohio 45240

For Specific Medical Consultation

Talk to your local doctors or clinics and see if one of

them will advise you on workplace medical matters on

a consulting basis.

You can contact your local Red Cross Chapter for

assistance in first-aid training. If you cannot locate a

local chapter, write:

American National Red Cross

National Headquarters

Safety Programs

2025 18th and E Streets, N.W.

Washington, D.C. 20006

Your Local Library

Many local or university libraries contain information

on specific safety and health subjects pertaining to your

business.

These materials are usually in reference rooms or

technical subject areas. Ask your librarian what is

available. The library may be able to obtain material

for you, through inter-library loan, purchase, etc.

Two basic publications of the National Safety Council

will give you many sources of technical information.

The Accident Prevention Manual for Industrial Operations is a basic reference book for all safety and health

work. The second, Fundamentals of Industrial Hygiene, contains excellent information on toxic materials

and recommended health and hygiene practices. Both

of these references have other sources listed at the end

of each chapter that may help you in solving specific

problems.
42

Financing Workplace Improvement

The Small Business Administration (SBA) is authorized to make loans to assist small businesses to meet

OSHA standards. Because SBA’s definition of a

“small” business varies from industry to industry, it is

advisable to contact your local SBA field office and ask

whether you qualify.

If you have not been inspected by OSHA, now is the

time to seek consultation to learn whether your workplace will require any improvements—and how much

the improvements are going to cost. This can be done

by calling your OSHA Regional Office. Staff there can

assist you in assessing what improvements are needed

and which standards relate to the condition(s) to be

corrected.

A helpful hint, if you decide to apply for an SBA loan:

experience indicates that most delays in processing

SBA/OSHA loans are due to applications which either

do not (1) adequately describe each workplace condition to be corrected and identify one or more OSHA

standard(s) applicable to the condition to be corrected,

or (2) provide a reasonable estimate of the cost to

correct each condition.

In most cases, safety hazards can be corrected without

financial assistance. Health hazards may be more

costly to correct. The age and condition of the building

and equipment are major factors to be considered.

Interest rate information on SBA loans may be obtained from any SBA office. They fluctuate but are

generally lower than you can obtain elsewhere.

In addition, you may wish to consult your own bank. It

pays to shop around for loans.

And don’t forget to check with your accountant at

income tax time, since safety and health improvements

generally can be expended or depreciated.
43

Small Business Development Centers (SBDC) provide

up-to-date counseling, training, and technical assistance

in all aspects of small business management. In addition to making special efforts to reach socially and

economically disadvantaged groups, veterans, women,

and the disabled, other services include, but are not

limited to, assisting small business with financial,

marketing, production, organization, engineering and

technical problems, and feasibility studies. There are

now 57 SBDC’s—one in every state (Texas has four),

the District of Columbia, Puerto Rico, the U.S. Virgin

Islands, and Guam. Listed below are the lead organizations that sponsor the SBDC and manage the program.

Alabama

John Sandefur

State Director

Alabama SBDC Consortium

University of Alabama at Birmingham

Medical Towers Building

1717 11th Avenue, Suite 419

Birmingham, AL 35294-4410

PHONE: (205)934-7260 FAX: (205)934-7645

E-MAIL: asbd003@uabdpo.dpo.uab.edu

Alaska

Jan Fredericks

State Director

Alaska Small Business Development Center

University of Alaska Anchorage

430 W. Seventh Avenue, Suite 110

Anchorage, AK 99501

PHONE: (907)274-7232 FAX: (907)274-9524

Arizona

Michael York (Mike)

State Director

Arizona SBDC Network

2411 West 14th Street, Suite 132

Tempe, AZ 85281

PHONE: (602)731-8720 FAX: (602)731-8729

E-MAIL: york@maricopa.edu

Arkansas

Janet Nye

State Director

Arkansas Small Business Development Center

University of Arkansas at Little Rock

100 South Main, Suite 401

Little Rock, AR 72201

PHONE: (501)324-9043 FAX: (501)324-9049

E-MAIL: jmnye@ualr.edu

Small Business Development Centers (SBDC’s)

California

Denise M. Arend

Acting State Director

California SBDC Program

Department of Commerce

801 K St., Suite 1700

Sacramento, CA 95814

PHONE: (916)324-5068 FAX: (916)322-5084

E-MAIL: denisea@smtp.doc.ca.gov

Colorado

Kathryn A. Wallace

State Director

Colorado Small Business Development Center

Colorado Office of Business Development

1625 Broadway, Suite 1710

Denver, CO 80202

PHONE: (303)892-3809 FAX: (303)892-3848

E-MAIL: sbdclc1@attmail.com

Connecticut

John P. O’Connor

State Director

Connecticut Small Business Development Center

University of Connecticut

2 Bourn Place, U-94

Storrs, CT 06269-5094

PHONE: (860)486-4135 FAX: (860)486-1576

E-MAIL: oconnor@ct.sbdc.uconn.edu

Delaware

Clinton Tymes

State Director

Delaware Small Business Development Center

University of Delaware

Purnell Hall, Suite 005

Newark, DE 19716-2711

PHONE: (302)831-1555 FAX: (302)831-1423

E-MAIL: 43220@brahms.udel.edu

District of Columbia

Woodrow McCutchen (Woody)

State Director

District of Columbia SBDC

Howard University

2600 6th St. N.W. Room 125

Washington, DC 20059

PHONE: (202)806-1550 FAX: (202)806-1777

E-MAIL: husbdc@cldc.howard.edu

HOME PAGE: http://www.cldc.howard.edu/~husbdc
44

Florida

Jerry G. Cartwright

State Director

Florida Small Business Development Center Network

University of West Florida

19 West Garden Street, Suite 300

Pensacola, FL 32501

PHONE: (904)444-2060 FAX: (904)444-2070

E-MAIL: jcartwri@uwf.cc.uwf.edu

Georgia

Henry Logan, Jr.

State Director

Georgia Small Business Development Center

University of Georgia

Chicopee Complex, 1180 East Broad St.

Athens, GA 30602-5412

PHONE: (706)542-6762 FAX: (706) 542-6776

E-MAIL: sbdcdir@uga.cc.uga.edu

Guam

Dr. Stephen L. Marder

Executive Director

Small Business Development Center

University of Guam

Box 5061 - U. O. G. Station

Mangilao, GU 96923

PHONE: 011 (671) 735-2590/1/2/3/4

FAX: 011 (671) 734-2002

Hawaii

Darryl Mleynek

State Director

Hawaii Small Business Development Center Network

University of Hawaii at Hilo

200 West Kiwili

Hilo, HI 96720

PHONE: (808)933-3515 FAX: (808)933-3683

E-MAIL: darrylm@interpac.net

Idaho

James Hogge

State Director

Idaho Small Business Development Center

Boise State University

1910 University Drive

Boise, ID 83725

PHONE: (208)385-1640 FAX: (208)385-3877

E-MAIL: jhogge@bsu.idbsu.edu

Illinois

Jeff Mitchell

State Director

Illinois Small Business Development Center

Department of Commerce & Community Affairs

620 East Adams St., 3rd Floor

Springfield, IL 62701

PHONE: (217)524-5856 FAX: (217)524-0171

E-MAIL: jeff.mitchell@accessil.com

Indiana

Stephen G. Thrash (Steve)

Executive Director

Indiana Small Business Development Centers

One North Capitol, Suite 420

Indianapolis, IN 46204

PHONE: (317)264-6871 FAX: (317)264-3102

E-MAIL: sthrash@inforum.indycom.com

Iowa

Ronald A. Manning (Ron)

State Director

Iowa Small Business Development Center

Iowa State University

137 Lynn Avenue

Ames, IA 50014

PHONE: (515)292-6351 FAX: (515)292-0020

E-MAIL: rmanning@iastate.edu

Kansas

Clare Gustin

Acting State Director

Kansas Small Business Development Center

Fort Hays State University

1301 Pine Street

Hays, KS 67601

PHONE: (913) 628-5340 FAX: (913) 628-1471

Kentucky

Janet S. Holloway

State Director

Kentucky Small Business Development Center

University of Kentucky, Center for Business Dev.

225 Carol Martin Gatton Bus. & Econ. Building

Lexington, KY 40506-0034

PHONE: (606)257-7668 FAX: (606)323-1907

E-MAIL: cbejh@pop.uky.edu

Louisiana

John P. Baker

State Director

Louisiana Small Business Development Center

Northeast Louisiana University

Adm 2-57

Monroe, LA 71209-6435

PHONE: (318)342-5506 FAX: (318)342-5510

E-MAIL: brwall@merlin.nlu.edu
45

Maine

Charles Davis

State Director

Maine Small Business Development Center

University of Southern Maine

96 Falmouth St.

P.O. Box 9300

Portland, ME 04104-9300

PHONE: (207)780-4420 FAX: (207)780-4810

E-MAIL: tisdale@maine.maine.edu

Maryland

Tom McLamore

State Director

Maryland Small Business Development Center

Dept. of Business & Economic Development

217 East Redwood St.

Baltimore, MD 21202

PHONE: (410)767-6552 FAX: (410)333-4460

Massachusetts

John F. Ciccarelli

State Director

Massachusetts Small Business Development Center

University of Massachusetts-Amherst

Room 205, School of Management

PO Box 34935

Amherst, MA 01003-4935

PHONE: (413)545-6301 FAX: (413)545-1273

E-MAIL: j.ciccarelli@dpc.umass.edu

Michigan

Ronald Hall (Ron)

State Director

Michigan Small Business Development Center

Wayne State University

2727 Second Avenue

Detroit, MI 48201

PHONE: (313)964-1798 FAX: (313)964-3648

E-MAIL: ron@misbdc.wayne.edu

Minnesota

Mary Kruger

State Director

Minnesota SBDC

500 Metro Square

121 7th Place East

St. Paul, MN 55101-2146

(612) 297-5770 FAX: (612) 296-1290

Mississippi

Raleigh H. Byars

Executive Director

Mississippi Small Business Development Center

University of Mississippi

Old Chemistry Building, Suite 216

University, MS 38677

PHONE: (601)232-5001 FAX: (601)232-5650

E-MAIL: rbyars@sunset.backbone.olemiss.edu

Missouri

Max E. Summers

State Director

Missouri Small Business Development Center

University of Missouri

300 University Place

Columbia, MO 65211

PHONE: (573)882-0344 FAX: (573)884-4297

E-MAIL: sbdc-mso@ext.missouri.edu

Montana

Gene Marcille

State Director

Montana Small Business Development Center

Montana Department of Commerce

1424 9th Avenue

Helena, MT 59620

PHONE: (406)444-4780 FAX: (406)444-1872

E-MAIL: proberts@win.com

Nebraska

Robert E. Bernier (Bob)

State Director

Nebraska Business Development Center

University of Nebraska at Omaha

60th & Dodge Sts., CBA Room 407

Omaha, NE 68182

PHONE: (402)554-2521 FAX: (402)554-3747

E-MAIL: rbernier@cbafaculty.unomaha.edu

Nevada

Sam Males

State Director

Nevada Small Business Development Center

University of Nevada, Reno

College of Business Administration-032, Room 411

Reno, NV 89557-0100

PHONE: (702)784-1717 FAX: (702)784-4337

E-MAIL: wmoore@scs.unr.edu
46

New Hampshire

Liz Lamoureaux

State Director

New Hampshire Small Business Development Center

University of New Hampshire

108 McConnell Hall, 15 College Rd

Durham, NH 03824-3593

PHONE: (603)862-2200 FAX: (603)862-4876

E-MAIL: lml@christa.unh.edu

New Jersey

Brenda Hopper

State Director

New Jersey Small Business Development Center

Rutgers University Graduate School of Management

180 University Ave.

Newark, NJ 07102

PHONE: (201)648-5950 FAX: (201)648-1110

E-MAIL: bhopper@andromeda.rutgers.edu

New Mexico

Lily Tercero

State Director

New Mexico Small Business Development Center

Santa Fe Community College

P.O. Box 4187

Santa Fe, NM 87502-4187

PHONE: (505)438-1362 FAX: (505)438-1237

E-MAIL: ltercero@santa-fe.cc.nm.us

New York

James L. King (Jim)

State Director

New York State Small Business Development Center

State University of New York

State University Plaza, S-523

Albany, NY 12246

PHONE: (518)443-5398 FAX: (518)465-4992

E-MAIL: kingjl@sysadm.suny.edu

North Carolina

Scott R. Daugherty

Executive Director

North Carolina SBTDC

University of North Carolina

333 Fayetteville Street Mall, Ste 1150

Raleigh, NC 27601

PHONE: (919)715-7272 FAX: (919)715-7777

E-MAIL: srdaughe.sbdc@mhs.unc.e

North Dakota

Walter Kearns (Wally)

State Director

North Dakota Small Business Development Center

University of North Dakota

118 Gamble Hall, UND, Box 7308

Grand Forks, ND 58202

PHONE: (701)777-3700 FAX: (701)777-3225

E-MAIL: kearns@prairie.nodak.edu

Ohio

Holly Schick

State Director

Ohio Small Business Development Center

77 South High Street (Columbus 43215-6108)

P.O. Box 1001

Columbus, OH 43216-1001

PHONE: (614) 466-2711 FAX: (614) 466-0829

E-MAIL: hschick@odod.ohio.gov

Oklahoma

Grady L. Pennington

State Director

Oklahoma Small Business Development Center

Southeastern Oklahoma State University

P.O. Box 2584, Station A

Durant, OK 74701

PHONE: (405)924-0277 FAX: (405)920-7471

Oregon

Edward Cutler (Sandy)

State Director

Oregon Small Business Development Center

Lane Community College

44 W. Broadway, Suite 501

Eugene, OR 97401-3021

PHONE: (541)726-2250 FAX: (541)345-6006

E-MAIL: ecutler@aol.com

Pennsylvania

Gregory L. Higgins (Greg)

State Director

Pennsylvania Small Business Development Center

The Wharton School, University of Pennsylvania

Vance Hall, 4th Floor

3733 Spruce Street

Philadelphia, PA 19104-6374

PHONE: (215)898-1219 FAX: (215)573-2135

E-MAIL: ghiggins@sec1.wharton.upenn.edu

Puerto Rico

J. Jorge Hernandez

State Director

Puerto Rico Small Business Development Center

Central Administration-UPR

P. O. Box 364984

San Juan, PR 00936-4984

PHONE: (787)250-0000x2072 FAX: (787)282-6882
47

Rhode Island

Douglas H. Jobling (Doug)

State Director

Rhode Island Small Business Development Center

Bryant College

1150 Douglas Pike

Smithfield, RI 02917

PHONE: (401)232-6111 FAX: (401)232-6933

South Carolina

John M. Lenti

State Director

The Frank L. Roddey

Small Business Development Center

Univ. of S. Carolina, College of Bus. Administration

Columbia, SC 29208

PHONE: (803)777-4907 FAX: (803)777-4403

E-MAIL: lenti@darla.badm.scarolina.edu

South Dakota

Robert E. Ashley, Jr.

State Director

South Dakota Small Business Development Center

University of South Dakota, School of Business

414 E. Clark St.

Vermillion, SD 57069

PHONE: (605)677-5498 FAX: (605)677-5272

Tennessee

Kenneth J. Burns (Ken)

State Director

Tennessee Small Business Development Center

University of Memphis

Bldg. 1, South Campus

Memphis, TN 38152

PHONE: (901)678-2500 FAX: (901)678-4072

E-MAIL: gmickle@admin1.memphis.edu

Texas-Dallas

Liz Klimback

Regional Director

North Texas SBDC

Bill J. Priest Institute for Economic Development

1402 Corinth St.

Dallas, TX 75215

PHONE: (214)860-5831 FAX: (214)860-5813

E-MAIL: emk9402@dcccd.edu

Texas-Houston

J. E. Cadou (Ted)

Regional Director

Houston Small Business Development Center

University of Houston

1100 Louisiana, Suite 500

Houston, TX 77002

PHONE: (713)752-8444 FAX: (713)756-1500

E-MAIL: uhsbdc@jetson.uh.edu

Texas-Lubbock

Craig Bean

Regional Director

N.W. Texas Small Business Development Center

Texas Tech University

2579 S. Loop 289, Suite 114

Lubbock, TX 79423

PHONE: (806)745-3973 FAX: (806)745-6207

E-MAIL: odaus@ttacs.ttu.edu

Texas-San Antonio

Robert M. McKinley (Bob)

Regional Director

UTSA South Texas Border SBDC

UTSA Downtown Center

1222 North Main Street, Suite 450

San Antonio, TX 78212

PHONE: (210)558-2450 FAX: (210)558-2464

E-MAIL: mckinle@utsadt.utsa.edu

Utah

Mike Finnerty

State Director

Utah Small Business Development Center

1623 S State Street

Salt Lake City, UT 84115

PHONE: (801) 957-3485 FAX: (801)957-3489

Vermont

Donald L. Kelpinski

State Director

Vermont Small Business Development Center

Vermont Technical College

P.O. Box 422

Randolph, VT 05060

PHONE: (802) 728-9101 FAX: (802) 728-3026

E-MAIL: dkelpins@night.vtc.vsc.edu

Virgin Islands

Chester Williams

State Director

UVI Small Business Development Center

Sunshine Mall, Suite 104

Frederiksted, St. Croix USVI 00840

PHONE: (809)692-5270 FAX: (809)692-5629

St Croix

FAX: (809)775-3756 St Thomas

E-MAIL: badeien@uvi.edu St Thomas

Virginia

Dr. Robert D. Smith (Bob)

State Director

Virginia Small Business Development Center

901 East Byrd Street, Suite 1800

P.O. Box 798

Richmond, VA 23206-0798

PHONE: (804)371-8253 FAX: (804)225-3384
48

Washington

Carol Riesenberg

State Director

Washington Small Business Development Center

Washington State University

501 Johnson Tower

Pullman, WA 99164-4851

PHONE: (509)335-1576 FAX: (509)335-0949

E-MAIL: riesenbe@wsu.edu

West Virginia

Hazel Kroesser Palmer

State Director

West Virginia Small Business Development Center

950 Kanawha Blvd. E, Ste 200

Charleston, WV 25301

PHONE: (304)558-2960 FAX: (304)558-0127

E-MAIL: palmeh@mail.wvnet.edu

Wisconsin

Erica McIntire

State Director

Wisconsin Small Business Development Center

University of Wisconsin

432 North Lake St, Room 423

Madison, WI 53706

PHONE: (608)263-7794 FAX: (608)263-7830

E-MAIL: mcintire@admin.uwex.edu

Wyoming

Diane Wolverton

State Director

WSBDC/State Network Office

P.O. Box 3922

Laramie, WY 82071-3922

PHONE: (307) 766-3505 Fax: (307) 766-3406

E-MAIL: DDW@uwyo.edu

Associate Members

Anne Hope

Director

St. Mary’s University Business Development Center

The Sterns Building, 81 Alderney Drive

Dartmouth, Nova Scotia

CANADA, B2Y 2N7

PHONE: (902)469-2992 FAX: (902)469-4244

Jere Calmes

Upstart Publishing

155 North Wacker Drive

Chicago, IL 60606

PHONE: (312) 836-4400 FAX: (312) 644-0930

Robert Hogan

Management Advisory Services

A Division of Moss Adams

1001 Fourth Ave., Ste. 2700

Seattle, WA 98154-1199

PHONE: (206) 442-2616 FAX: (206) 233-9214

R. J. Sandoval

AmericanBank Corpus Christi

P.O. Box 6469

Corpus Christi, TX 78466-6469

PHONE: (512) 992-9900

Doug Doremus

Dun & Bradstreet

3 Sylvan Way

Parsippany, NJ 07054

PHONE: (201) 605-6731 FAX: (201) 605-6911

Istvan Bogyo

Vallalkozoi Tanacsado Kozpont Kht.

4026 Debrecen, Peterfia u. 25.

Hungary

PHONE/FAX: 011 (52) 447-301

National SBDC Research Network

Mary Ellen Beck

National SBDC Research Network

State University of New York

State University Plaza, S-523

Albany, NY 12246

PHONE: (800)438-6361 FAX: (518)443-5275

Electronic Bulletin Board: (518) 443-5264

E-MAIL: sbdcrn@snycenvm.bitnet

WEBSITE: http://www.smallbiz.suny.edu

Legislative Counsel

Allen Neece

Thomas Cator (Tom)

Neece, Cator, McGahey and Associates

1050 17th St., N.W. Suite 810

Washington, D.C. 20036

PHONE: (202)223-8607 FAX: (202)223-8608

Membership Services Office

Jacquelyn Johnston (Jackie)

Membership Services Director

ASBDC

1300 Chain Bridge Road, Suite 201

McLean, VA 22101-3967

PHONE: (703) 448-6124 FAX: (703) 448-6125

E-MAIL: jjohns1012@aol.com
49

APPENDIX A

OVERALL ACTION PLAN WORKSHEET

Major Action Steps to be Taken Priority (Assign Projected Actual

Each Step a Completion Completion

Number) Date Date

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.
50

ACTION STEP

Description of Action to be Taken:

Specific Steps Required Projected Problems/ Actual

Persons Completion Delays Completion

Assigned Date Encountered Date

1.

2.

3.

4.
51

The following statements serve merely as examples of

what might be used or modified by employers to help

prevent employee injury and illness.

“The Occupational Safety and Health Act of 1970

clearly states our common goal of safe and healthful

working conditions. The safety and health of our

employees continues to be the first consideration in the

operation of this business.”

“Safety and health in our business must be a part of

every operation. Without question it is every

employee’s responsibility at all levels.”

“It is the intent of this company to comply with all

laws. To do this we must constantly be aware of

conditions in all work areas that can produce injuries.

No employee is required to work at a job he or she

knows is not safe or healthful. Your cooperation in

detecting hazards and, in turn, controlling them is a

condition of your employment. Inform your supervisor

immediately of any situation beyond your ability or

authority to correct.”

“The personal safety and health of each employee of

this company is of primary importance. The prevention

of occupationally-induced injuries and illnesses is of

such consequence that it will be given precedence over

operating productivity whenever necessary. To the

greatest degree possible, management will provide all

mechanical and physical facilities required for personal

safety and health in keeping with the highest standards.”

“We will maintain a safety and health program conforming to the best practices of organizations of this

type. To be successful, such a program must embody

the proper attitudes toward injury and illness prevention on the part of supervisors and employees. It also

requires cooperation in all safety and health matters,

not only between supervisor and employee, but also

between each employee and his or her co-workers.

Only through such a cooperative effort can a safety

program in the best interest of all be established and

preserved.”

“Our objective is a safety and health program that will

reduce the number of injuries and illnesses to an

absolute minimum, not merely in keeping with, but

surpassing, the best experience of operations similar to

ours. Our goal is zero accidents and injuries.”

APPENDIX B: MODEL POLICY STATEMENTS

“Our safety and health program will include:

• Providing mechanical and physical safeguards to

the maximum extent possible.

• Conducting a program of safety and health inspections to find and eliminate unsafe working conditions or practices, to control health hazards, and to

comply fully with the safety and health standards

for every job.

• Training all employees in good safety and health

practices.

• Providing necessary personal protective equipment

and instructions for its use and care.

• Developing and enforcing safety and health rules

and requiring that employees cooperate with these

rules as a condition of employment.

• Investigating, promptly and thoroughly, every

accident to find out what caused it and to correct

the problem so that it won’t happen again.

• Setting up a system of recognition and awards for

outstanding safety service or performance.”

“We recognize that the responsibilities for safety and

health are shared:

• The employer accepts the responsibility for leadership of the safety and health program, for its

effectiveness and improvement, and for providing

the safeguards required to ensure safe conditions.

• Supervisors are responsible for developing the

proper attitudes toward safety and health in themselves and in those they supervise, and for ensuring

that all operations are performed with the utmost

regard for the safety and health of all personnel

involved, including themselves.

• Employees are responsible for wholehearted,

genuine operation with all aspects of the safety and

health program including compliance with all rules

and regulations—and for continuously practicing

safety while performing their duties.”
52

This is a suggested code. It is general in nature and

inclusive of many types of small business activities. It

is intended only as a model which you can redraft to

describe your own particular work environment.

General Policy

1. All employees of this firm shall follow these safe

practice rules, render every possible aid to safe

operations, and report all unsafe conditions or

practices to the supervisor/employer.

2. Supervisors shall insist that employees observe and

obey every rule, regulation and order necessary to

the safe conduct of the work, and shall take such

action necessary to obtain compliance.

3. All employees shall be given frequent accident

prevention instructions. Instructions, practice drills

and articles concerning workplace safety and health

shall be given at least once every _____ working

days.

4. Anyone known to be under the influence of alcohol

and/or drugs shall not be allowed on the job while

in that condition. Persons with symptoms of

alcohol and/or drug abuse are encouraged to

discuss personal or work-related problems with the

supervisor/employer.

5. No one shall knowingly be permitted or required to

work while his or her ability or alertness is impaired by fatigue, illness or other causes that might

expose the individual or others to injury.

6. Employees should be alert to see that all guards

and other protective devices are in proper places

and adjusted, and shall report deficiencies. Approved protective equipment shall be worn in

specified work areas.

7. Horseplay, scuffling and other acts which tend to

endanger the safety or well-being of employees are

prohibited.

APPENDIX C: CODES OF SAFE PRACTICES

8. Work shall be well-planned and supervised to

prevent injuries when working with equipment and

handling heavy materials. When lifting heavy

objects, employees should bend their knees and use

the large muscles of the leg instead of the smaller

muscles of the back. Back injuries are the most

frequent and often the most persistent and painful

type of workplace injury.

9. Workers shall not handle or tamper with any

electrical equipment, machinery or air or water

lines in a manner not within the scope of their

duties, unless they have received instructions from

their supervisor/employer.

10. All injuries shall be reported promptly to the

supervisor/employer so that arrangements can be

made for medical and/or first-aid treatment. Firstaid materials are located in _____, emergency, fire,

ambulance, rescue squad, and doctor’s telephone

numbers are located on _____ , and fire extinguishers are located at ________.

Suggested Safety Rules

• Do not throw material, tools or other objects from

heights (whether structures or buildings) until

proper precautions are taken to protect others from

the falling object hazard.

• Wash thoroughly after handling injurious or

poisonous substances.

• Gasoline shall not be used for cleaning purposes.

• Arrange work so that you are able to face ladder

and use both hands while climbing.
53

Use of Tools and Equipment

• Keep faces of hammers in good condition to avoid

flying nails and bruised fingers.

• Files shall be equipped with handles; never use a

file as a punch or pry.

• Do not use a screwdriver as a chisel.

• Do not lift or lower portable electric tools by the

power cords; use a rope.

• Do not leave the cords of these tools where cars or

trucks will run over them.

Machinery and Vehicles

• Do not attempt to operate machinery or equipment

without special permission, unless it is one of your

regular duties.

• Loose or frayed clothing, dangling ties, finger

rings, and similar items must not be worn around

moving machinery or other places where they can

get caught.

• Machinery shall not be repaired or adjusted while

in operation.
54

OSHA has four separate sets of standards: General

Industry (29 Code of Federal Regulations [CFR]

1910), Construction (29 CFR 1926), Maritime Employment (29 CFR 1915-1919), and Agriculture (29 CFR

1928). OSHA has regulations on posting and other

administrative matters in 29 CFR 1903 and on recording and reporting of injuries and illnesses in 29 CFR

1904.

The OSH Act also has a general duty clause, section

5(a)(1), 29 U.S.C. 654(b)(1), which provides that

(a) Each employer. . .

(1) shall furnish to each of his employees employment and a place of employment which are free

from recognized hazards that are causing or are

likely to cause death or serious physical harm

to his employees.

A recognized hazard is a danger recognized by the

employer’s industry or industry in general, by the

employer, or by common sense. The general duty

clause does not apply if there is an OSHA standard

dealing with the hazard, unless the employer knows

that the standard does not adequately address the

hazard.

APPENDIX D: OSHA JOB SAFETY AND HEALTH STANDARDS, REGULATIONS,

AND REQUIREMENTS

To order a copy of OSHA regulations, use the order

form at the end of this handbook.

After you have obtained a copy of the current standards, those that apply to your business can be identified easily by a process of elimination. Read the

introduction to the subpart heading, then analyze the

possible hazards mentioned, but only in terms of your

workplace, your equipment, your materials and your

employees.

For example, if you are engaged in retail trade or

service and you do not have compressed gases, flammables or explosives on your premises, you can

eliminate Hazardous Materials (Subpart H) as not

applying to your business.

If you have any questions determining whether a

standard is applicable to your workplace, you may

contact the nearest OSHA Area Office for assistance.

Staff there should be able to answer any questions you

may have about standards, as well as give you general

guidelines on methods of implementing them in your

workplace.

Small businesses are especially encouraged to participate in the development of standards.
55

Directory of OSHA-Funded Consultation Programs

Alabama

7(c)(1) Onsite Consultation Program

425 Martha Parham West

P.O. Box 870388

Tuscaloosa, AL 35487

(205) 348-3033

Alaska

Division of Consultation and Training

ADOL/OSHA

3301 Eagle Street

P.O. Box 107022

Anchorage, AK 99150

(907) 269-4954

Arizona

Consultation and Training

Division of Occupational Safety and Health

Industrial Commission of Arizona

800 West Washington

Phoenix, AZ 85007-9070

(602) 542-5795

Arkansas

OSHA Consultation

Arkansas Department of Labor

10421 West Markham

Little Rock, AK 72205

(501) 682-4522

California

CAL/OSHA Consultation Service

Department of Industrial Relations

Suite 1260

45 Fremont Street

San Francisco, CA 94105

(415) 972-8515

Colorado

Occupational Safety and Health Section

Colorado State University

110 Veterinary Science Building

Fort Collins, CO 80523

(970) 491-6151

Connecticut

Division of Occupational Safety and Health

Connecticut Department of Labor

200 Folly Brook Boulevard

Wethersfield, CT 06109

(860)566-4550

APPENDIX E: OSHA OFFICES

Delaware

Occupational Safety and Health

Division of Industrial Affairs

Delaware Department of Labor

820 North French Street, 6th Floor

Wilmington, DE 19801

(302) 577-3908

District of Columbia

Office of Occupational Safety and Health

District of Columbia

Department of Employment Services

950 Upshur Street, N.W.

Washington, DC 20011

(202) 576-6339

Florida

7(c) (1 ) Onsite Consultation Program

Division of Safety

Florida Department of Labor and Employment Security

2002 St. Augustine Road

Building E, Suite 45

Tallahassee, FL 32399-0663

(904) 488-3044

Georgia

7(c)(1) Onsite Consultation Program

Georgia Institute of Technology

O’Keefe Building - Room 23

Atlanta, GA 30332

(404) 894-2643

Guam

OSHA Onsite Consultation

Department of Labor, Government of Guam

P.O. Box 9970

Tamuning, GU 96931

(671) 475-0136

Hawaii

Consultation and Training Branch

Dept of Labor and Industrial Relations

830 Punchbowl Street

Honolulu, Hl 96813

(808) 586-9100

Idaho

Safety and Health Consultation Program

Boise State University

Department of Health Studies

1910 University Drive, ET-338A

Boise, ID 83725

(208) 385-3283
56

Illinois

Illinois Onsite Consultation

Industrial Services Division

Department of Commerce and Community Affairs

State of Illinois Center

100 West Randolph St.

Suite 3400

Chicago, IL 60601

(312) 814-2337

Indiana

Division of Labor

Bureau of Safety, Education and Training

402 West Washington

Room W195

Indianapolis, IN 46204-2287

(317) 232-2688

Iowa

7(c)(1) Consultation Program

lowa Bureau of Labor

1000 East Grand Avenue

Des Moines, IA 50319

(515) 281-5352

Kansas

Kansas 7(c) (1 ) Consultation Program

Kansas Department of Human Resources

512 South West 6th Street

Topeka, KS 66603-3150

(913) 296-7476

Kentucky

Division of Education and Training

Kentucky Labor Cabinet

1047 U.S. Highway 127, South

Frankfort, KY 40601

(502) 564-6896

Louisiana

7(c)(1) Consultation Program

Louisiana Department of Labor

Post Office Box 94094

Baton Rouge, LA 70804-9094

(504) 342-9601

Maine

Maine Bureau of Labor Stds.

Division of Industrial Safety

State House Station 82

Augusta, ME 04333

(207) 624-6460

Maryland

Division of Labor and Industry

501 Saint Paul Place, 3rd Floor

Baltimore, MD 21202

(410) 333-4210

Massachusetts

The Commonwealth of Massachusetts

Department of Labor and Industries

1001 Watertown Street

West Newton, MA 02165

(617) 727-3982

Michigan

Michigan Department of Public Health

Division of Occupational Health

3423 N. Logan Street

P.O. Box 30195

Lansing, MI 48909

(517) 335-8250

Michigan Department of Labor

Bureau of Safety and Regulation

7150 Harris Drive

Lansing, MI 48909

(517)322-1809

Minnesota

Department of Labor and Industry

Consultation Division

443 Lafayette Road

St. Paul, MN 55155

(612) 297-5433

Mississippi

Mississippi State University

Center for Safety and Health

2906 North State Street

Suite 201

Jackson, MS 39216

(601) 987-3981

Missouri

Onsite Consultation Program

Division of Labor Standards

Department of Labor

and Industrial Relations

3315 West Truman Boulevard

Post Office Box 449

Jefferson City, MO 65109

(314)751-3403
57

Montana

Department of Labor and Industry

Safety Bureau

Post Office Box 1728

Helena, MT 59624-1728

(406)444-6418

Nebraska

Division of Safety, Labor and Safety Standards

Nebraska Department of Labor

State Office Building

301 Centennial Mall, South

Lincoln, NE 68509-5024

(402) 471-4717

Nevada

Division of Preventive Safety

Department of Industrial Relations

Suite 106

2500 W. Washington

Las Vegas, NV 89106

(702) 486-5016

New Hampshire

New Hampshire Department of Labor

Division of Public Health Services

6 Hazen Drive

Concord, NH 03301-6527

(603) 271-2024

New Jersey

Division of Workplace Standards

New Jersey Department of Labor

STATION PLAZA 4, CN953

22 South Clinton Avenue

Trenton, NJ 08625-0953

(609) 292-3923

New Mexico

New Mexico Environment Dept.

Occupational Health and Safety

Post Office Box 26110

1190 St. Francis Drive

Santa Fe, NM 87502

(505) 827-2877

New York

Division of Safety and Health

State Office Campus

Building 12, Room 457

Albany, NY 12240

(518) 457-2481

North Carolina

Bureau of Consultative Services

North Carolina Department of Labor

Suite 105

319 Chapanoke Road

Raleigh, NC 27603-3432

(919) 662-4644

North Dakota

Division of Environmental Engineering

1200 Missouri Avenue, Room 304

Bismarck, ND 58506-5520

(701) 328-5188

Ohio

OSHA Onsite Consultation

Bureau of Employment Services

145 S. Front Street

Columbus, OH 43216

(614) 644-2246

Oklahoma

OSHA Division

Oklahoma Department of Labor

4001 North Lincoln Boulevard

Oklahoma City, OK 73105-5212

(405) 528-1500

Oregon

Department of Insurance and Finance/APD

Occupational Safety and Health Division

Labor & Industries Bldg., Room 430

350 Winter Street, N.E.

Salem, OR 97310

(503) 378-3272

Pennsylvania

Indiana University of Pennsylvania

Safety Sciences Department

205 Uhler Hall

Indiana, PA 15705

(412) 357-2561

Puerto Rico

Occupational Safety and Health Office

Puerto Rico Department of Labor

and Human Resources

505 Munoz Rivera Avenue,

Hato Rey, PR 00918

(809) 754-2188
58

Rhode Island

Division of Occupational Health

Rhode Island Department of Health

3 Capital Hill

Providence, Rl 02908

(401) 277-2438

South Carolina

South Carolina Department of Labor, Licensing

& Regulation

3600 Forest Drive

P.O. Box 11329

Columbia, SC 29211

(803) 734-9599

South Dakota

Engineering Extension

Onsite Technical Division

South Dakota State University

Box 510, 210 Pugsley Circle

Brookings, SD 57007

(605) 688-4101

Tennessee

OSHA Consultative Services

Tennessee Department of Labor

3rd Floor

710 James Robertson Parkway

Nashville, TN 37243-0659

(615) 741 -7036

Texas

Workers’ Compensation Commission

Workers’ Safety Division

Southfield Building

4000 South I H 35

Austin, TX 78704

(512) 440-3834

Utah

Utah Industrial Commission

Consultation Service

160 East 300 South

Salt Lake City, UT 84114-6650

(801 ) 530-6868

Vermont

Division of Occupational Safety and Health

Vermont Department of Labor and Industry

National Life Building,

Drawer #20

Montpelier, VT 05602

(802) 828-2765

Virginia

Virginia Department of Labor and Industry

Occupational Safety and Health

Training and Consultation

13 S. 13th Street

Richmond, VA 23219

(804) 786-6613

Virgin Islands

Division of Occupational Safety and Health

Virgin Islands Department of Labor

3012 Golden Rock

Christiansted

St. Croix, Virgin Island 00820

(809) 772-1315

Washington

Washington Department of Labor and Industries

Division of Industrial Safety and Health

Post Office Box 44643

Olympia, WA 98504

(360) 902-5443

West Virginia

West Virginia Department of Labor

Capitol Complex Building 3, Room 319

1800 E. Washington Street

Charleston, WV 25305

(304) 558-7890

Wisconsin

Section of Occupational Health

Wisconsin Department of Health and Human Services

1414 E. Washington Avenue Room 112

Madison, Wl 53703

(608) 266-8579

Wisconsin Department of Industry Labor and Human

Relations

Bureau of Safety Inspection

401 Pilot Court, Suite C

Waukesha, Wl 53188

(414) 521-5188

Wyoming

Wyoming Department of Employment

Workers’ Safety and Compensation Division

Herschler Building, 2 East

122 West 25th Street

Cheyenne, WY 82002

(307) 777-7786
59

States with Approved Plans

Commissioner

Maryland Division of Labor and Industry

Department of Labor Licensing and Regulation

501 St. Paul Place, 2nd Floor

Baltimore, MD 21202-2272

(410) 333-4179

Director

Michigan Department of Labor

Victor Office Center

201 N. Washington Square

P.O. Box 30015

Lansing, MI 48933

(517) 373-9600

Director

Michigan Department of Public Health

3423 North Logan Street

Box 30195

Lansing, MI 48909

(517) 335-8022

Commissioner

Minnesota Department of Labor and Industry

443 Lafayette Road

St. Paul, MN 55155

(612) 296-2342

Director

Nevada Division of Industrial Relations

400 West King Street

Carson City, NV 97502

(702) 687-3032

Secretary

New Mexico Environment Department

1190 St. Francis Drive

P.O. Box 26110

Santa Fe, NM 87502

(505) 827-2850

Commissioner

New York Department of Labor

W. Averell Harriman State Office Building - 12,

Room 500

Albany, NY 12240

(518) 457-2741

Commissioner

North Carolina Department of Labor

319 Chapanoke Road

Raleigh, NC 27603

(919) 662-4585

Commissioner

Alaska Department of Labor

1111 West 8th Street

Room 306

Juneau, AK 99801

(907) 465-2700

Director

Industrial Commission of Arizona

800 W. Washington

Phoenix, AZ 85007

(602) 542-5795

Director

California Department of Industrial Relations

45 Fremont Street

San Francisco, CA 94105

(415) 972-8835

Commissioner

Connecticut Department of Labor

200 Folly Brook Boulevard

Wethersfield, CT 06109

(203) 566-5123

Director

Hawaii Department of Labor and Industrial Relations

830 Punchbowl Street

Honolulu, HI 96813

(808) 586-8844

Commissioner

Indiana Department of Labor

State Office Building

402 West Washington Street

Room W195

Indianapolis, IN 46204

(317) 232-2378

Commissioner

Iowa Division of Labor Services

1000 E. Grand Avenue

Des Moines, IA 50319

(515) 281-3447

Secretary

Kentucky Labor Cabinet

1049 U.S. Highway, 127 South

Frankfort, KY 40601

(502) 564-3070
60

Administrator

Department of Consumer & Business Services

Occupational Safety and Health Division (OR-OSHA)

Labor and Industries Bldg., Room 430

Salem, OR 97310

(503) 378-3272

Secretary

Puerto Rico Department of Labor and Human Resources

Prudencio Rivera Martinez Building

505 Munoz Rivera Avenue

Hato Rey, PR 00918

(809) 754-2119

Commissioner

South Carolina Department of Labor

Licensing and Regulation

3600 Forest Drive

P.O. Box 11329

Columbia, SC 29211-1329

(803) 734-9594

Commissioner

Tennessee Department of Labor

Attention: Robert Taylor

710 James Robertson Parkway

Nashville, TN 37243-0659

(615) 741-2582

Commissioner

Industrial Commission of Utah

160 East 300 South, 3rd Floor

P.O. Box 146600

Salt Lake City, UT 84114-6600

(801) 530-6898

Commissioner

Vermont Department of Labor and Industry

National Life Building - Drawer 20

120 State Street

Montpelier, VT 05620

(802) 828-2288

Commissioner

Virginia Department of Labor and Industry

Powers-Taylor Building

13 South 13th Street

Richmond, VA 23219

(804) 786-2377

Commissioner

Virgin Islands Department of Labor

2131 Hospital Street, Box 890

Christiansted

St. Croix, VI 00820-4666

(809) 773-1994

Director

Washington Department of Labor and Industries

General Administrative Building

P.O. Box 44000

Olympia, WA 98504-4000

(360) 902-4200

Administrator

Worker’s Safety and Compensation Division (WSC)

Wyoming Department of Employment

Herschler Building, 2nd Floor East

122 West 25th Street

Cheyenne, WY 82002

(307) 777-7786

Connecticut and New York have programs which cover

only state and local government operations.
61

Contacting OSHA Regional and Area Offices

The following is a list of addresses and telephone

numbers of OSHA regional and area offices. These

offices are sources of information, publications, and

assistance in understanding the requirements of the

standards.

They can furnish you the basic publications you need:

1. Job Safety and Health Protection (the OSHA

workplace poster).

2. The OSHA recordkeeping requirements.

3. A copy of the appropriate set of standards.

4. A large selection of publications concerned with

safe work practices, control of hazardous substances, employer and employee rights and responsibilities and other subjects.

Feel free to contact these offices by phone, by mail or

in person, without fear of triggering an inspection.

However, if you request OSHA compliance personnel

to visit your place of business, they are required to

issue citations if a violation of an OSHA standard is

observed. (We suggest you request a consultation visit

instead.)

Regional Offices

If you are unable to contact your local OSHA Area

Office, you may contact the appropriate OSHA Regional Office for information and/or assistance.

Region I

(CT,* MA, ME, NH, RI, VT*)

133 Portland Street

1st Floor

Boston, MA 02114

Telephone: (617) 565-7164

Region II

(NJ, NY,* PR,* VI*)

201 Varick Street

Room 670

New York, NY 10014

Telephone: (212) 337-2378

Region III

(DC, DE, MD,* PA, VA,* WV)

Gateway Building, Suite 2100

3535 Market Street

Philadelphia, PA 19104

Telephone: (215) 596-1201

Region IV

(AL, FL, GA, KY,* MS, NC, SC,* TN*)

1375 Peachtree Street, N.E.

Suite 587

Atlanta, GA 30367

Telephone: (404) 347-3573

Region V

(IL, IN,* MI,* MN,* OH, WI)

230 South Dearborn Street

Room 3244

Chicago, IL 60604

Telephone: (312) 353-2220

Region VI

(AR, LA, NM,* OK, TX)

525 Griffin Street

Room 602

Dallas, TX 75202

Telephone: (214) 767-4731

Region VII

(IA,* KS, MO, NE)

City Center Square

1100 Main Street, Suite 800

Kansas City, MO 64105

Telephone: (816) 426-5861

Region VIII

(CO, MT, ND, SD, UT,* WY*)

Suite 1690

1999 Broadway

Denver, CO 80202-5716

Telephone: (303) 844-1600

Region IX

(American Samoa, AZ,* CA,* Guam, HI,* NV,*

Trust Territories of the Pacific)

71 Stevenson Street

Room 420

San Francisco, CA 94105

Telephone: (415) 975-4310

Region X

(AK,* ID, OR,* WA*)

1111 Third Avenue

Suite 715

Seattle, WA 98101-3212

Telephone: (206) 553-5930

*These states and territories operate their own OSHA-approved job

safety and health programs (Connecticut and New York plans cover

public employees only). States with approved programs must have

a standard that is identical to, or at least as effective as, the federal

standard.
62

Area Offices

Connecticut

Bridgeport, CT 06604

One Lafayette Square

Suite 202

Telephone: (203) 579-5581

Hartford, CT 06103

Federal Office Building

450 Main Street, Room 508

Telephone: (203) 240-3152

Florida

Fort Lauderdale, FL 33324

Jacaranda Executive Court

8040 Peters Road

Building H-100

Telephone: (305) 424-0242

Jacksonville, FL 32207

Ribault Building

1851 Executive Center Drive

Suite 227

Telephone: (904) 232-2895

Tampa, FL 33610

5807 Breckenridge Pkwy.

Suite A

Telephone: (813) 626-1177

Georgia

Savannah, GA 31406

450 Mall Blvd., Suite J

Telephone: (912) 652-4393

Smyrna, GA 30080

2400 Herodian Way

Suite 250

Telephone: (404) 984-8700

Tucker, GA 30084

Bldg. 7, Suite 110

La Vista Perimeter Office Park

Telephone: (404) 493-6644

Hawaii

Honolulu, HI 96850

300 Ala Moana Blvd.

Suite 5122

Telephone: (808) 541-2685

Idaho

Boise, ID 83703

3050 N. Lakeharbor Lane

Suite 134

Telephone: (208) 334-1867

Illinois

Calumet City, IL 60409

1600 167th Street, Suite 12

Telephone: (708) 891-3800

Des Plaines, IL 60018

2360 E. Devon Avenue

Suite 1010

Telephone: (847) 803-4800

North Aurora, IL 60542

344 Smoke Tree Business Park

Telephone: (630) 896-8700

Peoria, IL 61614

2918 West Willow Knolls Road

Telephone: (309) 671-7033

Indiana

Indianapolis, IN 46204

46 East Ohio Street, Room 423

Telephone: (317) 226-7290

Iowa

Des Moines, IA 50309

210 Walnut Street, Room 815

Telephone: (515) 284-4794

Kansas

Wichita, KS 67202

300 Epic Center

301 N. Main

Telephone: (316) 269-6644

Kentucky

Frankfort, KY 40601

John C. Watts Fed. Bldg., Room

108

330 W. Broadway

Telephone: (502) 227-7024

Alabama

Birmingham, AL 35216

2047 Canyon Road - Todd Mall

Telephone: (205) 731-1500

Mobile, AL 36693

3737 Government Blvd.

Suite 100

Telephone: (334) 441-6131

Alaska

Anchorage, AK 99503

301 W. Northern Lights Blvd.

Suite 407

Telephone: (907) 271-5152

Arizona

Phoenix, AZ 85016

3221 North 16th Street

Suite 100

Telephone: (602) 640-2007

Arkansas

Little Rock, AR 72201

425 West Capitol

Suite 450

Telephone: (501) 324-6291

California

San Francisco, CA 94105

71 Stevenson Street

Suite 415

Telephone: (415) 744-7120

Colorado

Denver, CO 80204

1391 North Speer Blvd.

Suite 210

Telephone: (303) 844-5285

Englewood, CO 80111-2714

7935 E. Prentice Ave.

Suite 209

Telephone: (303) 843-4500
63

Louisiana

Baton Rouge, LA 70806

2156 Wooddale Blvd.

Hoover Annex, Suite 200

Telephone: (504) 389-0474

Maine

Bangor, ME 04401

U.S. Federal Building

202 Harlow Street, Room 211

Telephone: (207) 941-8177

Maryland

Baltimore, MD 21201

300 West Pratt Street

Suite 280

Telephone: (410) 962-2840

Massachusetts

Braintree, MA 02184

639 Granite Street, 4th Floor

Telephone: (617) 565-6924

Methuen, MA 01844

Valley Office Park

13 Branch Street

Telephone: (617) 565-8110

Springfield, MA 01103-1493

1145 Main Street, Room 108

Telephone: (413) 785-0123

Michigan

Lansing, MI 48917-4200

801 South Waverly Rd.

Suite 306

Telephone: (517) 377-1892

Minnesota

Minneapolis, MN 55401

Federal Courts Bldg.

110 South 4th Street, Room 116

Telephone: (612) 348-1994

Mississippi

Jackson, MS 39211

3780 I-55 North

Suite 210

Telephone: (601) 965-4606

Missouri

Kansas City, MO 64120

6200 Connecticut Avenue

Suite 100

Telephone: (816) 483-9531

St. Louis, MO 631011

911 Washington Avenue

Room 420

Telephone: (314) 425-4249

Montana

Billings, MT 59101

US Department of Labor - OSHA

19 N. 25th Street

Telephone: (406) 657-6649

Nebraska

Omaha, NE 68106

Overland Wolf Bldg.

Room 100

6910 Pacific Street

Telephone: (402) 221-3182

Nevada

Carson City, NV 89701

1050 East Williams

Suite 435

Telephone: (702) 885-6963

New Hampshire

Concord, NH 03301

279 Pleasant Street

Suite 201

Telephone: (603) 225-1629

New Jersey

Avenel, NJ 07001

1030 Saint Georges Ave.

Plaza 35, Suite 205

Telephone: (908) 750-3270

Hasbrouck Heights, NJ 07604

500 Route 17 South

2nd Floor

Telephone: (201) 288-1700

Marlton, NJ 08053

Marlton Executive Park

701 Route 73 South Bldg. 2

Suite 120

Telephone: (609) 757-5181

Parsippany, NJ 07054

299 Cherry Hill Road

Suite 304

Telephone: (201) 263-1003

New Mexico

Albuquerque, NM 87102-2160

505 Marquette Avenue, NW

Suite 820

Telephone: (505) 248-5302

New York

Albany, New York 12205-3809

401 New Karner Road

Suite 300

Telephone: (518) 464-6742

Bayside, NY 11361

42-40 Bell Blvd. 5th Floor

Telephone: (718) 279-9060

Bowmansville, NY 14026

5360 Genesee Street

Telephone: (716) 684-3891

New York, NY 10007

90 Church Street, Room 1407

Telephone: (212) 264-9840

Syracuse, NY 13212

3300 Vikery Road, North New

Telephone: (315) 451-0808

Tarrytown, NY 10591-5107

660 White Plaines Road

4th Floor

Telephone: (914) 524-7510

Westbury, NY 11590

990 Westbury Road

Telephone: (516) 334-3344
64

North Carolina

Raleigh, NC 27601

Century Station, Room 438

300 Fayetteville Street Mall

Telephone: (919) 856-4770

North Dakota

Bismarck, ND 58501

220 E. Rosser, Room 348

P.O. Box 2439

Telephone: (701) 250-4521

Ohio

Cincinnati, OH 45246

36 Triangle Park Drive

Telephone: (513) 841-4132

Cleveland, OH 44199

Federal Office Building

Room 899

1240 East Ninth Street

Telephone: (216) 522-3818

Columbus, OH 43215

Federal Office Bldg.

Room 620

200 N. High Street

Telephone: (614) 469-5582

Toledo, OH 43604

Federal Office Bldg.

Room 734

234 North Summit Street

Telephone: (419) 259-7542

Oklahoma

Oklahoma City, OK 73102

420 West Main Place

Suite 300

Telephone: (405) 231-5351

Oregon

Portland, OR 97294

1220 S.W. Third Avenue

Room 640

Telephone: (503) 326-2251

Pennsylvania

Allentown, PA 18102

850 N. 5th Street

Telephone: (610) 776-0592

Erie, PA 16506-1857

3939 West Ridge Road

Suite B-12

Telephone: (814) 833-5758

Harrisburg, PA 17109

Progress Plaza

49 N. Progress Street

Telephone: (717) 782-3902

Philadelphia, PA 19106

U.S. Custom House, Room 242

Second and Chestnut Street

Telephone: (215) 597-4955

Pittsburgh, PA 15222

Federal Building, Room 1428

1000 Liberty Avenue

Telephone: (412) 644-2903

Wilkes-Barre, PA 18701

Penn Place, Room 2005

20 North Pennsylvania Avenue

Telephone: (717) 826-6538

Puerto Rico

Guaynabo, PR 00968

BBV Plaza Building

1510 F. D. Roosevelt Avenue

Suite 5B

Telephone: (787) 277-1560

Rhode Island

Providence, RI 02903

380 Westminster Mall

Room 243

Telephone: (401) 528-4669

South Carolina

Columbia, SC 29201

1835 Assembly Street, Room 1468

Telephone: (803) 765-5904

Tennessee

Nashville, TN 37215

2002 Richard Jones Road

Suite C-205

Telephone: (615) 781-5423

Texas

Austin, TX 78701

903 San Jacinto Blvd.

Suite 319

Telephone: (512) 482-5783

Corpus Christi, TX 78476

Wilson Plaza

606 N. Carancahua, Suite 700

Telephone: (512) 888-3420

Dallas, TX 75228

8344 East R.L. Thornton Freeway

Suite 420

Telephone: (214) 320-2400

Fort Worth, TX 76180-7604

North Star 2 Building

Suite 430

8713 Airport Freeway

Telephone: (817) 885-7025

Houston, TX 77058

17625 El Camino Real

Suite 400

Telephone: (713) 286-0583

Houston, TX 77058

350 North San Houston Parkway

Suite 120

Telpehone: (713) 591-2438

Lubbock, TX 79401

Federal Building, Room 422

1205 Texas Avenue

Telephone: (806) 743-7681

Utah

Salt Lake City, UT 84165-0200

1781 South 300 West

Telephone: (801) 524-5080
65

Virginia

Norfolk, VA 23510

AFOB, Room 835

200 Granby Mall

Telephone: (804) 441-3820

Washington

Bellevue, WA 98004

505 16th Avenue, N.E.

Telephone: (206) 553-7520

West Virginia

Charleston, WV 25301

550 Eagan Street, Room 206

Telephone: (304) 347-5937

Wisconsin

Appleton, WI 59415

2618 North Ballard Road

Telephone: (414) 734-4521

Madison, WI 53716

4802 East Broadway

Telephone: (608) 264-5388

Milwaukee, WI 53203

Henry S. Reuss Bldg.

Suite 1180

310 West Wisconsin Ave.

Telephone: (414) 297-3315