Recommended Practices for 

Anti-Retaliation Programs

How to Use These Recommended Practices

This set of recommendations is intended to assist employers in creating workplaces 

that are free of retaliation, including retaliation against employees who engage in 

activity protected under the 22 whistleblower laws that the Occupational Safety and 

Health Administration (OSHA) enforces. This document is advisory in nature and 

informational in content. It is not mandatory for employers, and does not interpret or 

create legal obligations. 

These recommendations are intended to be broadly applicable to all public 

and private sector employers that may be covered by any of the 

whistleblower protection provisions enforced by OSHA. This 

recommended framework can be used to create and implement 

a new program, or to enhance an existing program. While the 

concepts outlined here are adaptable to most workplaces, 

employers may adjust these guidelines for such variables 

as employer size, the makeup of the workforce, and the 

type of work performed.1

This guidance is directed at employers that may be covered 

by the 22 whistleblower protection statutes that OSHA 

enforces, although the basic principles in this guidance 

could also be useful in circumstances where other antiretaliation protections apply. This guidance is not intended to 

advise employees about their rights or protections under any 

whistleblower protection statute enforced by OSHA or any other 

government agency. Information and resources about employees’ 

rights under the whistleblower protection statutes that OSHA enforces 

can be found at www.whistleblowers.gov.

Retaliation Is Against the Law

OSHA’s Whistleblower Protection Program enforces the whistleblower provisions of 

22 federal statutes protecting employees who raise or report concerns about hazards 

or violations of various workplace safety and health, airline, commercial motor carrier, consumer product, environmental, financial reform, food safety, health insurance 

reform, motor vehicle safety, nuclear, pipeline, public transportation agency, railroad, 

maritime, and securities laws (see list of statutes at the end of this document). 

An employer must not retaliate against an employee for engaging in activities that are 

protected under these laws. Protected activities may include: filing a report about a 

1 The core recommendations presented in this document were recommended unanimously by the Secretary of Labor’s 

Whistleblower Protection Advisory Committee. 

www.whistleblowers.gov 

(800) 321-OSHA (6742)

OSHA 3905-01/2017

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possible violation of the law with OSHA or other government agencies, reporting a 

concern about a possible violation of the law to the employer, reporting a workplace 

injury, illness, or hazard, cooperating with law enforcement, refusing to conduct 

tasks that would violate the law, or engaging in any other type of statutorily protected activity. 

Preventing Retaliation Is Good for Workers 

and Good for Business

Retaliation against employees who raise or report concerns or otherwise exercise 

their rights under these laws is not only illegal, it is also bad for workers and bad for 

business. A proactive anti-retaliation program is designed to (1) receive and respond 

appropriately to employees’ compliance concerns (i.e., concerns about hazards or 

potential employer violations of one of the 22 laws) and (2) prevent and address 

retaliation against employees who raise or report concerns. Without an effective 

program, problems in the workplace may go unreported because workers fear retaliation for reporting concerns or feel frustration over the lack of effective resolution of 

their concerns. 

An anti-retaliation program that enables all members of the workforce, including permanent employees, contractors and temporary 

workers, to voice their concerns without fear of retaliation can 

help employers learn of problems and appropriately address them 

before they become more difficult to correct. A program based on 

this proactive approach not only helps employers ensure that they 

are following federal laws, but also helps create a positive workplace culture that prevents unlawful retaliation against employees. Furthermore, a successful anti-retaliation program improves 

employee satisfaction and engagement, and helps protect workers and members of the public from the harm of violations of 

federal laws and regulations. 

Employees’ Rights to Report to the

Government

While an anti-retaliation program that enables employees to communicate their 

compliance concerns to the employer can be beneficial to employers, workers, and 

the public, employers must also recognize that employees have the right to provide 

“tips” or file complaints about hazards or potential violations of the law with OSHA 

and other government agencies. Employer policies must not discourage employees from reporting concerns to a government agency, delay employee reports to 

government, or require employees to report concerns to the employer first. OSHA 

also cautions employers that an anti-retaliation program must not have the effect 

of discouraging or misleading employees about their right to report compliance 

concerns or retaliation externally. Anti-retaliation program policies and training for 

management and employees should clearly explain employees’ rights to report hazards, violations of the law and retaliation externally, and that retaliation for reporting 

externally is against the law. 

A successful anti-retaliation 

program improves employee 

engagement, and helps 

protect workers and 

members of the public from 

violations of federal laws and 

regulations. 
3

What Is Retaliation?

Retaliation occurs when an employer (through a manager, supervisor, or 

administrator) takes an adverse action against an employee because the employee 

engaged in protected activity, such as raising a concern about a workplace 

condition or activity that could have an adverse impact on the safety, health, or 

well-being of the reporting employee, other workers, or the public; or reporting 

a suspected violation of law. Retaliation also occurs when an employer takes an 

adverse action because an employee reported an injury or to dissuade an employee 

from reporting an injury. An adverse action is an action that could dissuade or 

intimidate a reasonable worker from raising a concern about a workplace condition 

or activity. Retaliation against an employee is not only harmful to the employee 

who experienced the adverse action, it can also have a negative impact on overall 

employee morale because of the chilling effect that retaliation can have on other 

employees’ willingness to report concerns. 

Because adverse action can be subtle, it may not always be easy to spot. Examples 

of adverse action include, but are not limited to:

• Firing or laying off

• Demoting

• Denying overtime or promotion

• Disciplining

• Denying benefits

• Failing to hire or rehire

• Intimidation

• Making threats

• Blacklisting (e.g., notifying other potential employers that an applicant should 

not be hired or refusing to consider applicants for employment who have 

reported concerns to previous employers)

• Reassignment to a less desirable position or actions affecting prospects for 

promotion (such as excluding an employee from training meetings) 

• Reducing pay or hours

• More subtle actions, such as isolating, ostracizing, mocking, or falsely accusing 

the employee of poor performance.

Creating an Anti-Retaliation Program

Implementing an effective anti-retaliation program is not intuitive and requires 

specific policies and commitments. There are five key elements to creating an 

effective anti-retaliation program:

1. Management leadership, commitment, and accountability

2. System for listening to and resolving employees’ safety and compliance 

concerns

3. System for receiving and responding to reports of retaliation

4. Anti-retaliation training for employees and managers

5. Program oversight 
4

In order to effectively support employee reporting and protect employees from 

retaliation, employers should integrate all five elements into a cohesive program. 

Management Leadership, Commitment, and 

Accountability

To make preventing retaliation and following the law integral aspects of the workplace culture, it is important that senior management demonstrate leadership and 

commitment to these values. Senior management, such as the CEO and board (if 

applicable), should lead by example to demonstrate a culture of valuing and 

addressing employees’ concerns regarding potential violations of the law 

and commitment to preventing retaliation. To demonstrate commitment, management should back up words with actions; written 

policies that are not actively practiced and enforced are ineffective. Managers at all levels should be held accountable for the 

quality of their response to employees’ concerns, including 

reports of potential violations of the law, of safety hazards, 

and of retaliation.

How can management show commitment to 

preventing retaliation?

• Ensure that the systems for reporting hazards, 

compliance concerns and retaliation—including systems 

for maintaining the confidentiality of employees who make 

reports (discussed in more detail in elements 2 and 3 below)—

are implemented, enforced, and evaluated by a designated 

manager who is responsible and accountable for these programs, and has 

access to top managers and the board (if applicable).

• Confer with workers and worker representatives (if any) about creating and 

improving management awareness and implementation of anti-retaliation 

policies and practices. 

• Require training for managers and board members (if applicable) to make 

certain they understand what retaliation is, the employer’s and their own 

legal obligations (including their obligation to maintain the confidentiality of 

employees who make reports), the organizational benefits of anti-retaliation 

practices, and what it takes programmatically to prevent retaliation. (For more 

information, see element 4 below.)

• Ensure that there is a mechanism for accurately evaluating employees’ willingness to report concerns about the workplace and the employer’s actual record 

in preventing retaliation against employees who report, and ensure that there 

is a means for accurately reporting to top management the results of such 

evaluation.

• If appropriate, and taking into account an employee’s preference for confidentiality, publicly recognize the contribution of employees whose disclosures have 

made a positive difference for the employer, perhaps through an award that is 

publicized company-wide. 
5

How can management be held accountable for preventing retaliation?

• Incorporate anti-retaliation measures (e.g., promptly and constructively 

addressing employee concerns, attending training, and championing antiretaliation initiatives) in management performance standards and reviews.

• Implement strong codes of conduct and ethics programs that clearly identify 

whistleblower retaliation as a form of misconduct to ensure anti-retaliation 

policies and practices are enforceable.

• Apply appropriate consequences, such as discipline, to managers who retaliate 

or who violate the confidentiality of an employee who has made a report. 

These consequences should be sufficient to serve as a deterrent to future acts 

of retaliation. 

System for Listening to and Resolving 

Employees’ Safety and Compliance Concerns

To help prevent retaliation, employers should proactively foster an organizational 

culture in which raising concerns about workplace conditions and activities is 

valued. Employers can cultivate such an environment by listening to and 

resolving employees’ compliance concerns. Specifically, employers 

should establish procedures that enable employees to report concerns (including through confidential or anonymous channels, 

when possible), provide for fair and transparent evaluation of 

concerns raised, offer a timely response, and ensure a fair and 

effective resolution of concerns. In developing these policies, 

employers should work with employees and worker representatives (if any).

What can employers do to enable employees to raise 

safety and compliance concerns?

• Create at least one or, preferably, multiple channels for 

reporting compliance concerns. Channels can include 

helplines, anonymous reporting through email boxes or websites, or reporting to a trusted official and/or an ombudsman.

• Protect the confidentiality or anonymity of employees who report concerns, and ensure that confidentiality is not used as a shield to prevent whistleblowers from having access to information needed to exercise their rights.2

• Give employees clear and accessible instructions on how they can report 

compliance concerns both internally and externally, and make clear that the 

employee has the right to choose which avenue to use to report concerns. 

Employees must not be penalized for reporting concerns to the employer by a 

means other than through these channels.

• Ensure that the program does not restrict or discourage employees from 

reporting allegations to the government or other appropriate regulatory and 

oversight agencies.

2 While an employee should be permitted to remain anonymous when reporting compliance concerns internally (i.e., within 

the company) or externally to a government agency, the 22 whistleblower statutes enforced by OSHA do not allow for an 

employee to anonymously file a retaliation complaint with OSHA.
6

• Provide employees with opportunities to share information informally and to 

ask questions at an early stage, before issues become more difficult to resolve. 

• Eliminate or restructure formal and informal workplace incentives that may 

encourage or allow retaliation or discourage reporting. Examples of incentives that may discourage reporting or encourage retaliation include rewarding 

employee work units with prizes for low injury rates or directly linking supervisors’ bonuses to lower reported injury rates. 

(For additional information on incentive programs, see OSHA’s information on 

Employer Safety Incentive and Disincentive Policies and Practices, http://www.

osha.gov/as/opa/whistleblowermemo.html, Revised VPP Memo #5: Further 

Improvements to the Voluntary Protection Programs, https://www.osha.gov/

dcsp/vpp/policy_memo5.html, and incentive program guidance at https://

www.osha.gov/recordkeeping/modernization_guidance.html.) 

How should employers ensure prompt and fair resolution of 

compliance concerns? 

• Have an independent investigator review reports of concerns promptly, thoroughly, and with transparency, including 

responding to the employee who brought forward the initial 

concern. 

• Ensure that supervisors or managers respond in a constructive 

and timely manner upon receiving reports of concerns from employees.

• Guarantee that employee rights are protected even if the person is incorrect or 

unpleasant in raising a concern. 

• Follow through on employee concerns, even if they appear to be trivial.

• Have a strong, enforceable policy of not punishing employees for reporting 

concerns or incidents or for engaging in any other protected activity.

• Help employees get unbiased, confidential advice or information about exercising whistleblower rights and coping with the stress of reporting concerns, such 

as by providing a list of resources.

• Ensure that any employment agreement or policy that requires employees 

to keep employer information confidential does not prohibit or discourage 

employees from reporting or taking the steps necessary to report information 

reasonably related to concerns about hazards or violations of the law to any 

government agency. Steps that may be necessary include conferring with legal 

counsel, union or other worker representatives, or with medical professionals 

regarding the employee’s concerns. Employers should not use confidentiality or non-disclosure agreements to penalize, through lawsuits or otherwise, 

employees who report suspected violations of the law or take steps necessary 

to make such reports. 

• Ensure that employment status changes, such as demotions and denials of promotions, are only made for legitimate non-retaliatory reasons and are not likely 

to be perceived as retaliatory.

Create at least one or, 

preferably, multiple channels 

for reporting compliance 

concerns. 
7

If an employee is disciplined after reporting a concern, injury, or other 

issue, how should the employer review the discipline to ensure that it is not 

retaliatory? 

Ask questions such as: 

• Did the employee’s report influence the decision to initiate disciplinary action 

in any way?

• Has the employer disciplined other employees who engaged in the same conduct as the employee but who did not report a concern?

• Is the discipline imposed on the employee of the same severity as the employer’s response to the same conduct by other employees who did not report a 

concern?

• Has the disciplinary action been independently reviewed by a manager who 

was not involved in the incident?

• If the employer uses progressive discipline, has it been appropriately used up 

to this point?

• Could the workforce perceive the punishment as retaliatory? If so, what actions 

can management take to mitigate the potential chilling effect? 

System for Receiving and Responding to

Reports of Retaliation

Employees who believe they have experienced retaliation should have independent 

channels for reporting the retaliation; they should not be required to report 

to the manager who they believe retaliated against them. The reporting employee should also have the ability to elevate the matter to 

higher levels, if necessary. There should be clearly defined roles 

and responsibilities for managers at all levels and others who 

are involved in responding to reports of retaliation, such as 

human resources or ethics and compliance personnel. The 

procedures should be known and accessible to all. 

When retaliation is reported, employers should investigate 

the claim promptly and thoroughly, utilizing an established 

retaliation response system. Such investigations should: 

• Take all reports of retaliation seriously. 

• Maintain employee confidentiality as much as possible to 

protect the employee from further retaliation or isolation by 

coworkers. However, employers should not use confidentiality as 

a shield to impede a government agency’s or the employee’s ability 

to successfully resolve the retaliation claim. 

• Be transparent to the employee alleging retaliation about how investigations 

are conducted, including the roles and independence of the investigators.

• Investigate claims using an objective, independent complaint review process; 

focus on evaluating the circumstances surrounding the employment decision 

objectively rather than on defending against the claim; and listen to all sides 

before making a judgment.
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• Ensure that investigations of alleged retaliation are not tainted by preconceptions about what happened.

• Utilize conflict of interest protections.

• Involve senior managers and others who recognize the organizational impact, 

benefits, risks, and policy ramifications of both the reported concern and the 

need to prevent retaliation against the reporting employee. 

• Ensure that the program does not restrict or discourage employees from 

reporting retaliation allegations to the government or other appropriate regulatory and oversight agencies.

• Keep the reporting employee and management representatives informed of 

developments throughout the investigation and ensure respectful, proper closure of the issue.

• After the reported problem has been investigated and 

resolved, periodically follow up with the reporting employee 

for a reasonable amount of time to ensure continued protection 

from retaliation. 

• Use third-party, independent investigators if the employer can 

support it and the circumstances warrant it (e.g., when the allegations involve 

particularly polarizing or high-stakes issues). 

• If possible, make the anti-retaliation investigation completely independent from 

the corporation’s legal counsel, who is obligated to protect the employer’s 

interests. If the employer’s legal representative is involved in conducting the 

investigation, fully inform the whistleblower that the investigator represents 

the employer’s interests and that any attorney-client privilege will only extend 

to the employer.

• Consider using early dispute resolution techniques when significant disputes 

arise about an employee’s disclosures or when considering implementing 

adverse actions like termination or demotion. 

• Ensure that employees understand that they may file a retaliation complaint 

with OSHA and, if applicable, another government agency and that any internal investigation by the employer or attempts at early dispute resolution by the 

employer will not automatically delay or toll the deadline for filing a retaliation 

complaint with OSHA or another government agency. In certain circumstances, 

employers should consider whether offering to formally delay the deadline to 

file would be appropriate. 

• Be attuned to the potential for a chilling effect caused by the workforce’s perception that management’s actions were retaliatory, and if likely, address such 

a perception through timely and effective communications or other mitigating 

strategies. 

Employers should respond quickly to reports of retaliation. Failure to do so can discourage employees from reporting concerns about workplace conditions or activities.

If the employer confirms that retaliation took place, it should remedy the retaliation 

and review its anti-retaliation program to determine why the system failed and what 

changes may be needed to prevent future retaliation. Workers and worker representatives (if any) should be integrally involved in this evaluation.

Take all reports of retaliation 

seriously. 
9

Anti-Retaliation Training for Employees and 

Managers

Effective training of employees and all levels of management and the board (if applicable) is key to any anti-retaliation program. Training is essential because it provides 

management and employees with the knowledge, skills, and tools they need to 

recognize, report, prevent, and/or properly address hazards, potential violations of 

the law, and retaliation. Training should be tailored to teach workers and managers 

about the specific federal whistleblower protection laws and company policies 

that apply to them, employees’ rights under the laws, how employees can exercise their rights using available internal and external 

protection programs, and the organizational benefits of such 

programs. Managers should learn these concepts as well as 

related skills, behaviors, and obligations to act. 

Training should be provided in accessible language(s) and at 

a level that can be easily understood by the intended audience. 

Anti-retaliation training for employees, at a minimum, 

should include coverage of:

• Relevant laws and regulations.

• An explanation of the employer’s commitment to creating an organizational culture of complying with the law, 

addressing concerns from all members of the workforce (permanent employees, contractors, and temporary workers) about 

potential hazards and violations of the law, and complying with its code of 

ethics, including prohibitions on retaliation.

• Employees’ rights and obligations, if any, to report potential hazards and 

violations of the law externally to law enforcement, including OSHA and other 

government agencies, regardless of whether the employee first reported the 

violation to the employer.

• Statutory rights to be protected from retaliation for reporting potential violations. 

• The elements of the employer’s anti-retaliation program, including roles and 

responsibilities, how to report concerns internally and externally, options for 

confidential or anonymous reporting, and how to elevate a concern internally 

when supervisors or others do not respond.

• What constitutes retaliation, including actions such as firing or laying off, 

demoting, denying overtime or promotion, disciplining, denying benefits, failure to hire or rehire, reducing pay or hours, and blacklisting, along with common but less overt behaviors, such as ostracizing, mocking, intimidating, and 

making false accusations of poor performance. 

In addition to the employee training topics described above, anti-retaliation training 

for managers should include, at a minimum:

• Skills for defusing conflict, problem solving, and stopping retaliation in a work 

group.
10

• How to respond to a report of a workplace concern while protecting an 

employee’s confidentiality and without engaging in retaliation, appearing to 

engage in retaliation, or questioning the motives for the report. 

• How to separate annoying or inappropriate behavior from the concern itself. 

• Consequences for managers who fail to follow anti-retaliation policies or 

respond to concerns inappropriately.

• How to recognize that an employee believes there has been retaliation, when 

employers are required to act, and the potential legal consequences the 

employer and the manager face for inaction.

• Other issues specific to the employer.

Legal requirements can change. Employers should create a process for staying up 

to date on changes to anti-retaliation laws and regulations and update their training and policies accordingly. Refresher training should be conducted on a regular 

basis and as needed, such as when there is a change in legal requirements, when 

retaliation has occurred, or when program oversight reveals that it 

is needed. Concepts from the training should not only be discussed 

during the designated training sessions, but should be reinforced 

frequently using other types of communications in order to make it 

part of the workplace culture. 

Program Oversight

A well-designed anti-retaliation program needs rigorous oversight to ensure that it is 

effective and working as intended. Employers should develop and implement a plan 

for oversight of the anti-retaliation program, review oversight findings, and ensure 

that the program is improved and modified as needed. 

What are some methods of oversight that can be used to assess the antiretaliation program? 

Monitoring and audits are two forms of oversight that can help employers gain 

insight into a program’s strengths and weaknesses and reveal whether program 

improvements are needed. 

• Monitoring is an ongoing analysis of whether the program processes in place 

are achieving the organization’s planned results and program goals. 

• Auditing is an independent, formal, and systematic approach designed to 

determine whether program processes are efficient, effective, and working as 

intended. Audits should be conducted by individuals who are independent of 

the process being audited. 

The functions of monitoring and auditing may overlap, and results from any one 

activity can be used to direct efforts of the other activities. 

What issues should employers assess using oversight tools like monitoring 

and auditing?

Oversight tools like monitoring and auditing should be tailored to meet an organization’s specific needs. Examples of the types of anti-retaliation program topics that 

may be assessed using oversight include:

Effective training is key to 

any anti-retaliation program. 
11

• Trends in issue reporting and resolution, including anonymous 

reporting;

• Whether managers are following program policies;

• Whether workers are unafraid of retaliation and coming 

forward with concerns; and

• Whether the types of measurements that are used to 

track issue response and reward improvement could 

have the effect of discouraging reporting rather than 

incentivizing it. 

Note that when new anti-retaliation programs are implemented, the numbers of reported incidents may rise at first. 

This often means that employees are more comfortable 

reporting, not that there are a larger number of concerns to 

report.

What sources of information should be examined during 

program oversight? 

Program oversight may examine a variety of sources, such as: anonymous surveys; confidential interviews with employees who reported compliance concerns or 

retaliation; narratives from injury or error reports; case studies of investigated issues 

and responses; claims department or risk management case files related to injuries 

or errors; and complaint files relating to reporting requirements. 

Employers can also cross-check the data obtained as part of monitoring or auditing 

with other sources of relevant information, such as information reported to workers’ compensation, in grievances, to outside agencies, or in exit interviews. Crosschecking these other sources of information could reveal whether a policy is creating 

a chilling effect or other barrier that is discouraging or preventing employees from 

reporting compliance concerns or retaliation. 

How should employers use the results or findings of program oversight?

The results of oversight activities like monitoring and auditing should be reported 

directly to the top managers and the board (if applicable). The results should also be 

shared with all levels of management and the workers covered by the program. 

Top-level managers and board members (if applicable) should review in-depth 

results of monitoring and auditing, including dashboard reports on all program measurements. Management should also periodically discuss the program with employees and worker representatives (if applicable) to get ideas and feedback. 

Employers should use monitoring results as a basis for program improvements and 

accountability. If the results identify problems, employers should determine whether 

possible system failures led to the problem and make changes to the reporting system if warranted. Managers should create plans to improve work groups or facilities 

that have trends indicating room for improvement.
How OSHA Can Help

Filing a complaint

Employees who believe that they have been retaliated against in violation of any of 

the 22 whistleblower protection statutes that OSHA enforces may file a complaint 

with OSHA. Employees must file a complaint with OSHA before the filing deadline 

under the relevant statute (filing deadlines vary by statute). For example, a complaint 

of retaliation under the Occupational Safety and Health Act must be filed within 30 

days of the alleged retaliation. For more information about the filing deadlines for 

the whistleblower statutes that OSHA enforces, view our “Whistleblower Statutes 

Desk Aid” at www.whistleblowers.gov/whistleblower_acts-desk_reference.pdf.

Complaints may be filed with OSHA by visiting or calling the local OSHA office at 

1-800-321-OSHA (6742), or may be filed in writing by sending a written complaint 

to the closest OSHA regional or area office, or by filing a complaint online at www.

whistleblowers.gov/complaint_page.html. Written complaints may be filed by facsimile, electronic communication, hand delivery during normal business hours, U.S. 

mail (confirmation services recommended), or other third-party commercial carrier. 

Further information

For more information on filing a complaint under the 22 whistleblower statutes that 

OSHA enforces, please visit www.whistleblowers.gov. You can also call OSHA at 

1-800-321-OSHA (6742) if you have questions or need more information. 

OSHA enforces the whistleblower provisions of the following statutes: (1) Occupational Safety and Health Act 

(OSHA 11(c)), 29 U.S.C. § 660(c); (2) Surface Transportation Assistance Act (STAA), 49 U.S.C. § 31105; (3) Asbestos Hazard Emergency Response Act (AHERA), 15 U.S.C. § 2651; (4) International Safe Container Act (ISCA), 

46 U.S.C. § 80507; (5) Safe Drinking Water Act (SDWA), 42 U.S.C. § 300j-9(i); (6) Federal Water Pollution 

Control Act (FWPCA), 33 U.S.C. § 1367; (7) Toxic Substances Control Act (TSCA), 15 U.S.C. § 2622; (8) Solid 

Waste Disposal Act (SWDA), 42 U.S.C. § 6971; (9) Clean Air Act (CAA), 42 U.S.C. § 7622; (10) Comprehensive 

Environmental Response, Compensation and Liability Act (CERCLA), 42 U.S.C. § 9610; (11) Energy Reorganization Act (ERA), 42 U.S.C. § 5851; (12) Wendell H. Ford Aviation Investment and Reform Act for the 21st Century 

(AIR21), 49 U.S.C. § 42121; (13) Sarbanes Oxley Act (SOX), 18 U.S.C. § 1514A; (14) Pipeline Safety Improvement 

Act (PSIA), 49 U.S.C. § 60129; (15) Federal Railroad Safety Act (FRSA), 49 U.S.C. § 20109; (16) National Transit 

Systems Security Act (NTSSA), 6 U.S.C. § 1142; (17) Consumer Product Safety Improvement Act (CPSIA), 15 

U.S.C. § 2087; (18) Affordable Care Act (ACA), 29 U.S.C. § 218C; (19) Consumer Financial Protection Act of 2010 

(CFPA), 12 U.S.C. § 5567; (20) Seaman’s Protection Act, 46 U.S.C. § 2114 (SPA); (21) FDA Food Safety Modernization Act (FSMA), 21 U.S.C. § 399d; and (22) Moving Ahead for Progress in the 21st Century Act (MAP- 21), 49 

U.S.C. § 30171.

www.whistleblowers.gov 

(800) 321-OSHA (6742)

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