©2009 National Safety Council
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Chapter 1
Historical Perspectives
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1-1. Why We Should Work Hard to Prevent
Accidents and Occupational Illnesses
• Needless destruction of life and health is morally unjustified.
• Failure to take necessary precautions against predictable
accidents and occupational illnesses makes management and
workers morally responsible for those accidents and
occupational illnesses.
• Accidents and occupational illnesses severely limit efficiency
and productivity.
• Accidents and occupational illnesses produce far-reaching social
harm.
• The safety movement has demonstrated that its techniques are
effective in reducing accident rates and promoting efficiency.
• Recent state and federal legislation mandates management
responsibility to provide a safe, healthful workplace.
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1-2. Doctrines of Common Law
• Fellow Servant Rule—Employer was not liable for injury to an
employee that resulted from negligence of a fellow employee.
• Contributory Negligence—Employer was not liable if the
employee was injured due to his own negligence.
• Assumption of Risk—Employer was not liable because the
employee took the job with full knowledge of the risks and
hazards involved.
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Chapter 2
The Safety, Health, and Environmental Professional
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2-1. Current Topics and Concerns for the
Safety, Health, and Environmental Professional
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roles in loss control, industrial
hygiene, and health
economic challenges facing the
SH&E professionals
dealing with difficult ethical
issues as a professional
new responsibilities and
challenges resulting from
globalization
selling the benefits of SH&E
programs to managers
training the SH&E professional
for new roles
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consultants and expert
witnesses
concerns about personal and
professional liability
opportunities opening in the
future
– technology changes
– better control of risks
• product stewardship roles
• indoor air quality
• “the shift to the subtle”
– regulatory agency influences
– nongovernment organizations
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2-2. Benefits of SH&E Expenditures and Activities
Points that can be made to support arguments for SH&E
expenditures:
• Public trust—delivering a safe and healthy workplace is
important to maintaining public trust
• Cost reduction—safety and health programs can potentially
reduce overall workers’ compensation costs
• Worker retention—retaining productive workers encourages the
belief that personal safety is of primary importance to the
organization
• Increased productivity—a safe environment elevates morale,
creating a positive and more productive work site
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Chapter 3
Safety Culture
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3-1. Participants in Creating a Safety Culture
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the chief executive officer, who has to express support for safety and
show it by her or his actions and decisions
the facility management team, who have to consistently support
safe work conditions and obtain safer machinery or materials
the front-line supervisors, who need to correct behaviors as well as
obtain the right equipment
the workers, who want to be safe and who together have the most to
lose from an unsafe workplace
the union, that needs to make safety part of its role in protecting
members
the purchasing officials, who need to ask about safety when buying
materials and equipment for use in the plant
the safety professional, who guides, encourages, and directs safety
efforts and provides information and resources for hazard
identification
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3-2. Implementing a Safety Culture
Management’s Role
• earning workers’ trust for safety programs, by communicating
effectively
• focusing on safety, not just production output, as a goal
• consistently acting in favor of safety when choices are made
• involving employees in developing programs for change
• creating a positive employee setting
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a well-designed and clean work setting
clear communication within the facility
encouragement for employee safety feedback
positive values expressed to workers by management
a sense of moral and ethical concern toward worker health and
safety
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Chapter 4
Regulatory History
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4-1. States with Approved Plans
Alaska
New York
Arizona
North Carolina
California
Oregon
Connecticut
Puerto Rico
Hawaii
South Carolina
Indiana
Tennessee
Iowa
Utah
Kentucky
Vermont
Maryland
Virgin Islands
Michigan
Virginia
Minnesota
Washington
Nevada
Wyoming
New Mexico
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4-2. OSHA Regional Offices
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REGION I—Boston (Connecticut,
Maine, Massachusetts, New
Hampshire, Rhode Island,
Vermont)
REGION II—New York (New Jersey,
New York, Puerto Rico, Virgin
Islands)
REGION III—Philadelphia
(Delaware, District of Columbia,
Maryland, Pennsylvania, Virginia,
West Virginia)
REGION IV—Atlanta (Alabama,
Florida, Georgia, Kentucky,
Mississippi, North Carolina, South
Carolina, Tennessee)
REGION V—Chicago (Illinois,
Indiana, Michigan, Minnesota,
Ohio, Wisconsin)
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REGION VI—Dallas (Arkansas,
Louisiana, New Mexico, Oklahoma,
Texas)
REGION VII—Kansas City, Mo.
(Iowa, Kansas, Missouri, Nebraska)
REGION VIII—Denver (Colorado,
Montana, North Dakota, South
Dakota, Utah, Wyoming)
REGION IX—San Francisco
(Arizona, California, Hawaii,
Nevada, Guam, American Samoa,
Trust Territory of the Pacific
Islands)
REGION X—Seattle (Alaska, Idaho,
Oregon, Washington)
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Chapter 5
Safety Professionals and Impacts of the Law
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5-1. Key Regulatory Terms
• Law—adopted by a state legislature or by the U.S. Congress
• Rule (or regulation)—an administrative agency’s published
decision concerning policies or actions that implement an
existing law
• Policy—often appears in a published statement, speech, or
announcement in which the agency’s leader directs employers to
undertake protections that the agency seeks
• Guidance document—used when an administrative agency
does not want to adopt a firm regulation, but wants to send a
message to get a particular outcome. They are not binding.
• Precedent—final decisions made by judges or administrative
hearing officers that are applied later to other cases based on
similar facts
• Standards—technical documents published by organizations
(e.g. ANSI, NFPA, ASTM) to address serious hazards
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5-2. Violations for Which Regulators May Issue Citations
• Other Than Serious Violation—has a direct relationship to
job safety and health, but is not likely to cause death or serious
harm
• Serious Violation—death or serious physical harm is
substantially probable
• Willful Violation—employer knowingly commits indifference
with the law
• Repeated Violation—a violation of any standard, regulation,
rule, or order where, upon reinspection, a similar violation can
bring a fine
• Failure to Abate Prior Violation—may bring a penalty or
fine for each day violation continues beyond the prescribed
abatement date
• De Minimis Violation—violations of standards that have no
direct relationship to safety or health
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Chapter 6
Loss Control
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6-1. Benefits of Hazard Analysis
• It forces those conducting the analysis to view each operation as
part of a system. In doing so, they assess each step in the
operation while keeping in mind the relationship between steps
and the interaction between workers and equipment, materials,
the environment, and other workers.
• It identifies hazardous conditions and potential incidents.
• It provides information with which effective control measures
can be established.
• It determines the level of knowledge and skill as well as the
physical requirements that workers need to execute specific
shop tasks.
• It discovers and eliminates unsafe procedures, techniques,
motions, positions, and actions.
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6-2. Principles of Loss Control
The primary function of a loss control system is to locate, assess,
and set effective, preventive, and corrective measures for elements
that are detrimental to operational efficiency and effectiveness on
three levels:
1. National—laws, regulations, exposure limits, codes, and
standards of governmental, industrial, and trade bodies
2. Organizational—management of the hazard control program,
safety and health committees, task groups, etc.
3. Component—worker-equipment-environment
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Chapter 7
Safety, Health, and Environmental Auditing
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7-1. Key Steps in the Audit Process
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7-2. Safety, Health, and Environmental Auditing Standards
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auditor proficiency
due professional care
independence
clear and explicit objectives
systematic plans and
procedures for conducting
audits
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planned and supervised field
work
thorough review of internal
controls
audit quality control and
assurance
audit documentation
clear and appropriate reporting
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Chapter 8
Workers’ Compensation
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8-1. Three Basic Types of Workers’ Compensation Benefits
• income replacement
• medical benefits
• rehabilitation expenses
All employers are required to provide medical benefits
for employees to cover immediate and long-term care.
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8-2. Four Categories of Worker Disability
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temporary partial disability
temporary total disability
permanent partial disability
permanent total disability
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8-3. Goals of a Workers’ Comp Program
A company’s goals for its workers’ compensation program should be:
• to prevent accidents
• to control costs
• to respond to accidents promptly and efficiently
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Chapter 9
Identifying Hazards
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9-1. System Safety Development Tree
A system safety development tree, starting with the overall system and
proceeding to specific management of risks.
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9-2. Risk Management Development Tree
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9-3. Analytical Trees Are Structured Common Sense
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9-4.
A completed JSA shows how hazards and safe procedures are identified to
help reduce the risk of injuries.
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Chapter 10
Incident Investigation, Analysis, and Costs
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10-1.
This form can be used for reporting
incidents that do not involve
injuries.
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10-2.
Sample page from the
Investigator’s Cost Data Sheet
and Summary Report.
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Chapter 11
Injury and Illness Record Keeping, Incidence Rates, and Analysis
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11-1. Uses of Incident Records
A good record-keeping system can help the safety professional in
the following ways:
1. Provide safety personnel with the
means for an objective evaluation of
their incident problems and with a
measurement of the overall progress
and effectiveness of their safety
program.
2. Identify high incident rate units,
plants, or departments and problem
areas so extra effort can be made in
those areas.
3. Provide data for an analysis of
incidents pointing to specific causes
or circumstances, which can then be
attacked by specific
countermeasures.
©2009 National Safety Council
4. Create interest in safety among
supervisors or team leaders by
furnishing them with information
about their departments’ incident
experience.
5. Provide supervisors and safety
committees with hard facts about
their safety problems so their efforts
can be concentrated.
6. Measure the effectiveness of
individual counter-measures and
determine if specific programs are
doing the job they were designed to
do.
7. Assist management in performance
evaluation.
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11-2. Incident Surveillance System
The ANSI Z16.5-1998 Standard recommends documenting all injuries/
illnesses, allowing the SH&E professional to focus on the most
important by providing guidance on:
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how to document exposures and events
how to collect data
how to summarize data
how to analyze specific data
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sentinel events
injuries/illnesses
costs
statistical measures
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11-3. Documentable Events
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Chapter 12
Occupational Health Programs
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12-1. Components of Occupational Health Programs
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Comprehensive Health and Safety Program
Baseline Health Exam and Periodic Surveillance of Employees
Diagnosis and Treatment Services for Injuries & Illnesses
Case Management Services
Immunization Programs
Health Records/Personnel Records Kept Separate
Health Promotion, Education, and Counseling
Open Communication Between Occupational Health Personnel
and an Employee’s Own Physician
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12-2. Occupational Health Services
Occupational Health Services should include the following:
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Pre-placement Examination
Periodic Examination
Emergency Medical Planning
Employee Health Records
Neck or Wrist Tags for Medic Alert
Health Promotion and Wellness
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Physical Activity and Fitness
Nutrition
Tobacco
Alcohol and Other Drugs
Family Planning
Mental Health and Mental Disorders
Violent and Abusive Behavior
Educational and Community-Based
Programs
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Health Protection
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Unintentional Injuries
Occupational Safety and Health
Environmental Health
Food and Drug Safety
Oral Health
Prevention Services
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Maternal and Infant Health
Heart Disease and Stroke
Cancer
Diabetes and Chronic Disabling
Conditions
– HIV infection
– Sexually Transmitted Diseases
– Immunization and infectious
disease
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Clinical Preventive Services
Surveillance and Data System
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12-3. Problems Associated with Shiftwork
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Reduction in Attention Span
Chronic Fatigue
Sleep Debt
“Microsleep”
Substance Abuse
Gastrointestinal and Digestive Problems
Increased Risk of Heart Attacks
Feelings of Isolation and Depression
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Chapter 13
Industrial Hygiene Program
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13-1. Four Elements of an Effective Industrial Hygiene Program
1. Anticipation of health hazards arising from work operations and
processes
2. Recognition of an occupational hazard
3. Evaluation and measurement of the magnitude of the hazard
4. Control of the hazard
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13-2. Classifications of Environmental Hazards
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Chemical
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dusts
liquids
fumes
mists
gases
vapors
smoke
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Physical
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– excessive levels of ionizing and
nonionizing radiations
– noise
– vibration
– temperature extremes
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Biological
bacteria
viruses
insects
plants
birds
animals
humans
Ergonomic
– repetitive motion
– awkward work position
– excessive use of force to
perform job
– repeated or improper lifting of
heavy objects
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Chapter 14
Environmental Management
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14-1. The Basics for a Successful
Environmental Compliance Program
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Prevent common violations.
Create and maintain record-keeping systems.
Create a spill-reporting plan.
Set realistic limits and schedules.
Motivate employee action.
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14-2. Key Steps Toward a Successful Environmental
Management Program
Whether managers adopt current ISO standards they should follow these guidelines:
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Recognize that environmental
management is high priority
Establish a dialogue with internal
and external interested parties
Determine the regulatory
requirements and environmental
exposures associated with the
organization’s activities, products,
and services
Development management and
employee commitment to protecting
the environment—assign
responsibility and accountability
Encourage environmental strategic
planning through the product life
cycle
©2009 National Safety Council
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Establish a disciplined management
process for achieving targeted
performance levels
Provide appropriate and sufficient
resources (training) to achieve
targeted performance levels
Assess environmental performance
against policies, objectives, and
targets
Establish a process to review and
audit the environmental
management system (EMS)
Coordinate EMSs with other
systems (health and safety, quality,
finance)
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Chapter 15
Indoor Air Quality
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15-1. Occupant Diary
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15-2. Recommended Ranges of Temperature and
Relative Humidity
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Chapter 16
Ergonomics Yesterday, Today, and Tomorrow
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16-1. Evaluating for Repetition and Recovery Time
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16-2. Evaluating for Force
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16-3. Components of an Ergonomics Program
to Manage WMSDs
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Chapter 17
Employee Assistance Programs
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17-1. Employee Assistance Program Defined
An EAP is:
A worksite-based program designed to assist in the
identification and resolution of productivity problems
associated with employees impaired by personal concerns,
including, but not limited to, health, marital, financial,
alcohol, drug, legal, emotional, stress, or other personal
concerns which may adversely affect employee job
performance. (EAPA, EAPs: Theory and Operation, 1991)
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17-2. Major Types of EAPs
• Internal—services delivered by professionals employed by the
organization
• External—services delivered by a contracted vendor
• Union-based—services delivered by trained union personnel to
union members
• Consortium—services delivered by a group of smaller companies
banded together to jointly contract with an EAP
• Blended—any combination of the above
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Chapter 18
Emergency Preparedness
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18-1. Developing an Emergency Management Plan
The type of facility and its associated hazards determine the
complexity of an emergency management plan. Most plans should
include:
• Action Guides—descriptions of basic procedures that must be
followed in an emergency
• Threat Assessments—identification and assessments of potential
problems and potential responses
• Mutual-aid Agreements—agreements between organizations
that allow them to take advantage of additional resources
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18-2. Incident Command System Hazardous Materials
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18-3. Plant Emergency Organization for a Fire Brigade
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Chapter 19
Workplace Violence
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Overhead 19-1.
Risk Factors for Workplace Violence
High-Risk Occupations
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Contact with the Public
Exchange of Money
Delivery of Passengers, Goods, or
Services
Having a Mobile Workplace (e.g., a
Taxi Cab or Police Cruiser)
Working with Unstable or Volatile
Persons in Health Care, Social
Services, or Criminal Justice Settings
Working Alone or in Small Numbers
Working Late at Night or During Early
Morning Hours
Working in High-Crime Areas
Guarding Valuable Property or
Possessions
Working in Community-Based Settings
©2009 National Safety Council
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Late-Night Retail Establishments
Health Care and Social Service
Workers
Community Workers
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19-2. Workplace Violence Prevention Programs
An effective workplace violence prevention program will have the
following elements:
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Management Commitment and Employee Involvement
Policy Statement
Threat Assessment Team
Workplace Analysis
Hazard Prevention and Control
Program Evaluations
Training
Incident Response
Record Keeping
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Chapter 20
Product Safety Management
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20-1. Establishing & Coordinating a
Product Safety Management Program
Ground Rules for Management
• The Purpose of the PSM
Coordinator Must Be Clearly
Defined
• The Authority and Responsibility of
the PSM Program Coordinator Must
Be Clearly Specified and
Understood
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The PSM Coordinator Must:
• Function as a Staff Member for
Corporate Management
• Assist in setting general PSM
program policy
• Recommend Special Action
Regarding Recall, Modification,
Redesign, and Analysis
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Participate with Others in
Reviewing Literature/Warnings
Conduct/Review Complaint,
Incident, or Accident Analyses
Coordinate Appropriate
Documentation
Ensure Flow of Communications,
Written or Verbal
Develop Sources of Safety and
Liability Prevention Data
Maintain a Liaison with Business,
Professional, and Government
Organizations on Relevant Safety
and Liability Prevention
Conduct PSM Program Audits
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20-2. Quality Assurance and Testing
The PSM program auditor must evaluate the following basic quality
assurance program functions:
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Manuals—Policy & Procedures
Engineering & Product Design Coordination
Control of Suppliers & Vendors
Manufacturing Quality (In-Process & Final Assembly)
Special Process Control
Calibration of Measuring Equipment
Sample Inspection
Nonconforming Material Procedures
Material Status & Storage
Error Analysis & Corrective Action System
Record Keeping and Retention
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20-3. Reasons for Keeping Records
• Comply with Regulations Covering the Design, Manufacture,
and Sale of the Company’s Products
• Demonstrate Management’s Commitment to Market a Quality
Product
• Avoid Wasting Time and Money Redoing What Has Already
Been Done
• Establish How Much Care is Needed to Produce and Sell a Safe,
Reliable Product
• Enable the Company to Trace a Product or Customer
• Establish a Sound Database for Items Such as Insurance Costs,
Sources of Supply, and Product Recall or Field-Modification
Expense Requirements
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Chapter 21
Retail/Service Facilities Logistics
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21-1. Safety, Health & Environmental Programs
To stay competitive, each company must establish a comprehensive
loss control plan that includes:
• Creation of a safety and health culture within the company.
• Clear safety policies and written procedures and safety manuals.
• Identification of responsibility and authority regarding safety
issues.
• Safety committees.
• Safety and health training, auditing, and inspection.
• Emergency preparedness plan.
• Incident investigation and analysis.
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21-2. OSHA Regulations
Several OSHA regulations address specific issues within the service
industry. The major relevant OSHA regulations include:
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General Duty Clause
Hazardous Materials
Posting Requirements
Personal Protective Equipment
Hazard Communication/
HAZCOM
General Environmental Controls
Reporting and Record Keeping
Medical and First Aid
Occupational Safety and Health
Standards
Materials Handling and Storage
General Safety & Health
Provisions
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Machinery and Machine Guarding
Walking/Working Surfaces
Hand and Portable Powered Tools
and Other Hand-Held Equipment
Means of Egress
Powered Platforms, Manlifts, and
Vehicle-Mounted Work Platforms
Special Industries
Lockout/Tagout
Occupational Health and
Environmental Control
Electrical
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21-3. Emergency Preparedness
Contingency plans should be developed for the following potential
emergencies:
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security for facilities and inventory
fires in the workplace or on the grounds
chemical release spills
natural disasters
riots/strikes
bomb threats
power failures
product recalls/tampering
violence in the workplace
natural disasters, such as tornadoes, earthquakes, hurricanes,
floods, and fires
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Chapter 22
Transportation Safety Programs
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22-1. Transportation Accident Death Rates
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22-2. Elements Crucial to an
Aviation Safety Management System (SMS)
• Safety and policy objectives—a formal safety policy signed
by senior management and including top level commitments to
implementing the SMS
• Safety risk management (SRM)—a five-stage process that
identifies hazards and potential risks and encourages the design
of risk mitigation strategies
• Safety assurance—policies that address auditing, oversight,
and correction of discrepancies with input, review, and feedback
from multiple sources
• Safety promotion—all aspects and levels of safety-related
education and communication within an organization, which
directs resources toward the goals of continuous improvement
set forth by the formal safety policy
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Chapter 23
Office Safety
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23-1. Safety Organization in the Office
Efficient safety programs in the office should include:
• Safety and health training
• Safety and health committees
• Incident and illness record-keeping system
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Chapter 24
Laboratory Safety
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24-1. Employee Training for Chemical Hazards
Employers must provide training that covers the following elements:
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the contents of the standard and appendices
the location, availability, and details of the employer’s chemical hygiene
plan
OSHA’s permissible exposure limits (PELs) where appropriate
signs and symptoms associated with exposures to hazardous chemicals
used in the laboratory
the location and availability of known reference material on the
hazards, safe handling, storage, and disposal of hazardous chemicals
found in the laboratory, including, but not limited to, Material Safety
Data Sheets (MSDS) received from chemical suppliers
methods and observations that may be used to detect the presence or
release of a hazardous chemical
the physical and health hazards of chemicals in the work area
the measures employees can take to protect themselves from these
hazards (appropriate work practices, emergency procedures, and
personal protective equipment)
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24-2. Effect versus Dose for a Full-Body Exposure
Received in a Few Days or Less
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Chapter 25
Contractor and Customer Safety
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25-1. Some Common Hazards to Customer Safety
Companies must be familiar with risk exposures in the following areas:
• Building entrances
• Parking lots
• Walking surfaces
• Merchandise displays
• Escalators and elevators
• Stairways
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25-2. Ensuring a Safe Workplace for Contract Workers
Employers must:
• Establish criteria for an effective contractor safety program
• Develop procedures for selecting safe contractors
• Insist on written, implemented safety programs developed by
contractors
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Chapter 26
Process Safety Management
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26-1. A PSM Program
When developing a PSM program, management should consider:
• incident prevention objectives
• existing employer and contractor PSM programs
• use of internal resources vs. outside consultants
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26-2. Four Types of Process
Safety Compliance Inspections
1. Inspections Resulting from Responses to Accidents and
Catastrophes
2. Unprogrammed Process Safety Management-Related
Inspections
3. Programmed General Industry Inspections
4. Program Quality Verification Inspections
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Chapter 27
Homeland Security Compliance in the Workplace
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27-1. Defense Against Sabotage and Terrorism
Department of Homeland Security (DHS) implements protection of
industrial facilities through:
• Regulations on chemical-use facilities
• State coordination of emergency response to high-hazard facility
events
• Industry-sector coordinating committees set up to avoid or
mitigate damage from terrorism
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Chapter 28
Motivation
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28-1. Maslow’s Hierarchy of Needs
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28-2. Hygiene Approach (Classic) vs.
Job-Enrichment Approach
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28-3. Mechanical Systems vs. Organic Systems
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Chapter 29
Safety and Health Training
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29-1. Benefits of Safety and Health Training
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reinforcement of the operational goals of the organization
improved performance
fewer incidents/accidents
reduced costs
increased morale
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29-2. New Employee Training and Orientation
The following subjects are suggested as part of the orientation program:
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company orientation: history and goals
policy statements
benefit packages
organized labor agreements (if applicable)
safety and health policy statement (if separate)
acceptable dress code (as required)
personnel introduction
housekeeping standards
communication about hazards
personal protective equipment
emergency response procedures: fire, spill, etc.
incident reporting procedures
near-miss incident reporting
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29-3. New Employee Training and Orientation (continued)
The following subjects are suggested as part of the orientation program:
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incident investigation (supervisors)
lockout/tagout procedures
machine guarding
electrical safety awareness
ladder use and storage (if applicable)
confined space entry (if applicable)
medical facility support
first aid/CPR
hand tool safety
ergonomic principles
eyewash and shower locations
fire prevention and protection
access to exposure and medical records
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29-4. Training Methods
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On-the-Job Training (OJT)
– Job Instruction Training (JIT)
– Coaching
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Group Methods
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Conference
Brainstorming
Case Study
Incident Process
Facilitated Discussion
Role Playing
Lecture
Question and Answer Sessions
Simulation
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Individual Methods
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Drill
Demonstration
Testing
Video-Based Training
Computer-Assisted Training
Reading
Independent Study
Seminars and Short Courses
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Chapter 30
Media
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30-1. The More Concrete the Medium of Communication,
the More Effective It Is
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30-2. Selection of Media
Depends on:
• role of the trainer
• audience size
• cost of materials
• materials prepared in-house or by
outside personnel
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Chapter 31
Safety Awareness Programs
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31-1. Basic Human Interests and Corresponding Activities
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31-2. Planning Safety Awareness Activities
Six factors to consider when planning safety awareness activities:
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Company policy and experience
Budget and facilities
Types of operations
Types of employees
Basic human interest
Humor and variety
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31-3. Publicity Basics
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©2009 National Safety Council
Select your audience.
Use humor and human interest.
Names make news.
Friendly rivalries are good news.
Be honest in what you say.
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