Resource Plus, Inc.
Safety Procedures Manual
Revised December 05, 2014
Resource Plus, Inc. Safety Procedures Manual
Resource Plus Safety Procedures Manual
Table of Contents
Section
Subject
I.
Safety and Injury Prevention Program
II.
Ergonomic Program
III.
Emergency Evacuation and Fire Prevention Program
IV.
Personal Protective Equipment Program
V.
Powered Equipment Program
VI.
Driver’ Safety Program
VII.
Client Procedures Guideline Program
VIII.
Manual Material Handling Program
IX.
Workplace Violence Prevention Program
X.
Forms
2
Resource Plus Safety Procedures Manual
SECTION I
SAFETY AND INJURY PREVENTION
PROGRAM
Resource Plus Safety Procedures Manual
MANAGEMENT STATEMENT ON SAFETY
Resource Plus, Inc. strives to be the leading provider of the Retail Merchandising and
Service industry in the United States. Our success is dependent on our customers
choosing Resource Plus, Inc.’s service as their choice for retail needs. They will do so if
we provide them with quality service, affordably priced, and delivered on time by
healthy, happy and well-trained employees. As such, the safety and health of you, our
employee, is of critical concern to Resource Plus, Inc.’s management.
Each Resource Plus, Inc. employee shares a responsibility to provide a safe environment
in which to work. Management will, to the greatest degree possible, provide the
necessary equipment and training. Employees are responsible to learn and implement the
company's safety policies and to ensure that all others do likewise. Employees are also
encouraged to enhance our program through identification and suggestion of improved
methods to serve our customers while maintaining a safe and healthy workplace.
We acknowledge that our employees are vital to our success. We are committed to
providing them with the greatest degree of respect, training, and materials necessary for
you to provide a superior level of service to our customers. We ask that they step forward
with equal commitment and desire to be an industry leader.
________________________________
President
________________________________
Manager, Human Resources
Resource Plus Safety Procedures Manual
AUTHORITY
The Safety Coordinator is responsible and held accountable for the continued safe
operations of our job sites, including the safety and health of our employees. The
authority to implement and monitor our safety program is:
____________________________________________
Safety Coordinator
_______________________
Date
Resource Plus Safety Procedures Manual
III. PROGRAM RESPONSIBILITIES
Through effective implementation of our Safety and Injury Prevention Program, we
believe we can accomplish our corporate goals of becoming the leader in the Retail
Merchandising and Service industry. We must contain our costs wherever possible so we
may provide the lowest prices to our customers. We must have highly skilled and
motivated employees to ensure our products are of superior quality and delivered on time.
The purpose, therefore, of our Safety and Injury Prevention Program is:

To provide a safe and healthy working environment for our employees
and customers.

To reduce the direct and indirect costs of injuries and illnesses to our employees
and customers.

To lower our costs of insurance, which allows us to lower our costs of doing
business.
The responsibility for the successful implementation of our Safety and Injury
Prevention Program is shared by all employees. Executive Management, Safety
Management, and each employee have a responsibility and an interest to ensure that this
program is successful. Each level of responsibility is outlined below:
Executive Management Responsibilities
Executive Management must plan, organize, and administer the program by establishing
policy, setting goals and objectives, assigning responsibility, motivating and supporting
subordinates, and monitoring the program's results.
Executive Management will support and maintain the Safety and Injury Prevention
Program through multiple activities, including the following:
1.
Provide direction to the Project Managers and Team Leaders.
2.
Support the program financially.
3.
Hold every level of management accountable for their actions (or inactions) in
implementing the program.
4.
Continue to communicate to the employee’s management's commitment towards
this program.
Resource Plus Safety Procedures Manual
SAFETY MANAGEMENT RESPONSIBILITIES
The Safety Manager, will be responsible for coordinating the activities of all employees
to ensure the success of the program. Acting upon the directives of Executive
Management must identify and analyze loss exposures, examine alternative solutions,
select the best solutions for the company, implement those solutions, and monitor and
report the results.
Safety Management will direct and monitor the program's activities and effectiveness
through multiple activities, including the following:
1.
Guide Executive Management in setting the company's policies and goals.
2.
Plan, organize, and direct the resources of the Safety Department, including
outside agencies.
3.
Assist the managers in the implementation of the program.
4.
Coordinate and conduct site inspections to identify unsafe conditions and unsafe
work practices.
5.
Verify corrective actions are completed within reasonable and established periods.
6.
Review injury reports, loss analysis, and claims data to identify program trends.
7.
Establish and monitor training programs for new employees, new hazards,
management, and all employees as needed.
8.
Manage all claims in a fair and cost effective manner.
9.
Prepare and present reports to management on program results.
Resource Plus Safety Procedures Manual
V. MANAGEMENT RESPONSIBILITIES (Operations Managers, Area Mangers,
District Mangers, Project Managers)
Effective implementation of our Safety and Injury Prevention Program requires
support from our management. They must be involved in the program through many
activities, including the following:
1.
Become familiar with the program, its goals and objectives, and all policies and
procedures of the company.
2.
Fully support the program, and all employees and activities therein, and strive to
motivate all employees to achieve maximum results.
3.
Take full responsibility for the success of the program.
4.
Actively participate in any committee or activity within the facility.
5.
Review all injury and illness reports to ensure completion and to identify causes
of loss.
6.
Rectify all hazardous conditions or behaviors in an effective and timely manner.
7.
Fully train all employees towards safe operations and behaviors, communicating
to them about the program and its results.
8.
Consistently and fairly enforce all safety rules. Apply the appropriate disciplinary
actions towards those employees creating an unsafe workplace.
9.
Strive to hire quality employees, in a timely manner, which will impact the
success of the program and the company, and to retain those employees.
10.
Inspect the workplace on a regular basis to facilitate program success, regulatory
compliance, and an enhanced educational experience for our customers.
Resource Plus Safety Procedures Manual
VI. EMPLOYEE RESPONSIBILITIES
Ultimately, the success of the program and the company rests with the employees. Every
employee must become involved with the program through their activities, including the
following:
1.
Be aware of and comply with the company's safety rules and regulations.
2.
Operate all equipment in a safe manner, including utilization of all guards, and
maintaining the equipment in good working order; reporting to team leaders all
equipment in need of repair.
3.
Report all injuries to team leaders, including those involving customers and
guests, immediately.
4.
Encourage co-workers to work safely.
5.
Suggest enhancements to the program as they become aware of them.
6.
Attend all safety meetings as required.
Resource Plus Safety Procedures Manual
VII. SAFETY TRAINING
Safety training begins on the date of hire and continues throughout the course of
employment. Training is essential for program success, and includes training of new
hires, current employees, and management.
Employee Training
Employees will be trained during orientation, and work under supervision during their
initial period on the job. Their training will instill safety awareness and enhance the
company's safety culture. It will establish safe operating procedures and employee
conduct, and an awareness of the company's philosophy towards employee responsibility
and accountability.
Management Training
Training is essential for management to promote safety awareness among their
employees. Management is to be held accountable for their facility's safety performance
and will be provided with data to assist them in self-evaluations. New and current topics
will be discussed, as well as program impacts upon the company.
Training topics to management may include (but are not limited to):









Incident Costs (direct and indirect)
Self Inspection
Job Hazard Analysis
Hazard Communication
Accident Investigation
Claims Remediation
Workers' Compensation Laws
Motivation
Hiring and Termination
Safety training will be directed by the Human Resources Department, with the support of
Executive Management, and may be conducted by:




Safety Manager/Human Resource Manager
Operations Management
Loss Control Representatives from Insurance Carriers and Brokers
Outside Experts/Guests
Resource Plus Safety Procedures Manual
VIII. INSPECTIONS
To identify and evaluate hazards, Resource Plus, Inc. will conduct site inspections. The
inspections will be held periodically, utilizing employees, department management
personnel, Safety Coordinators, and external resources (insurance personnel, brokers,
OSHA staff, and outside auditors, etc.).
Each inspection will be documented on the appropriate form and signed by those who
made the inspections. The inspection reports will be directed to department management,
the Safety Manager/Human Resource Manager for analysis and hazard remediation. The
reports will include physical as well as behavioral attributes.
Unsafe conditions identified during the inspections shall be timely corrected,
immediately if possible. Eminently dangerous conditions shall be directed towards team
leaders, the Safety Manager/Human Resource Manager for immediate resolution with all
personnel evacuated from the area.
Safety inspections shall be a component of each management’s safety program and may
be utilized as a measurement of safety performance. It shall be the responsibility of the
executive management team to ensure compliance with Resource Plus, Inc. and
regulatory requirements with team leaders responsible for hazard resolution in a timely
manner. Outside safety inspections are not the tool for identification of hazards, but used
as an audit technique of the department’s safety program's performance.
Resource Plus Safety Procedures Manual
IX. EMPLOYEE COMMUNICATION
Employee involvement is crucial for the success of the Safety and Injury Prevention
Program. Resource Plus, Inc. believes that employees must be aware of the impact of the
safety program upon the company, including its ability to compete within the
marketplace. To this end, Resource Plus, Inc. will communicate safety to its employees
through employee meetings.
Employee Meetings
Safety training information is conveyed during orientation, safety meetings, and general
meetings. This information may be dispersed by management, the Safety
Manager/Human Resource Manager, and external sources. Safety awareness and
development of our safety culture are especially targeted during these meetings.
Employee suggestions and comments are encouraged.
As claims analysis dictates, Resource Plus, Inc. will be enhancing and/or modifying its
current program or will be creating new ones as needed. Performance will continue to be
measured and communicated to all employees.
Resource Plus Safety Procedures Manual
X. DISCIPLINARY PROCEDURES
Resource Plus, Inc. recognizes that some employees will, on occasion, fail to operate in
accordance with company safety policies. On those occasions it will be necessary to
reprimand those employees to ensure that they comply in the future. For severe or repeat
offenders termination may be necessary. In order to treat these employees in a fair and
consistent manner, yet not allow unsafe or unauthorized behavior, Resource Plus, Inc. has
developed standard Disciplinary Procedures for use by all team leaders.
Resource Plus, Inc.’s Disciplinary Procedures include counseling or verbal warnings,
written warnings, reassignment, suspension without pay and termination. Depending on
the severity of the violation, disciplinary actions, up to and including termination without
warning may be given.
Some examples of unauthorized conduct include:

Failure to follow instructions

Failure to report defective equipment or a safety hazard

Use of drugs or alcohol on company/job site premises

Working while under the influence of drugs or alcohol

Violation of safety rules

Failure to report injury or accident immediately

Misuse or unauthorized use of company property
To ensure fairness with all corporate policies, the Human Resources Department will
review and be available to discuss all written warnings and terminations. Each written
warning will be accompanied by a review in the policy, including operating and
performance instructions within the safety area, reinforcing Resource Plus, Inc.’s
commitment towards employee, product and customer/guest safety.
Resource Plus Safety Procedures Manual
SECTION II
ERGONOMIC PROGRAM
Resource Plus Safety Procedures Manual
ERGONOMIC PROGRAM
I. PURPOSE
It is the policy of Resource Plus, Inc. to provide all employees with a safe and healthy
work environment. An ergonomic program is vital to keeping employees safe and
healthy. This program is to educate on Repetitive Strain Injuries (RSIs) and the risk
factors that can cause or aggravate them and to prevent their occurrence. The continuous
improvement in workplace ergonomic protection will be achieved by identifying design
principles that prevent exposure to risk factors, and ensuring ongoing and consistent
management leadership and employee involvement.
Repetitive strain injuries can also be called cumulative trauma disorders (CTDs),
repetitive motion injuries (RMIs), musculoskeletal disorders (MSDs) due to overuse.
These are injuries that are caused by repetitive motions, forceful exertions, mechanical
vibrations, or sustained awkward positions.
II. COMPLIANCE
Any employee who must repeat the same motion throughout their workday, do their work
in an awkward position, use a great deal of force to perform their jobs, must repeatedly
lift heavy objects, or who face a combination of these risks, are most likely to develop an
RSI and must comply with this program. This is all employees in the corporate offices,
installation division and lawn and garden.
III. IDENTIFICATION OF RISK AND TRAINING
Jobs with increased risk of RSI will be determined by the Safety Manager (reviewing
existing records, workers’ compensation data, OSHA 200 logs, and accident/injury
reports) and evaluating jobs that have one or more of the following risk factors:
 Performance of the same motions every few seconds for more than two hours at a
time.
 fixed or awkward work postures for more than a total of two hours (for example,
overhead work, twisted or bent back, bent wrist, kneeling, stooping, or squatting).
 Use of vibrating or impact tools or equipment for more than a total of two hours.
 Manual handling of objects weighing more than 25 pounds more than once in a work
shift; and/or,
 No worker control over work pace for more than four hours.
Employees in high risk jobs shall be trained to identify risk factors and methods that can
be used to minimize the effect of the risk factors in that job. Employees shall report any
RSI concerns and related injuries or disorders to the Safety Manager.
Training:
The training on RSIs will be done during initial on-the-job training with the on-site
project manager. Training will continue throughout the employment through safety topic
training preformed before shifts. Training will also be conducted when an employee
Resource Plus Safety Procedures Manual
assumes a new position in the company, when new tools or equipment are introduced,
and when high exposure levels to ergonomic risks are determined. A large portion of
ergonomic training will be focused on back injury prevention due to the nature of this
business. Training details and specifics are further explained in the appendices.
IV. RECORDS
If an injury has been deemed a RSI, there must be appropriate documentation.
Resource Plus Safety Procedures Manual
SECTION III
EMERGENCY EVACUATION AND FIRE
PREVENTION PROGRAM
Resource Plus Safety Procedures Manual
EMERGENCY EVACUATION AND FIRE PREVENTION PROGRAM
I. PURPOSE
The purpose of the Emergency Evacuation and Fire Response Program is to protect the
health and safety of Resource Plus, Inc.’s employee and visitors. This program describes
the procedures for internal and external evacuation and response to a fire. The
notification of a hazardous situation and the response after is vital to the wellbeing of all
employees and visitors of Resource Plus, Inc.
II. COMPLIANCE
Each Resource Plus, Inc. department shall maintain an emergency evacuation plan,
which must include elements of a Fire Response Plan. The Safety Manager shall
ensure that the plan is appropriate for the exposures of that department and that the
employees have received training in the components and their responsibilities
within the plan. The preparation, posting and maintenance of the emergency
evacuation maps shall be the responsibility of the Safety Manager. All employees
are required to comply with the posted signs/maps and directions explained in the
emergency plan.
III. TRAINING
Every employee shall receive annual training in the emergency evacuation plan and their
role within the plan. The training shall be in compliance with federal and state
requirements by covering the following topics:
 Review of the plant’s Emergency Action Plan
 Responsibilities specific to each designated worker as outlined in the plan
 Elements of the plan to which the employee must know to protect himself/herself in
the event of an emergency.
 Review of the location’s Fire Response Plan.
 Fire hazards of the materials and processes at the location.
 General principles of available fire extinguisher use.
 Hazards involved in responding to small/beginning fires.
The training shall be conducted for all new hires and at least annually for all employees.
If the plan undergoes any changes, including modifying employee responsibilities, then
retraining shall be conducted.
IV. PROCEDURES
Resource Plus Safety Procedures Manual
SECTION IV
PERSONAL PROTECTIVE EQUIPMENT
PROGRAM
Resource Plus Safety Procedures Manual
PERSONAL PROTECTIVE EQUIPMENT
I. PURPOSE
The purpose of the Personal Protective Equipment Program is to ensure that all job duties
requiring the use of personal protective equipment (PPE) are identified and employees
performing these tasks are trained in the proper use and maintenance of PPE.
II. RESPONSIBILITY
The Safety Manager/Human Resource Manager will oversee the PPE program and assist
team leaders (or their designee) evaluating job duties to identify potential hazards and the
appropriate PPE for each job task. The attached hazard assessment form must be
completed by the team leader and certified by the Safety Manager/Human Resource
Manager.
III. COMPLIANCE
The Safety Manager/Human Resource Manager will coordinate the evaluation and
assessment of the work areas to determine the needed PPE to prevent injuries and
illnesses to Resource Plus, Inc.’s employees. The assessment will be conducted at least
annually or when new equipment or processes are introduced to the plant. The
assessments will be completed using the Hazard Assessment Form.
IV. SCOPE
Subjects covered by the PPE standard include:
 Head Protection
 Eye and Face Protection
 Arm and Hand Protection
 Foot and Leg Protection
Examples of PPE
Gloves - Used to protect hands from chemicals and ink, will protect skin from dermatitis,
drying or other reactions. Gloves can also be used to protect hands from cuts and
abrasions.
Goggles/Face shields - Used to protect eyes from flying particles. Used when grinding,
drilling, using compressed air, or when working with chemicals.
Respiratory Protection - Used to prevent exposure to air contaminants, such as dusts,
vapors or fumes. Filter masks are used to prevent inhalation of paper dust while blowing
out equipment.
Resource Plus Safety Procedures Manual
Head Protection - Used to protect injury to the head when there is the potential for
injuries from falling objects.
V. TRAINING
Before doing work requiring the use of PPE, employees must be trained to know when
PPE is necessary, what type of PPE is necessary, how it is to be worn, and what the
limitations of the PPE are, as well as its proper care, maintenance, useful life and
disposal.
Resource Plus, Inc. is required to certify in writing that training has been carried out and
that employees understand it. Each certification shall contain the name of the employee
training, the date(s) of training, and identify the subject certified.
Personal Protection Equipment can only be effective if the equipment is properly
maintained. All equipment should be checked periodically for wear. Replace the
equipment when necessary.
Resource Plus Safety Procedures Manual
PERSONAL PROTECTIVE EQUIPMENT STANDARD
TRAINING CERTIFICATION
This is to certify that ____________________________________ of the
______________________________Department has received and understands the
required OSHA Personal Protective Equipment Standard for general industry 29 CFR
(1910.132) given on this day ___________________________.
PERSONAL PROTECTIVE EQUIPMENT TRAINING INCLUDES:






When PPE is necessary
What PPE is necessary
How to put on, remove, adjust and wear PPE
How to properly care for and maintain PPE
When to discard deteriorating or defective PPE
Limitations of PPE ability to protect against hazards
_____________________________________
Safety Manager/Human Resource Manager
Resource Plus Safety Procedures Manual
SECTION V
POWERED EQUIPMENT PROGRAM
Resource Plus Safety Procedures Manual
POWERED EQUIPMENT PROGRAM
I. PURPOSE
To train and instruct all applicable employees in the safe handling and operation of
equipment, including forklifts, contributing to the safety of Resource Plus, Inc.
employees.
II. COMPLIANCE
Safety Manager/Human Resource Manager shall ensure that only authorized operators
are allowed to operate equipment, the operator shall have received sufficient training
qualifying them as meeting the standards of Resource Plus, Inc...
All operators successfully completing training may receive a Resource Plus, Inc.’s
Equipment Operator license, valid for 2 years. A list of all trained and licensed personnel
will be established and maintained within the appropriate department.
All operators are expected to adhere to the Resource Plus, Inc. and Clients Safe Operating
Rules.
All operators shall complete a pre-trip inspection prior to operation. The inspections must
be documented, and are to be maintained by the department utilizing the powered
equipment. An operator need only complete a single pre-trip inspection at the beginning
of their shift if they are to remain operating the same powered equipment throughout their
shift. If the operator moves to new powered equipment then a new pre-trip would have to
be completed.
Following any incident involving a powered industrial truck, if a training issue is
identified, the operator must undergo retraining as appropriately defined by the
supervisor.
III. TRAINING
There are federal and state rules governing the operation of industrial trucks. All
Resource Plus, Inc. industrial truck operators shall receive training in the following:
The operator-training program will include:
 acquainting the operator with the equipment and how it works
 teaching the operator the fundamental rules before operating the
equipment
 knowledge and performance testing
Resource Plus Safety Procedures Manual
 carefully supervised practice driving on a planned course, and
 continuing emphasis on safe driving after graduation from the training
program
IV. POWERED EQUIPMENT SAFE OPERATING RULES
All Resource Plus, Inc. personnel shall adhere to the following safe operating rules:
1. Only certified operators completing the Resource Plus, Inc.’s training shall
operate any powered industrial truck, including forklifts, powered pallet jacks,
etc.
2. All operators of forklifts should wear seat belts, if so equipped.
3. Operators of forklifts must inspect the unit before use. (See pre-trip inspection
checklist)
4. Operators shall look in the direction of their path of travel.
5. Operators must always keep their speed prudent to the condition within their work
environment. Always maintain safe distances from other equipment.
6. Always avoid making quick starts, jerky stops or quick turns.
7. Horseplay while operating a forklift is strictly forbidden
8. Operators must slow down for wet or slippery surfaces
9. Only move loads which are secured and safely loaded
10. Always maintain control of the forklift at all times to safely stop in case of an
emergency
11. Operators must always yield to all pedestrians
12. Operators should reduce their speed at crossroads and/or aisles. When vision is
obstructed by corners, always keep to the right. Always us the horn when
approaching these areas.
13. Operators must always sound their horn when approaching entrances, exits,
doorways, etc. Continue sounding the horn until you cross over the threshold.
14. When leaving the forklift unattended, the controls should be placed in the off or
neutral position, brakes set, key removed and the forks lowered completely.
Resource Plus Safety Procedures Manual
15. One operator on a forklift only - no riders.
16. When a forklift is used to elevate a person, use a work platform with rails
(securely fastened) that meets OSHA requirements. No employees are allowed to
stand on any raised pallet.
17. No one should be permitted to walk under elevated forks.
18. If at any time a forklift is found to be in need of repair, or is in anyway unsafe,
(See daily inspection checklist) report it immediately to a supervisor. Unit must
be cleared for use by a supervisor or a machinists/mechanic.
19. Open flames must never be used for checking water levels in batteries. A
flashlight should be used when necessary.
20. Operators must observe the designated load capacity of the forklift. Counter
weighing is prohibited. No modification can be made to forklift without truck
manufacturers written approval. Caution should be used when tilting a load
forward or backward, especially when stacking or down stacking above ground
level.
21. Operators must never put their arms or legs between the uprights of the mast or
outside the running lines of the forklift.
22. Forks must be placed under a load as far as possible and tilted back to cradle the
load.
23. A load should be carried as low as possible, allowing reasonable ground
clearance. When a forklift is empty, the Operator should travel with the forks in
the same manner.
24. Always watch for overhead clearances.
25. Forklifts must never be driven up to anyone standing in front of a fixed object.
26. Before raising or lowering the forks, the forklift should be completely stopped.
27. When inserting forks into a pallet or load, adjust the forks so that they are level.
They should be placed high enough into the pallet or under the load, and as wide
apart as possible. Enter pallet to backrest stop.
28. Always be aware of the rear and swing of your forklift.
29. When lowering a load, lower it slow and steady.
30. Forklifts should never be used to push a load into place.
Resource Plus Safety Procedures Manual
31. Always use both forks when lifting
32. Should your forklift tip, do not attempt to jump from it. Grip steering wheel, brace
feet to floor and stay in the operator’s seat if possible.
33. All accidents involving a forklift must be reported to your supervisor
immediately.
Resource Plus Safety Procedures Manual
Daily Powered Equipment Checklist Form
Operator’s Name:
Date:
Powered Industrial Truck #:
Type (circle): LPG Electric
OPERATOR MUST COMPLETE CHECKLIST AT START OF SHIFT
Hand in to team leader when checklist completed.
HOUR METER READING: _________________
Check each of the areas that pertain to your powered industrial truck. Any area marked ‘Unsatisfactory’ must be
explained in comments section below and discussed with your team leader.
Visual Checks
Tire Condition
Head/Tail Lights
Warning Lights
Fluid Levels, battery
Battery Plug Condition
Battery Indicator
Seatbelts
Forks
LPG Tank
Mirrors
Overhead Guard
Other Gauges
Fluid Leaks
Satisfactory
Unsatisfactory
N/A
Operations Checks
Horn
Steering
Service Brake
Parking Brake
Hydraulic Controls
Hose Reel
Engine
Mast
Attachment(s)
Satisfactory
Unsatisfactory
N/A
Comments:
Operator Signature: _________________________________________________ Date _______________________
Team Leader Signature: _____________________________________________ Date _______________________
Resource Plus Safety Procedures Manual
SECTION VI
DRIVER’S SAFETY PROGRAM
Resource Plus Safety Procedures Manual
DRIVER’S SAFETY PROGRAM
I. PURPOSE
To prevent automobile liability accidents resulting in injuries and/or damages to
Resource Plus, Inc.’s employees, vehicles, equipment, and product, and to the general
public by establishing minimum standards for driver selection and retention.
II. COMPLIANCE
Resource Plus, Inc. has established minimum standards of performance for its drivers of
company vehicles, and those employees operating their own vehicles on company
business.
The Safety Manager/Human Resource Manager is responsible for developing,
implementing, and monitoring all safety guidelines and procedures. The Safety
Manager/Human Resource Manager shall qualify employees as authorized drivers,
monitor driver training, establish and manage driver qualification files for all drivers,
conduct accident investigations and maintain an accident register, and monitor driver
performance to ensure “unsafe” drivers may no longer drive for Resource Plus, Inc.
Management shall not allow or require an unauthorized driver to operate a Resource Plus,
Inc.’s vehicle or to drive their own vehicle on company business. The management shall
immediately notify the Safety Manager/Human Resource Manager of any automobile
accident.
III. DRIVER SELECTION
When employees are allowed to drive a company vehicle, or to drive any vehicle for the
company while performing job duties, they are entrusted not only with the operation and
care of the vehicle, but also the company's reputation and profits. To ensure we have the
highest quality of skilled drivers behind the wheels of our vehicles we have implemented
the following driver selection policies:
1. No employee shall operate any company vehicle without first being pre-qualified to
have met the minimum standards established within this program. The Safety
Manager/Human Resource Manager shall be responsible for pre-qualifying all
applicants and employees.
2.
No team leader shall require nor allow any employee not pre-qualified to
operate any company vehicle.
3.
Employees and applicants wishing to become drivers shall submit the
following information:
 Completed application.
Resource Plus Safety Procedures Manual
 Original copy of MVR (not older than two weeks from submission).
 Driver’s license.
 Medical examiner's certificate (if driver will be operating a vehicle regulated as
a commercial vehicle).
 Proof of liability insurance.
4. We have established the following minimum standards which our employees and
applicants must meet to be able to operate our vehicles:
 Submit currently valid motor vehicle license.
 At least 21 years of age.
 Current Motor Vehicle Record (MVR) may not reveal
* One type “A” violation within five years or three type “B” violations in
3years.
 Commercial Driver’s License (CDL) holders must additionally comply with
DOT regulations, including:
* pass pre-employment substance abuse screen.
* hold current medical examiner's certificate *if applicable
* submit current valid CDL.
5. Employees and applicants with suspended licenses may be considered for a driving
position once the license returns to valid status.
6. To ascertain the above information, the Safety Manager/Human Resource Manager,
together with the management, may use any of the following items/procedures:
 Current driver’s license.
 Current MVR.
 Reference checks.
 Interviews.
 Application forms and resumes.
 Written and/or road tests.
 Substance Abuse Screen.
7. Current drivers shall have their MVRs pulled at least annually to review driving
performance, serving as an on-going driver selection process. Those drivers found to
have exceeded the allowable standards as defined above shall be disciplined
accordingly, up to and including termination.
8. The Safety Manager/Human Resource Manager shall be responsible for assessing the
preventability of each accident. Each driver will be assessed points based on the
number of preventable accidents in the prior months, the number of months to be
determined by the Safety Manager/Human Resource Manager. Based on a set number
of points, drivers will be evaluated following each accident to determine whether they
are to be considered an unsafe driver. Drivers so considered shall have their driving
Resource Plus Safety Procedures Manual
privileges revoked, be transferred to a non-driving position if possible, or if not
possible to be subject to other disciplinary action(s), up to an including termination.
9. Resource Plus, Inc. reserves the right to require all employees and applicants to
submit to a substance abuse screen, including alcohol testing. Such a screen may be
given under the following criteria:
 Pre-employment.
The test may be given post-offer, where the offer of employment is
conditioned upon the applicant's ability to pass a substance abuse screen.
 Post-accident.
The test may be required following a vehicular accident. The driver would be
required to report to a testing facility of our choosing and submit to a
substance abuse test, including alcohol.
 Reasonable suspicion.
Where we have reasonable suspicion to suspect an employee is under the
influence of drugs and/or alcohol we may require the employee to report to a
testing facility of our choosing and to submit to a substance abuse screen,
including alcohol.
 Biennial.
When CDL drivers receive their two-year DOT medical examination they will
be required to pass a substance abuse screen, including alcohol.
 Random.
At the company's discretion, we may require randomly selected drivers to
immediately report to a testing facility of our choosing and to submit to a
substance abuse screen, including random.
 Fitness-for-Duty.
Following a positive drug or alcohol screen employees may be referred to a
treatment program. Upon the successful completion of an accepted treatment
program, but prior to returning to work as a driver, employees are required to
successfully pass a Fitness-for-Duty test.
Resource Plus Safety Procedures Manual
 Periodic
Employees who have failed a substance abuse screen and then return to work
following an accepted treatment program and a Fitness-for-Duty test are
subject to periodic testing over a period of months, not to exceed 60 months.
The tests are solely at our discretion.
In accordance with our substance abuse policy, applicants whom fail a pre-employment
substance abuse screen will not be considered for hire. They will remain ineligible to reapply for the next 12 months.
V. ACCIDENT INVESTIGATION AND RECORDS
Every motor vehicle accident will be investigated to determine the preventability and
causality, used for:
 Implementation of preventative measures.
 Improved driver selection processes.
 Identify need for additional/refresher driver training.
 Improved vehicle inspection or maintenance activities.
 Administration of chargeback and incentive programs.
To assist in timely and accurate accident investigations, the following procedures are
established:
1. It is the responsibility of each driver to ensure they have an accident report in their
vehicle before departing.
2. The driver shall contact their supervisor and the Safety Manager/Human Resource
Manager as soon as possible, from the scene if location permits.
3. Employees are responsible for completing the accident report at the scene.
4. The employee's team leader shall forward the completed accident report to the Safety
Manager/Human Resource Manager as soon as possible.
5. The Safety Manager/Human Resource Manager will be responsible for reporting to
and coordinating insurance carrier activities. Reporting to the carrier shall be done at
the first opportunity.
6. The Safety Manager/Human Resource Manager shall exercise sound judgment to
conduct an investigation when appropriate.
Resource Plus Safety Procedures Manual
VI. VEHICLE MAINTENANCE
Resource Plus, Inc. requires each employee that drives their vehicle to and from a job; to
ensure their vehicle is maintained. The following Preventative Maintenance should be
included in their maintenance plan.
1. Preventative Maintenance: Preventative maintenance shall anticipate problems and
plan for their correction before they become serious. All maintenance performed shall
be documented in accordance with federal and state regulations and as noted above.
The following items shall be executed on a regularly scheduled basis as established
by the maintenance department:
 Change crankcase oil and oil filter.
 Lube chassis and differential.
 Check all belts and hoses and replace as needed.
 Check air filter and replace as needed.
 Check front and rear brake operation.
 Check all lights for correct operation.
 Check all fluid levels; add if needed or change.
 Rotate tires according to scheduled maintenance contract.
Resource Plus Safety Procedures Manual
Type “A” Violations
Driving under the Influence of Alcohol or Drugs
Refusing to take a Substance test
Driving with an open container (alcohol)
Reckless Driving
Careless Driving
Hit and Run
Fleeing or Evading Police or Roadblock
Resisting Arrest
Racing/Speed Contest
Driving with License Suspended or Revoked
Vehicular Assault
Homicide or Manslaughter or using a vehicle in connection with a felony
Type “B” Violations
Moving violations that include:
Speeding
Improper Lane Change
Failure to Yield
Failure to obey traffic signal or sign
Accidents
Having a license suspended in the past related to moving violations
One “A” violation in the past five years – driver must be excluded and confirmed he/she
is in non-driving position. It is no longer acceptable to place this driver with another
carrier and still drive for the insured.
Three “B” violations or two or more accidents in the past 3 years – driver must be
excluded (same as above.)
Two “B” violations or two accidents in the past 3 years must be put on warning.
Resource Plus Safety Procedures Manual
SECTION VII
CLIENT PROJECT GUIDELINES
Resource Plus Safety Procedures Manual
Client Project Guidelines
General Position Summary
Education: High school diploma or comparable experience
Technical expertise: Demonstrate merchandising skills and knowledge of the standard
practices, materials, and tools of the merchandising trade. Also, must have knowledge of
the occupational hazards and safety precautions of the trade.
Personal traits: Personal maturity, communication skills, teamwork, attention to detail,
initiative, analytical skills, planning and organization.
Responsibilities
 Adhere to Client’s safety policies and procedures
 Adhere to Client’s no smoking policy
 Adhere to Client’s dress code
 Follow Client’s project manager Direction
 Assist Client’s project manager in coordinating material handling and equipment usage
 Clean up and maintain work and storage areas
 Keep records and time cards up to date at all times
 Perform merchandising work of a quality level using tools and equipment of the trade
 Must be able to lift 100 pounds
 Ability to read and interpret documents such as safety rules, operating and maintenance
instructions, plan-o-grams and procedure manuals
 Ability to read, interpret, and work from sketches, blueprints and specifications
 The Merchandiser will be required to write routine reports and general correspondence
 Must be able to effectively present information in one-on-one and small group
situations
Tool List
This is a required tool list for setup assistants. Additional tools are encouraged.
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Cordless Drill
Impact Ratchet
Tape Measure
Assorted Drill Bits - Metal
Assorted Screw Drivers
Socket Set
Box Wrenches (¾ 9/16 ½ 7/16)
Allen Wrench Set
Resource Plus Safety Procedures Manual
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Box Cutter
*Additional tools will be provided by the project manager if needed
This is a required tool list for setup project managers. Additional tools are encouraged.
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Cordless Drill {greater than 1000 rpm} and bits
C-clamps or bar clamp
Box cutters
Tape measure
Bolt cutter small set
Drill Bits assorted sizes
Magnetic Nut Drivers 5/16 3/8 ¼
Cordless circular saw
Rubber Mallet
Crow Bar
Claw Hammer
3 lb Sledge Hammer
Assorted Phillips and Flat Head Screw drivers
Socket Set
Box Wrenches
¾ 9/16 ½ 7/16
Tin Snips
Cable Cutter
Small Torpedo Level
Allen wrench set
Chalk box and chalk
SDS hammer drill
½” corded impact
*Additional tools may be required for special projects
Client’s General Rules and Guidelines
 You must sign yourself in and sign yourself out at the front table whenever entering or
exiting the store
 Name tags are to be worn at all times
 Breaks are to be taken only at the allotted times and are for 15 minutes
 There is no food or drink allowed on the sales floor
 Smoking on Client’s property is prohibited
 Absolutely no foul language
 Client’s appearance standards are strictly enforced
Resource Plus Safety Procedures Manual
Plan-o-grams
Plan-o-grams denote where an item is to be placed within a bay. They are strictly to be
followed and to be kept in the left hand upright of the left-most bay of a set. You are to
use the Client’s item number in accordance with the plan-o-gram. Verify every set for
correct beam sizes, correct decking, product placement, electrical notes, carpentry notes,
etc.
Housekeeping Standards
 Sweep aisles on a regular basis
 In new store setups, all pallets, cardboard and waste must be broken down and placed at
the end of the aisle AS YOU WORK
 In remerchandising projects, pallets, cardboard and waste must be broken down and
disposed of AS YOU WORK in the roll containers, baler or trash compactor.
 Clean/Dust all uprights, cross braces, and displays in each bay.
 Clean all dirt, dust and excess building materials from floor under and behind bay
 Trim all loose shrink wrap from top stock and product pallets
 All ladders not being used must be placed at the end of the aisle on the left
 All fixtures (new and used) should not be placed on floor.
 Product should not be stacked on floor.
 Aisles should be kept clean and clear at all times.
 Fixture containers should be kept clear of trash and cardboard.
 All Fixtures should be stacked and placed in a safe manner inside of containers.
Resource Plus Safety Procedures Manual
SECTION VIII
MATERIALS HANDLING PROGRAM
Resource Plus Safety Procedures Manual
Manual Material Handling Program
Scope
This program applies to all departments and any employee that may conduct manual
handling tasks as part of their job responsibility. This program is intended to minimize
the potential for a back injury caused by lifting heavy objects. Employees should not lift
any object 50 pounds or greater without assistance. All employees whose work requires
heavy lifting shall be properly trained, physically qualified, and receive a medical
evaluation as required by the job description.
Policy
This program has the following objectives:
1. Ensuring employees are not required to manually lift materials or objects greater than
50 pounds as part of their job functions;
2. Assist in identifying, assessing, and controlling risks associated with manual handling
tasks;
3. Reducing the incidence of manual handling injuries; and
4. Establishing an effective system for manual material handling.
Authority and Responsibility
The Department of Health and Safety has overall responsibility for the establishment and
implementation of this program. Specific responsibility of all departments follows.
Management shall be responsible for:
Top management must be committed to the program’s success. Take an active role; be
involved; support the program by committing the time and resources to make it work;
motivate employees by demonstrating your interest and concern for their and customers’
safety, health, and well-being. Attend all safety committee meetings and respond to all
committee and employee recommendations. Develop a written statement that clearly and
firmly communicates your support. Have employees sign it and place it in their personnel
files.
Safety Coordinator shall be responsible for:
1. Evaluating material handling tasks as requested;
Resource Plus Safety Procedures Manual
2. Providing force measurements for material handling tasks as requested;
3. Providing training as requested; and
4. Assisting in the selection of appropriate assist devices as requested.
Each Department shall be responsible for:
1. Identifying operations which involve lifting or material handling tasks that may place
individuals at risk for back injuries;
2. Instituting engineering controls to reduce manual lifting injury potential;
3. Ensuring that all affected employees are trained in the appropriate requirements of this
program;
4. Providing training in proper material handling as needed; and
5. Providing employees with personnel assistance or lift assisting devices as necessary.
The Supervisors shall be responsible for:
1. Ensuring affected employees are trained;
2. Ensuring that employees use proper lifting techniques;
3. Making assistance available to employees who manually handle or lift 50 pounds or
greater;
4. Contact EHS for assistance in equipment selection, evaluations, and training; and
5. Insuring all employees who experience work-related injuries follow the appropriate
procedures.
The Employee shall be responsible for:
1. Attending the required training;
2. Using proper lifting and material handling techniques;
3. Warming up the back muscles before lifting is conducted;
4. Limiting manual lifting or handling tasks to objects less than 50 pounds;
5. Getting assistance whenever manual handling or lifting materials or objects that are 50
pounds or greater; and
6. Reporting injuries within 24 hours of their occurrence.
Resource Plus Safety Procedures Manual
General Lifting Techniques
Whether it is during leisure activities or as a part of paid work, everyone lifts, holds,
carries, pushes and pulls on a daily basis. Manual material handling involves lifting light,
heavy and awkward objects. Safe lifting is a critical aspect of daily activities and should
be the focus of any manual material handling. Before you lift, remember the following:
• Wear supportive shoes;
• Use lift assist devices (hand dollies, carts, lift tables, forklifts);
• Carry all movements out horizontally (e.g., push and pull rather than lift and lower);
• Always use your body weight and not your feet when pushing;
• Try to have most workplace deliveries placed at hip height;
• Always keep objects in the comfort zone (between hip and shoulder height);
• Keep all loads close to and in front of the body;
• Keep the back aligned while lifting;
• Maintain the center of balance;
• Let the legs do the actual lifting; and
• Reduce the size of the material to keep it light, compact and safe to grasp.
PLAN THE LIFT prior to lifting as follows
• Size up the load, its weight, shape and position;
• Determine if the load is too large, too heavy or too awkward to move alone;
• Get help from a coworker or use a mechanical aid device to help with the lift when
necessary;
• Decide on the route to take;
• Check for any problems or obstacles such as slippery or cluttered floors;
• Investigate the location where the load is going to be placed in order to anticipate any
difficulties; and
• Always exercise or warm-up the back prior to lifting.
SQUAT LIFTING should be done for a majority of all lifts. Squat lifting should be
performed as follows:
• Stand as close to the load as possible;
• Move your feet shoulder width apart;
• Tighten your stomach muscles so you can tuck your pelvis;
• Bend at the knees, keeping your back straight and stomach tucked;
• Get a good firm grip on the load;
• Hug the load close to the center of your body;
• Lift smoothly with your legs gradually straightening the knees and hips into a standing
position; and
• Avoid twisting your body as you lift.
CARRYING LOADS should be done as follows:
Resource Plus Safety Procedures Manual
• Keep the load close to the center of your body to take full advantage of the mechanical
leverage of your body;
• Do not change your grip on the load unless it is weight supported;
• Avoid twisting your body without pivoting your feet at the same time;
• If you must change direction, move your feet in that direction instead of twisting your
trunk in that direction;
UNLOADING OBJECTS should be done the same way as lifting objects, but in the
reverse order as follows:
• Slowly bend your knees to lower the load;
• Keep your back straight and the weight close to the center of your body;
• Allow enough room for fingers and toes when the load is set down;
• Place the load on a bench or table by resting it on the edge and pushing it
forward with your arms and body; and
• Secure the load to ensure that it will not fall, tip over, roll or block someone’s way.
ONE-ARM LOADS are used when carrying items such as pails or buckets. Lifting and
carrying one-arm loads should be performed as follows:
• Bend the knees and at the waist keeping your back straight;
• Reach for the load;
• Grasp the handle of the load firmly;
• Lift with your legs not your shoulders and upper back; and
• Keep your shoulders level while switching hands regularly to reduce overexertion on
one side of the body while carrying the load.
TEAM LIFTS are used when objects are too heavy, too large or too awkward for one
person to lift. Team lifts should be performed as follows:
• Work with someone of similar build and height, if possible;
• Choose one person to direct the lift (e.g., “lift on the count of three”);
• Lift with your legs and raise the load to the desired level at the same time;
• Always keep the load at the same level while carrying;
• Move smoothly and in unison; and
• Set the load down together.
OVERHEAD LIFTS should be conducted as follows:
• When lifting or lowering objects from above the shoulders, lighten the load whenever
possible;
• Stand on something sturdy such as a step stool or platform to decrease the vertical
distance; and
• When you are lowering objects from above the shoulders, slide the load close to your
body, grasp the object firmly, slide it down your body and proceed with your move.
Resource Plus Safety Procedures Manual
Mechanical Aids Alternative material-handling techniques for carrying or moving loads
are to be used whenever possible to minimize lifting and bending requirements. These
alternate techniques include the use of: hand trucks, carts, dollies, forklifts, hoists and
wheelbarrows. Although mechanical aids are used, safe lifting procedures should still be
followed by maintaining the natural curvature of the back, using the legs for any lifting
that is encountered and avoid twisting the back.
Back Belts
After a review of the scientific literature, the National Institute for Occupational Safety
and Health (NIOSH) has concluded that, because of limitations of the studies that have
analyzed workplace use of back belts, the results cannot be used to either support or
refute the effectiveness of back belts in injury reduction. Although back belts are being
bought and sold under the premise that they reduce the risk of back injury, there is
insufficient scientific evidence that they actually deliver what is promised. NIOSH does
not recommend the use of back belts to prevent injuries among workers who have been
injured because the Institute’s primary focus is on the prevention of injury.
Claims have been made that back belts reduce forces on the spine, increase intraabdominal pressure (IAP), remind workers to lift properly, stiffen the spine, and reduce
bending motions. While all of these claims have been put forth as support for the use of
back belts, they remain unproven. There is currently inadequate scientific evidence or
theory to suggest that back belts can reduce the risk of injury. Due to information that is
currently available, Resource Plus Inc. does not advocate the use of back belts. It is
recommended that back belts be provided to Resource Plus Inc. employees only by and
under the direction of a physician. The procurement of back belts will not be the
responsibility of Resource Plus Inc. Proper conditioning and training for required work
activities are the primary means for prevention of musculoskeletal illnesses and injuries
in the workplace. Questions regarding back safety and proper lifting techniques should be
directed to the Safety Coordinator/Manager. When employees are not able to conduct
their task fully due to an injury, they could be placed on work restrictions that may
contain weight or lifting restrictions. If an employee is placed on any weight restrictions,
they may not handle or lift any object heavier than what they have been restricted to until
they are cleared to return to normal duties. If a re-evaluation has been conducted and the
weight restriction has been modified or lifted the employee must follow the new
restrictions.
Work Restrictions – Return to work
If employees have experienced a work-related injury, they will receive care at Resource
Plus Inc. preferred provider in the area where the injury occurred.
One aspect of the medical management of an injury is determination of appropriate
activity. When an employee is seen at a medical facility, they may be given certain
restrictions regarding physical activity. Employees are to follow those restrictions. The
restrictions will be readdressed each time they are seen at the preferred medical provider.
Please note that in most cases, continuing usual activity with some restrictions leads to a
Resource Plus Safety Procedures Manual
better outcome than severely limiting activity. When conditions have improved enough,
the restrictions will be lifted. If employees have experienced a non-work related injury,
they will receive care from their primary care provider, or another health care
professional. Employees should follow the treatment regimen of their providers.
Supervisors should be promptly notified of any work restrictions given by the primary
care physician.
Resource Plus Safety Procedures Manual
SECTION IX
WORKPLACE VIOLENCE PREVENTION
PROGRAM
Resource Plus Safety Procedures Manual
Workplace Violence Safety Program
Table of Contents
Table of Contents ............................................................................................................................................................ 1
Workplace Violence Statistics ......................................................................................................................................... 2
OSHA Guidelines for Preventing Workplace Violence .................................................................................................. 5
Negligent Retention ......................................................................................................................................................... 7
Management’s Commitment .......................................................................................................................................... 8
Employee Involvement .................................................................................................................................................... 9
Company Policy ............................................................................................................................................................. 10
Safety Program Endorsement and Statement................................................................................................................... 11
Worksite Analysis ........................................................................................................................................................... 12
Hazard Prevention and Controls ...................................................................................................................................... 15
Violent Warning Signs Checklist .................................................................................................................................... 20
Conflict Resolution Techniques ...................................................................................................................................... 22
Tips for Dealing With Violent Situations ........................................................................................................................ 23
Safety and Health Training .............................................................................................................................................. 24
Safety and Health Recordkeeping ................................................................................................................................... 26
Report Claims Promptly .................................................................................................................................................. 28
Elements of a Program Evaluation .................................................................................................................................. 29
Appendix
Incident Report and Suspect Description Report ............................................................................................................. 30
Employee Safety During A Robbery ............................................................................................................................... 34
Workplace Violence Exposure Survey ............................................................................................................................ 35
Business Travel Safety .................................................................................................................................................... 37
Security Analysis Checklist ............................................................................................................................................. 40
Resource Plus Safety Procedures Manual
Workplace Violence Statistics
Every year thousands of people are hurt and hundreds killed as a result of violence in the
workplace. Statistics indicate that incidents of workplace violence have steadily increased
over the past several years and can cost businesses a significant amount of money if not
managed properly. Violence in the workplace is a serious safety and health issue. Its
most extreme form, homicide, is the fourth-leading cause of fatal occupational injury in
the United States. According to the Bureau of Labor Statistics Census of Fatal
Occupational Injuries, there were 564 workplace homicides in 2005 in the United States,
out of a total of 5,702 fatal work injuries.
According to the American Association of Occupational Health Nurses Workplace
Violence Survey Snapshot:
 Nearly 20 percent of the American workforce claim that an episode of violence
against an employee has occurred within their workplace.
 Men and women have different perspectives on what constitutes violence in the
workplace. Significantly more women than men consider stalking (94 percent vs.
73 percent), threats or intimidation (90 percent vs. 76 percent), overly aggressive
emotional behavior that threatens others (90 percent vs. 78 percent), sexual
harassment (97 percent vs. 83 percent) as acts of workplace violence.
A majority of respondents could identify certain behavioral traits as possible warning
signs for acts of potential workplace violence
 Use of alcohol or drugs (75 percent)
 Expressing anger regularly in the workplace (71 percent)
 Loud and aggressive nature (53 percent)
Yet most respondents failed to recognize some of the most common signs that the FBI
identifies as possible traits for offenders.
 Quiet, keeps to themselves (30 percent)
 Passive in nature (21 percent)
 Negative behavior, lying (3 percent)
 Change in behavior or mood (2 percent)
 Personal hardships (2 percent)
 Past history of violence (2 percent)
 Mental illness, bi-polar, depression (1.7 percent)
 Verbal threats or abuse (1 percent)
Many Americans feel that their current work environment is safe from threats of
workplace violence. Only 12 percent of respondents indicated a level of concern that they
will experience an act of workplace violence in their current work environment.
However, the Department of Labor’s Bureau of Labor Statistics lists homicide as the
Resource Plus Safety Procedures Manual
second leading cause of death within the workplace. The public may be unaware of the
prevalence of workplace violence, perhaps leading to a false sense of security. Source:
AAOHN
Drawing on responses to the National Crime Victimization Survey, a Justice Department
report estimated that an average of 1.7 million “violent victimizations,” 95 percent of
them simple or aggravated assaults, occurred in the workplace each year from 1993
through 1999.*
Estimates of the costs, from lost work time and wages, reduced productivity, medical
costs, workers’ compensation payments, and legal and security expenses, are even less
exact, but clearly run into many billions of dollars.
Although homicides make the headlines, most incidents of workplace violence involve
situations other than homicide. These situations include threats and verbal abuse, physical
assaults, fistfights, domestic and romantic disputes, and harassment.
Most incidents of workplace violence can be categorized into one of four types.
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Type I Perpetrators are individuals or groups who have no legitimate relationship to
the workplace. They usually enter the workplace to commit a robbery or other
criminal act. Terrorist acts involving the workplace are considered Type I.
Type II Perpetrators are customers or clients who are either a recipient or the object
of services or products provided by the organization, or have a legitimate relationship
with it (e.g., vendors, contractors, or visitors). The risk of violence could result from
enraged, out-of-control customers, contractors or visitors.
Type III Perpetrators are individuals who have an employment relationship with the
organization as a current or former employee, supervisor or manager. Some of the
risks include harassment, romantic obsession, fighting, suicide and physical
retaliation after discipline, or termination.
Type IV Perpetrators are individuals who have a personal relationship with a
current or former employee and are usually a friend, acquaintance, relative,
boyfriend, girlfriend or domestic partner. Romantic triangle conflicts, domestic
violence and stalking can arise from these perpetrators.
Promoting a workplace free from undue conflict, harassment, hostilities or
discrimination, with professional interaction and communication will greatly improve
productivity at work. Many states now require mandatory training on the topics of
harassment, bias and discrimination. Proper training on these issues can have a positive
effect on organizations and should be part of annual training, whether required or not, in
the overall loss prevention effort. Many of these acts are considered forms of workplace
violence. When developing a comprehensive workplace violence loss prevention plan it
is necessary to include several other components in addition to compliance training.
Resource Plus Safety Procedures Manual
When dealing with issues of violence in the workplace, it is important to develop a
comprehensive plan, including a violence policy and procedures. The plan must be
systematic and communicated effectively and consistently throughout the organization.
The plan should be proactive, with a goal of preventing incidents or lessening their
impact by encouraging reporting and action. The plan needs to be reactive with
articulated procedures that allow for immediate and appropriate response depending on
the circumstances.
Resource Plus Safety Procedures Manual
OSHA Guidelines for Preventing Workplace Violence
OSHA has issued guidelines for preventing workplace violence in the following
industries:
Healthcare and Social Services
The Bureau of Labor Statistics (BLS) reports that there were 69 homicides in the health
services from 1996 to 2000 and 48 percent of all non-fatal injuries from occupational
assaults and violent acts occurred in health care and social services. Most of these
occurred in hospitals, nursing and personal care facilities, and residential care services.
Nurses, aides, orderlies and attendants suffered the most non-fatal assaults resulting in
injury.
Injury rates also reveal that health care and social service workers are at high risk of
violent assault at work. BLS rates measure the number of events per 10,000 full-time
workers—in this case, assaults resulting in injury. In 2000, health service workers overall
had an incidence rate of 9.3 for injuries resulting from assaults and violent acts. The rate
for social service workers was 15, and for nursing and personal care facility workers, 25.
This compares to an overall private sector injury rate of 2.
Late night Retail Establishments
From 1980 to 1992, the overall rate of homicide was 1.6 per 100,000 workers per year in
the retail industry, compared with a national average of 0.70 per 100,000 workers
(NIOSH, 1996). Job-related homicides in retail trade accounted for 48 percent of all
workplace homicides in 1996 (BLS, 1997). The wide diversity within the retail industry
results in substantial variation in levels of risk of violence. Homicides in convenience and
other grocery stores, eating and drinking places, and gasoline service stations constituted
the largest share of homicides in retail establishments (BLS, 1997). From 1990 to 1992,
the highest annual homicide risks among retail industries were as follows:
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Liquor stores: 7.5 per 100,000 workers
Gasoline service stations: 4.8 per 100,000
Jewelry stores: 4.7 per 100,000
Grocery stores (including convenience stores): 3.8 per 100,000
Eating and drinking places: 1.5 per 100,000 (NIOSH, 1996). The retail sector
accounted for 21 percent of nonfatal assaults in 1992, second only to the general
services sector. Within that 21 percent, grocery stores experienced 6 percent of
assaults, eating and drinking places had 5 percent, and other general retail
establishments had 10 percent (NIOSH, 1996).
Although these are guidelines and not standards, OSHA can and will cite uncontrolled
hazards under the General Duty Clause for both these and other industries.
Resource Plus Safety Procedures Manual
A Workplace Violence Prevention program should include:
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Management commitment and employee involvement;
Worksite analysis;
Hazard prevention and control;
Safety and health training; and
Recordkeeping and program evaluation.
Resource Plus Safety Procedures Manual
Negligent Retention
The majority of workplace violence deals with threats, intimidation, fights and other
physical assaults. Domestic problems can also arise. Your number one goal is to ensure
the safety of all employees. Therefore, all violent incidents should be taken seriously and
investigated immediately.
Failure to investigate and intervene may result in a lawsuit for negligent retention.
Negligent retention
The theory of negligent retention is that:
 An employer could be held liable for a victim’s injuries caused by a violent
employee if the employer knew about the employee’s violent tendencies but failed
to take further action to prevent those injuries from happening.
 Several violent, hostile, abusive incidents involving co-workers, might be the basis
for proving that the employer knew or should have known about an employee’s
violent tendencies.
To avoid being held liable under negligent retention lawsuits, you should take remedial
action to separate the violent employee from other employees and/or customers as there
could be liability implications. It is important to consult your legal counsel in these
situations. Two options are to:
1. Suspend the violent employee until an investigation has been performed or
2. Expressly prohibit the violent employee from returning to the workplace until an
investigation has been completed.
Resource Plus Safety Procedures Manual
Management’s Commitment
Top management must be committed to the program’s success. Take an active role; be
involved; support the program by committing the time and resources to make it work;
motivate employees by demonstrating your interest and concern for their and customers’
safety, health, and well-being. Attend all safety committee meetings and respond to all
committee and employee recommendations. Develop a written statement that clearly and
firmly communicates your support. Have employees sign it and place it in their personnel
files.
Management provides the motivation and resources to deal effectively with workplace
violence. The visible commitment of management to worker safety and health is an
essential precondition for its success. Management can demonstrate its commitment to
violence prevention through the following actions:
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Create and disseminate a policy to managers and employees that expressly
disapproves of workplace violence, verbal and nonverbal threats, and related
actions.
Take all violent and threatening incidents seriously, investigate them, and take
appropriate corrective action.
Outline a comprehensive plan for maintaining security in the workplace.
Assign responsibility and authority for the program to individuals or teams with
appropriate training and skills. This means ensuring that all managers and
employees understand their obligations.
Provide necessary authority and resources for staff to carry out violence
prevention responsibilities.
Hold managers and employees accountable for their performance. Stating
expectations means little if management does not track performance, reward it
when competent, and correct it when it is not.
Take appropriate action to ensure that managers and employees follow the
administrative controls or work practices.
Institute procedures for prompt reporting and tracking of violent incidents that
occur in and near the establishment.
Encourage employees to suggest ways to reduce risks, and implement appropriate
recommendations from employees and others.
Ensure that employees who report or experience workplace violence are not
punished or otherwise suffer discrimination.4
Work constructively with other parties such as landlords, lessees, local police, and
other public safety agencies to improve the security of the premises.
Resource Plus Safety Procedures Manual
Employee Involvement
Management commitment and employee involvement are complementary elements of an
effective safety and health program. To ensure an effective program, management, frontline employees, and employee representatives need to work together in the structure and
operation of their violence prevention program.
Employee involvement is important for several reasons. First, front-line employees are an
important source of information about the operations of the business and the environment
in which the business operates. This may be particularly true for employees working at
night in retail establishments when higher level managers may not routinely be on duty.
Second, inclusion of a broad range of employees in the violence prevention program has
the advantage of harnessing a wider range of experience and insight than that of
management alone. Third, front-line workers can be very valuable problem solvers, as
their personal experience often enables them to identify practical solutions to problems
and to perceive hidden impediments to proposed changes. Finally, employees who have a
role in developing prevention programs are more likely to support and carry out those
programs.
Methods for cooperation between employees and management can vary. Some employers
could choose to deal with employees one-on-one or assign program duties to specific
employees. Other employers may elect to use a team or committee approach. The
National Labor Relations Act may limit the form and structure of employee
involvement.5 Employers should seek legal counsel if they are unsure of their legal
obligations and constraints.
Employees and employee representatives can be usefully involved in nearly every aspect
of a violence prevention program. Their involvement may include the following:
 Participate in surveys and offer suggestions about safety and security issues.
 Participate in developing and revising procedures to minimize the risk of violence
in daily business operations.
 Assist in the security analysis of the establishment.
 Participate in performing routine security inspections of the establishment.
 Participate in the evaluation of prevention and control measures.
 Participate in training current and new employees.
 Share on-the-job experiences to help other employees recognize and respond to
indicators of workplace violence.
Resource Plus Safety Procedures Manual
Company Policy
This policy should state that violence will not be tolerated and any disciplinary actions
for violating the policy. It should also encourage victims of workplace violence to report
all incidents of workplace violence. This policy should be communicated to all
employees and visitors.
At a minimum, workplace violence prevention statements should:
 Create and disseminate a clear policy of zero tolerance for workplace violence,
verbal and nonverbal threats and related actions. Ensure that managers,
supervisors, coworkers, clients, patients and visitors know about this policy.
 Ensure that no employee who reports or experiences workplace violence faces
reprisals.
 Encourage employees to promptly report incidents and suggest ways to reduce or
eliminate risks. Require records of incidents to assess risk and measure progress.
 Outline a comprehensive plan for maintaining security in the workplace. This
includes establishing a liaison with law enforcement representatives and others
who can help identify ways to prevent and mitigate workplace violence.
 Assign responsibility and authority for the program to individuals or teams with
appropriate training and skills. Ensure that adequate resources are available for this
effort and that the team or responsible individuals develop expertise on workplace
violence prevention in health care and social services.
 Affirm management commitment to a worker-supportive environment that places
as much importance on employee safety and health as on serving the patient or
client.
 Set up a company briefing as part of the initial effort to address issues such as
preserving safety, supporting affected employees and facilitating recovery.
Resource Plus Safety Procedures Manual
Safety Program Endorsement and Statement
We at Resource Plus Inc. are committed to working with our employees to provide a safe
workplace. It is our policy that employees should report unsafe conditions and will not
perform work tasks if it is considered unsafe. We all play an equal part. Everyone must
report any/all incidents, injuries, and unsafe conditions to their supervisors. We have
established a protocol for this purpose and expect to see our mission of minimizing
workplace injuries and incidents fulfilled.
All employee recommendations to improve safety and health conditions are encouraged
and will be given thorough consideration by our management team. Management will
give top priority to and provide the financial resources for the correction of unsafe
conditions and analysis of unsafe work practices. Your ideas and involvement with
fulfilling the program goals and objectives will be expected.
The primary responsibility for the coordination, implementation, and maintenance of
Resource Plus Inc. workplace safety program has been assigned to:
Name: Jeany Williamson
Trainer
Function/Title: Safety
Title: Safety Coordinator/Sr. Project Manager
Telephone: 904-627-4498
Senior management will be actively involved with our work force in establishing and
maintaining an effective safety program. Our safety coordinator and other members of
our management team will participate with us or each department’s employee
representative in ongoing safety and health program activities by:
 Promoting both employee and safety committee participation;
 Providing safety and health education and training; and
 Reviewing and updating safe work practice expectations.
This is intended to reiterate Resource Plus Inc. management’s commitment to,
involvement in, and expectations of providing our employees a safe and healthy
workplace. Our workplace safety program will be incorporated as the standard of practice
for this organization. Compliance with these safe work expectations will be required of
all employees as a condition of employment. Our company focus will hold all employees
accountable for safety performance equal with quality and production expectations.
(Signed by/Title)
(Date)
Resource Plus Safety Procedures Manual
Worksite analysis
Common Risk Factors for Workplace Violence
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Contact with the public;
Exchange of money;
Delivery of passengers, goods, or services;
Working alone or in small numbers;
Working late night or early morning hours;
Working in high-crime areas (NIOSH, 1996);
The prevalence of handguns and other weapons among patients, their families or
friends;
The increasing use of hospitals by police and the criminal justice system for
criminal holds and the care of acutely disturbed, violent individuals;
The increasing number of acute and chronic mentally ill patients being released
from hospitals without follow-up care (these patients have the right to refuse
medicine and can no longer be hospitalized involuntarily unless they pose an
immediate threat to themselves or others);
The availability of drugs or money at hospitals, clinics and pharmacies, making
them likely robbery targets;
Factors such as the unrestricted movement of the public in clinics and hospitals
and long waits in emergency or clinic areas that lead to client frustration over an
inability to obtain needed services promptly;
The increasing presence of gang members, drug or alcohol abusers, trauma
patients or distraught family members;
Low staffing levels during times of increased activity such as mealtimes, visiting
times and when staff are transporting patients;
Isolated work with clients during examinations or treatment;
Solo work, often in remote locations with no backup or way to get assistance,
such as communication devices or alarm systems (this is particularly true in highcrime settings);
Lack of staff training in recognizing and managing escalating hostile and
assaultive behavior; and
Poorly lit parking areas.
Hazard Analysis
Review the Record and past incidents in the last 2-3 years at each location. The following
questions may be helpful in compiling information about past incidents:
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Has your business been robbed during the last 2-3 years? Were robberies
attempted? Did injuries occur due to robberies or attempts?
Have employees been assaulted in altercations with customers?
Have employees been victimized by other criminal acts at work (including
shoplifting that became assaultive)? What kind?
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Have employees been threatened or harassed while on duty? What was the
context of those incidents?
In each of the cases with injuries, how serious were the injuries?
In each case, was a firearm involved? Was a firearm discharged? Was the threat
of a firearm used? Were other weapons used?
What part of the business was the target of the robbery or other violent incident?
At what time of day did the robbery or other incident occur?
How many employees were on duty?
Were the police called to your establishment in response to the incident? When
possible, obtain reports of the police investigation.
What tasks were the employees performing at the time of the robbery or other
incident? What processes and procedures may have put employees at risk of
assault? Similarly, were there factors that may have facilitated an outcome
without injury or harm?
Were preventive measures already in place and used correctly?
What were the actions of the victim during the incident? Did these actions affect
the outcome of the incident in any way?
Are either the product, or parts in the manufacturing process, in demand on the
black market?
Value of Screening Surveys
One important screening tool is an employee questionnaire or survey to get employees'
ideas on the potential for violent incidents and to identify or confirm the need for
improved security measures. Detailed baseline screening surveys can help pinpoint tasks
that put employees at risk. Periodic surveys—conducted at least annually or whenever
operations change or incidents of workplace violence occur—help identify new or
previously unnoticed risk factors and deficiencies or failures in work practices,
procedures or controls. Also, the surveys help assess the effects of changes in the work
processes. The periodic review process should also include feedback and follow-up.
Independent reviewers, such as safety and health professionals, law enforcement or
security specialists and insurance safety auditors, may offer advice to strengthen
programs. These experts can also provide fresh perspectives to improve a violence
prevention program.
Workplace Security Analysis
Identify hazards, conditions, operations, and situations that could lead to violence. The
initial risk assessment includes a walkthrough survey to provide the data for risk
identification and the development of a comprehensive workplace violence prevention
program. The assessment process includes the following:
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Analyze incidents, including the characteristics of assailants and victims. Give an
account of what happened before and during the incident, and note the relevant details
of the situation and its outcome.
Resource Plus Safety Procedures Manual
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Identify any apparent trends in injuries or incidents relating to a particular worksite,
job title, activity, or time of day or week. The team or coordinator should identify
specific tasks that may be associated with increased risk.
Identify factors that may make the risk of violence more likely, such as physical
features of the building and environment, lighting deficiencies, lack of telephones and
other communication devices, areas of unsecured access, and areas with known
security problems.
Evaluate the effectiveness of existing security measures. Assess whether those control
measures are being properly used and whether employees have been adequately trained in
their use.
Resource Plus Safety Procedures Manual
Hazard Prevention and Controls
The locations that were most attractive had large amounts of cash on hand, an obstructed
view of counters, poor outdoor lighting, and easy escape routes. Subsequent studies have
confirmed that robbers do not choose targets randomly but, instead, consider
environmental factors. There are many prevention techniques that businesses can
implement to help prevent workplace violence. These techniques can include, but are not
limited to:
Pre-employment screening - The best way to prevent workplace violence is to not hire
potentially violent people. Employers that use effective hiring practices often reduce the
likelihood of hiring people who are more prone to exhibiting violent behavior. Some of
the more effective screening practices are written job applications, interviews, reference
checks, police/criminal background checks, and post job offer drug tests.
Emergency Response Plan - Workplace violence risk reduction plans should include
well-defined emergency response procedures for non-traumatic threats and acts, as well
as traumatic events. A relationship with outside support services (police, fire, ambulance,
hazardous materials, etc.) should be developed and maintained. Give specific attention to
reporting and investigation procedures, counseling and terminating difficult employees.
Other important components include procedures to avoid further trauma, trauma
response, media relations and critical incident stress debriefing.
Engineering Controls and Workplace Adaptation - Engineering controls remove the
hazard from the workplace or create a barrier between the worker and the hazard. The
following physical changes in the workplace can help reduce violence-related risks or
hazards in retail establishments:
 Improve visibility as visibility is important in preventing robbery in two respects:
First, employees should be able see their surroundings, and second, persons
outside the store, including police on patrol, should be able to see into the store.
Employees in the store should have an unobstructed view of the street, clear of
shrubbery, trees or any form of clutter that a criminal could use to hide. Signs
located in windows should be either low or high to allow good visibility into the
store. The customer service and cash register areas should be visible from outside
the establishment. Shelves should be low enough to assure good visibility
throughout the store. Convex mirrors, two-way mirrors, and an elevated vantage
point can give employees a more complete view of their surroundings.
 Maintain adequate lighting within and outside the establishment to make the store
less appealing to a potential robber by making detection more likely. The parking
area and the approach to the retail establishment should be well lit during
nighttime hours of operation. Exterior illumination may need upgrading in order
to allow employees to see what is occurring outside the store. Use fences and
other structures to direct the flow of customer traffic to areas of greater visibility.
 Use drop safes to limit the availability of cash to robbers. Employers using drop
safes can post signs stating that the amount of cash on hand is limited.
Resource Plus Safety Procedures Manual
 Install video surveillance equipment and closed circuit TV (CCTV) to deter
robberies by increasing the risk of identification. This may include interactive
video equipment. The video recorder for the CCTV should be secure and out of
sight. Posting signs that surveillance equipment is in use and placing the
equipment near the cash register may increase the effectiveness of the deterrence.
 Put height markers on exit doors to help witnesses provide more complete
descriptions of assailants.
 Use door detectors to alert employees when persons enter the store.
 Control access to the store with door buzzers.
 Use silent and personal alarms to notify police or management in the event of a
problem. To avoid angering a robber, however, an employee may need to wait
until the assailant has left before triggering an alarm.
 Install physical barriers such as bullet-resistant enclosures with pass-through
windows between customers and employees to protect employees from assaults
and weapons in locations with a history of robberies or assaults and located in
high-crime areas.
 Assess any plans for new construction or physical changes to the facility or
workplace to eliminate or reduce security hazards.
 Install and regularly maintain alarm systems and other security devices, panic
buttons, hand-held alarms or noise devices, cellular phones and private channel
radios where risk is apparent or may be anticipated. Arrange for a reliable
response system when an alarm is triggered.
 Provide metal detectors—installed or hand-held, where appropriate—to detect
guns, knives or other weapons, according to the recommendations of security
consultants.
 Use a closed-circuit video recording for high-risk areas on a 24-hour basis. Public
safety is a greater concern than privacy in these situations.
 Place curved mirrors at hallway intersections or concealed areas.
 Provide employee "safe rooms" for use during emergencies.
 Provide comfortable client or patient waiting rooms designed to minimize stress.
 Arrange furniture to prevent entrapment of employees.
 Use minimal furniture in interview rooms or crisis treatment areas and ensure that
it is lightweight, without sharp corners or edges and affixed to the floor, if
possible. Limit the number of pictures, vases, ashtrays or other items that can be
used as weapons.
 Provide lockable and secure bathrooms for staff employees separate from
customer facilities.
 Lock all unused doors to limit access, in accordance with local fire codes.
 Keep automobiles well maintained if they are used in the field.
 Lock automobiles at all times.
 Provide exterior video surveillance of doors to parking areas, dumpsters, etc.
 Provide video surveillance on enclosed areas such as walk-in refrigerators and
freezers, vaults, manufacturing “clean rooms”, etc.
Resource Plus Safety Procedures Manual
Administrative and Work Practice Controls
Administrative and work practice controls affect the way employees perform jobs or
specific tasks. The following examples illustrate work practices and administrative
procedures that can help prevent incidents of workplace violence:
 Integrate violence prevention activities into daily procedures, such as checking
lighting, locks, and security cameras, to help maintain worksite readiness.
 Keep a minimal amount of cash in each register (e.g., $50 or less), especially
during evening and late-night hours of operation. In some businesses, transactions
with large bills (over $20) can be prohibited. In situations where this is not
practical because of frequent transactions in excess of $20, cash levels should be
as low as is practical. Employees should not carry business receipts on their person
unless it is absolutely necessary.
 Adopt proper emergency procedures for employees to use in case of a robbery or
security breach.
 Establish systems of communication in the event of emergencies. Employees
should have access to working telephones in each work area, and emergency
telephone numbers should be posted by the phones.
 Adopt procedures for the correct use of physical barriers, such as enclosures and
pass-through windows.
 Increase staffing levels at night at stores with a history of robbery or assaults and
located in high-crime areas. It is important that clerks be clearly visible to patrons.
 Schedule at least 2 employees for opening and closing hours.
 Lock doors used for deliveries and disposal of garbage when not in use. Also, do
not unlock delivery doors until the delivery person identifies himself or herself.
Take care not to block emergency exits—doors must open from the inside without
a key to allow persons to exit in case of fire or other emergency. Keep rear doors
closed after dark.
 Establish rules to ensure that employees can walk to garbage areas and outdoor
freezers or refrigerators without increasing their risk of assault. The key is for
employees to have good visibility, thereby eliminating potential hiding places for
assailants near these areas. In some locations, taking trash out or going to outside
freezers during daylight may be safer than doing so at night.
 Keep doors locked before business officially opens and after closing time.
Establish procedures to assure the security of employees who open and close the
business, when staffing levels may be low. In addition, the day's business receipts
may be a prime robbery target at store closing.
 Limit or restrict areas of customer access, reduce the hours of operation, or close
portions of the store to limit risk.
 Adopt safety procedures and policies for off-site work, such as deliveries.
 State clearly to patients, clients and employees that violence is not permitted or
tolerated.
 Establish liaison with local police and Report all incidents of violence. Give police
physical layouts of facilities to expedite investigations.
Resource Plus Safety Procedures Manual
 Require employees to report all assaults or threats to a supervisor or manager (for
example, through a confidential interview). Keep log books and reports of such
incidents to help determine any necessary actions to prevent recurrences.
 Advise employees of company procedures for requesting police assistance or filing
charges when assaulted and help them do so, if necessary.
 Provide management support during emergencies. Respond promptly to all
complaints.
 Set up a trained response team to respond to emergencies.
 Use properly trained security officers to deal with aggressive behavior. Follow
written security procedures.
 Provide sensitive and timely information to people waiting in line or in waiting
rooms. Adopt measures to decrease waiting time.
 Institute a sign-in procedure with passes for visitors, especially in a newborn
nursery or pediatric department. Enforce visitor hours and procedures.
 Establish policies and procedures for secured areas and emergency evacuations.
 Discourage employees from wearing necklaces or chains to help prevent possible
strangulation in confrontational situations. Urge community workers to carry only
required identification and money.
 Provide staff with identification badges, preferably without last names, to readily
verify employment.
 Provide staff members with security escorts to parking areas in evening or late
hours. Ensure that parking areas are highly visible, well lit and safely accessible to
the building.
 Use the "buddy system," especially when personal safety may be threatened.
Encourage home health care providers, social service workers and others to avoid
threatening situations.
 Advise staff to exercise extra care in elevators, stairwells and unfamiliar
residences; leave the premises immediately if there is a hazardous situation; or
request police escort if needed.
Administrative controls are effective only if they are followed and used properly. Regular
monitoring helps ensure that employees continue to use proper work practices. Giving
periodic, constructive feedback to employees helps to ensure that they understand these
procedures and their importance.
Employee Assistance Program (EAP) - An EAP can be an excellent resource for
helping employees and their families cope with a variety of problems. Some of the more
common problems that EAPs specialize in include domestic abuse, drug and alcohol
abuse, stress, and credit problems.
Violence Prevention Team - In medium to large companies, the Crisis
Management/Threat Assessment team approach is a proven critical element in the
workplace protection plan. The team should be comprised of representatives from
Resource Plus Safety Procedures Manual
functional areas of the company who work together to ensure that the workplace violence
prevention plan is properly implemented and supported.
The Crisis Management Team:
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receives incident reports;
makes the initial situational assessment;
involves threat assessment professionals as needed;
directs the workplace violence prevention initiative; and
administers, communicates, and maintains the workplace violence prevention policy.
Team members should have the knowledge to coach managers and supervisors who are
confronted with potentially violent situations, including safely handling difficult
consultations, downsizing and dangerous terminations. In smaller companies, situational
assessment and coaching is often done by key individuals tasked with general or
departmental management. In all cases, it is important to have a clear understanding of
what constitutes violence at the earliest and lowest levels of risk in order to facilitate
early intervention.
Resource Plus Safety Procedures Manual
Violent Warning Signs Checklist
Please check all that apply to the individual in question. One or two signs alone do not
necessarily classify the person as being violent. Individuals exhibiting multiple warning
signs should be monitored closely.
 Never in a good mood and always feels as if he/she is a victim of his/her
surroundings.
 Very controlling and is often obsessed with one or more co-workers.
 Has noted sexual problems, including a history of sexual harassment of co-workers.
 Difficult to work within group-settings and usually prefers to work alone.
 Very difficult to joke around with and very rarely laughs.
 Has a criminal record or a record of drug and/or alcohol abuse.
 Owns a firearm and/or has a fascination with weapons.
 Believes in conspiracy theories and hates the government.
 Recent decline in his/her job performance.
 Spends large amounts of time away from his/her desk.
 Make others around him/her uncomfortable.
 Approves of violence such as spousal abuse, shooting sprees, fights, etc. and says that
victims of such violent acts deserve what they get.
 Recently gone through a traumatic experience, such as a divorce or loss of
employment.
 Takes little or no initiative at work.
 Seems withdrawn and disinterested at work.
 Periodically complains about things.
 Usually blames failures on co-workers.
 Becomes defensive when confronted with problems.
 Suffers from recent physiological and psychological changes, such as fluctuations in
body weight, loss of sleep, depression, or suicidal tendencies.
 Complains when asked to do something beyond what is written in his/her job
description.
 Has a history of high absenteeism from work.
 Very rarely meets deadlines at work.
Resource Plus Safety Procedures Manual
Conflict Resolution Techniques
Following are techniques that supervisors and employees often use to resolve conflicts
that arise in the workplace.
 Watch an employee's body language - clenched teeth, perspiration, shallow
breathing, red face or pale with rage.
 Don't engage the person in front of a crowd - he/she is feeding off it. And you
don't want to embarrass him/her. Get the person away (but not necessarily a oneon-one encounter).
 Breathe deeply - count to 10.
 Be calm and show confidence. This will tend to undermine any aggressive
behavior.
 Never verbally attack the person; work directly on solving the problem.
 Keep your emotions under control at all times. When emotions are high,
communication is low so never allow yourself to reach the boiling point. Don't
lose your temper or make sudden, aggressive gestures.
 Consider the other person's point of view first. Are there common themes that can
lead to a solution? Try to start with something positive. Don’t assume that your
position is the right one.
 When the person says something you agree with say, “I agree with you on that
point” or something comparable. Agree to disagree.
 Even if you don’t agree with what the other person is saying, never tell them that
you think they are wrong.
 Be honest with the person. If you don’t understand something don’t be afraid to
say, “I don’t know”. When necessary, ask for more information.
 Avoid using language that is vague. Use language that is clear and concise so that
the person knows exactly what you are talking about.
 Always listen carefully to what the other person is saying. Paraphrase what you
think they are saying to make sure you understand exactly what the problem is.
 Identify points of common interest. Compromise with the person, when possible,
and never make demands.
 If you reach an impasse, ask a question such as, “What do you think the best
solution to this problem is?”
 Never accuse the other person of anything and avoid using sarcasm or hostility
toward the person.
 If confronted with a person who insists on blaming or being defensive, don't drag
to his/her level. Offer to find someone else to help. If necessary, walk away.
 If the situation escalates out of control, immediately evacuate the premises and
contact the local police.
Resource Plus Safety Procedures Manual
Tips for Dealing With Violent Situations
Following are examples that supervisors can consider when questioning an
employee about violent acts committed.
Do
Don’t
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Be very interested in what the person has to
say and let the person speak his or her mind.
 Reject all of the person’s demands from the
start.
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Remain relaxed and project a state of
calmness. Position yourself at a right angle to
the individual.
 Use styles of communication that will turn the
person off, such as brush-offs, coldness, or
giving the person the run-around.
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Practice empathic listening and show that you
care about what the person is saying.
 Stand in positions that are challenging to the
person, such as crossing of arms or hands on
hips. Avoid physical contact, finger-pointing,
or long periods of sustained eye contact.
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If unreasonable behavior persists, establish
ground rules. Calmly describe the
consequences of violent behavior.
 Make sudden movements that might seem
threatening. Notice the tone, volume and rate
of your speech.
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Use delaying tactics that will give the person
time to calm down. An example is offering
the person a glass of water in a disposable
cup.
 Challenge, threaten, or dare the person. Never
make the person feel foolish.
Accept criticism in a positive way and when
the person is correct, acknowledge him or her
by saying “You are probably right”. If the
criticism is unwarranted, ask clarifying
questions.
 Attempt to bargain with a threatening person.
Never make false statements or promises that
you can’t keep.
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Don’t allow yourself to be blocked in by the
 Try to make the situation seem less serious
person. Make sure you have a clear path to the
than it is. Obviously the person thinks it is
exit.
serious, so treat it as such.
Resource Plus Safety Procedures Manual
Safety and Health Training
Supervisor and employee training - It is essential to communicate to all employees a
clear understanding of what the early indicators of potential violence look and sound like,
and what is considered inappropriate behavior in the workplace. Clearly defining and
communicating that inappropriate behaviors are unacceptable and will not be tolerated is
an important step in the risk reduction process. Action must then be taken when
inappropriate or threatening behaviors occur. Taking action will show that the behaviors
are not condoned, reduce the uneasiness and fear of co-workers, and begin the
intervention process.
The ability to take action depends on knowing that the problem or threat exists.
Sometimes, in the aftermath of an undeniably violent event, comments by interviewed
employees indicate prior awareness of a problem but failure to report it to management.
Experts in the field of violence suggest that as many as 43% of those who are threatened
and 24% of those who are attacked in the workplace don’t report the incident. Reasons
for not reporting include not wanting to get involved, worrying about causing someone to
lose their job, denial, and fear of becoming the perpetrator’s target of retaliation.
Training both employees and supervisors assures that they understand the company’s
Violence Prevention Program. Some of the more relevant topics to train employees and
supervisors on include:
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The extent of workplace violence
The company policy and disciplinary actions for violating this policy
Warning signs of potentially violent people
Reporting procedures
Employees need instruction on the specific hazards associated with their job and worksite
to help them minimize their risk of assault and injury. Such training would include
information on potential hazards identified in the establishments, and the methods to
control those hazards. Topics may include the following:
 An overview of the potential risk of assault.
 Operational procedures, such as cash handling rules that are designed to reduce
risk.
 Proper use of security measures and engineering controls that have been adopted
in the workplace.
 Behavioral strategies to defuse tense situations and reduce the likelihood of a
violent outcome, such as techniques of conflict resolution and aggression
management.
 Specific instructions on how to respond to a robbery (such as the instruction to
turn over money or valuables without resistance) and how to respond to attempted
shoplifting.
Resource Plus Safety Procedures Manual
 Emergency action procedures to be followed in the event of a robbery or violent
incident.
The training should cover topics such as:
 The workplace violence prevention policy;
 Risk factors that cause or contribute to assaults;
 Early recognition of escalating behavior or recognition of warning signs or
situations that may lead to assaults;
 Ways to prevent or diffuse volatile situations or aggressive behavior, manage
anger and appropriately use medications as chemical restraints;
 A standard response action plan for violent situations, including the availability of
assistance, response to alarm systems and communication procedures;
 Ways to deal with hostile people other than patients and clients, such as relatives
and visitors;
 Progressive behavior control methods and safe methods to apply restraints;
 The location and operation of safety devices such as alarm systems, along with
the required maintenance schedules and procedures;
 Ways to protect oneself and coworkers, including use of the "buddy system;"
 Policies and procedures for reporting and recordkeeping;
 Information on multicultural diversity to increase staff sensitivity to racial and
ethnic issues and differences; and
 Policies and procedures for obtaining medical care, counseling, workers'
compensation or legal assistance after a violent episode or injury.
Consider confidential Anti-bullying surveys, and annual Anti-bullying training.
Training should be conducted by persons who have a demonstrated knowledge of the
subject and should be presented in language appropriate for the individuals being trained.
Oral quizzes or written tests can ensure that the employees have actually understood the
training that they received. An employee's understanding also can be verified by
observing the employee at work.
The need to repeat training varies with the circumstances. Retraining should be
considered for employees who violate or forget safety measures. Similarly, employees
who are transferred to new job assignments or locations may need training even though
they may already have received some training in their former position. Establishments
with high rates of employee turnover may need to provide training frequently.
Resource Plus Safety Procedures Manual
Safety and Health Recordkeeping
The purpose of recordkeeping is to store information concerning incidents of workplace
violence. Some records that may be required include:






OSHA log
Employer’s First Report of Injury or Illness
Employee training records
Accident investigations
Vehicle and equipment maintenance records
Facilities inspection
Records Employers Should Keep
Recordkeeping is essential to the program's success. Good records help employers
determine the severity of the problem, evaluate methods of hazard control and identify
training needs. Records can be especially useful to large organizations and for members
of a business group or trade association who "pool" data. Records of injuries, illnesses,
accidents, assaults, hazards, corrective actions, patient histories and training can help
identify problems and solutions for an effective program.
Important Records
 OSHA Log of Work-Related Injury and Illness (OSHA Form 300). Employers
who are required to keep this log must record any new work-related injury that
results in death, days away from work, days of restriction or job transfer, medical
treatment beyond first aid, loss of consciousness or a significant injury diagnosed
by a licensed health care professional. Injuries caused by assaults must be entered
on the log if they meet the recording criteria. All employers must report, within 24
hours, a fatality or an incident that results in the hospitalization of three or more
employees.
 Medical reports of work injury and supervisors' reports for each recorded assault.
These records should describe the type of assault, such as an unprovoked sudden
attack or patient-to-patient altercation; who was assaulted; and all other
circumstances of the incident. The records should include a description of the
environment or location, potential or actual cost, lost work time that resulted and
the nature of injuries sustained. These medical records are confidential documents
and should be kept in a locked location under the direct responsibility of a health
care professional.
 Records of incidents of abuse, verbal attacks or aggressive behavior that may be
threatening, such as pushing or shouting and acts of aggression toward other
clients. This may be kept as part of an assaultive incident report. Ensure that the
Resource Plus Safety Procedures Manual
affected department evaluates these records routinely. (See sample violence
incident forms in Appendix B.)
 Information on patients with a history of past violence, drug abuse or criminal
activity recorded on the patient's chart. All staff that care for a potentially
aggressive, abusive or violent client should be aware of the person's background
and history. Log the admission of violent patients to help determine potential
risks.
 Documentation of minutes of safety meetings, records of hazard analyses and
corrective actions recommended and taken.
 Records of all training programs, attendees and qualifications of trainers.
Resource Plus Safety Procedures Manual
Report Claims Promptly
Reporting/Handling Procedures: For the program to be a success, employees and
supervisors must know how to report and handle incidents of workplace violence. In
most cases, acts of workplace violence are reported to an employee’s supervisor or
designated individual.
Legal Issues: There are many legal issues that businesses must be aware of: Two of the
more pertinent legal issues are negligent retention, and wrongful discharge.
Promptly report incidents that may involve a claim to your insurance agent/company,
especially if an employee is injured. Identify a management representative to receive
incident reports and report the claim.
When calling to report a claim, have the following information available:
 Policy number
 Name of your agency
 Name, current address, and telephone number of the injured employee
 Description of the type of injury sustained and if the employee is unable to work
due to the injury
 An accurate, detailed description of the accident or loss, including the time, date,
and place
You may also need payroll information for the injured employee if he or she is
unable to work, to make sure the employee is promptly compensated for lost
wages that may be due.
Resource Plus Safety Procedures Manual
Elements of a Program Evaluation
As part of their overall program, employers should evaluate their safety and security
measures. Top management should review the program regularly, and with each incident,
to evaluate its success. Responsible parties (including managers, supervisors and
employees) should reevaluate policies and procedures on a regular basis to identify
deficiencies and take corrective action.
Management should share workplace violence prevention evaluation reports with all
employees. Any changes in the program should be discussed at regular meetings of the
safety committee, union representatives or other employee groups.
All reports should protect employee confidentiality either by presenting only aggregate
data or by removing personal identifiers if individual data are used.
Processes involved in an evaluation include:
 Establishing a uniform violence reporting system and regular review of reports;
 Reviewing reports and minutes from staff meetings on safety and security issues;
 Analyzing trends and rates in illnesses, injuries or fatalities caused by violence
relative to initial or "baseline" rates;
 Measuring improvement based on lowering the frequency and severity of
workplace violence;
 Keeping up-to-date records of administrative and work practice changes to
prevent workplace violence and evaluate how well they work;
 Surveying employees before and after making job or worksite changes or
installing security measures or new systems to determine their effectiveness;
 Keeping abreast of new strategies available to deal with violence in the health
care and social service fields as they develop;
 Surveying employees periodically to learn if they experience hostile situations
concerning the medical treatment they provide;
 Complying with OSHA and State requirements for recording and reporting
deaths, injuries and illnesses; and
 Requesting periodic law enforcement or outside consultant review of the worksite
for recommendations on improving employee safety.
Resource Plus Safety Procedures Manual
Appendix
Incident Report and Suspect Description Form
Incident # _____________________________________________________
Date/Time: _______________________________________________
Address: ______________________________________________________
Facility Telephone Number: Area Code _________ Number _______________
Person Reporting & Title: __________________________________________
Date and Time of Incident: _________________________________________
Type of Incident: ________________________________________________
1 Death**
_______________________
3 Robbery**
_______________________
5 Assault**
_______________________
7 Beer Run
_______________________
9 Theft
_______________________
11 Embezzlement _______________________
** "A"=Employee "B"=Customer "C"=Other
Amount of Loss: Currency=$ ____________
Weapon Used:
1 Handgun
3 Other Weapon
2
4
6
8
10
12
Shooting** _______________________
Robb/Injury**_______________________
Sex Assault**_______________________
Beer Run/Inj** _______________________
Vandalism _______________________
Other _______________________
Merchandise=$ ____________
2 Other Firearm
4 Physical Force
Number of Employees Present at Time of Incident: ____________
Is Incident Captured on closed circuit TV?: Yes: _________ No:_________
Was Video Tape Released to Police?: Yes: ________ No: ________
Description of Suspects & Incident:
Susp#1: ________________________________________________
Susp#2: ________________________________________________
Susp#3: ________________________________________________
Describe Incident: ____________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
Was News Media at
Location?:
Was Police Report Made?:
Name of Police Agency:
Officer Handling:
Yes: _____ No: _____
Unknown:
_________________
Yes: _____ No: _____
_____________________________________________________
_____________________________________________________
Resource Plus Safety Procedures Manual
Report Number:
Name of Person Notified:
_____________________________________________________
_____________________________________________________
Resource Plus Safety Procedures Manual
Suspect Description Form
Sex
Male ❒
Race
White ❒
Female ❒
Other ❒
Age
Black ❒
Indicate Type Weapon Used
Height
Left/Right Handed
Weight
Hat (Color/Type)
Large Automatic
Hair (Color/Style)
Small Automatic
Pump
Tie
Automatic
Eyes
Coat
Glasses Type
Shirt
Tattoos
Trousers
Single Shot
Sawed-Off
Shotguns
Long Barrell Revolver
Snub Nose Revolver
Bolt-Action
Scars/Marks
Shoes
Complexion
Weapon
Facial Hair
Accent
Additional Information - Be Specific
What Suspect Said
Type of Vehicle (License Number, Make,
Color)
Police Notified
Yes _____
Lever
Sawed-Off
Rifles
Other Weapons
___________________________________________
No _____
Police Badge Number
_________________________________
Supervisor Notified
Yes _____
No _____
Region/Division Notified Yes _____
No _____
Person Notified
______________________
Case Number
_______________________
Person Notified
______________________
Medical Attention
Yes _____
No _____
Required
Date of Incident _____________ Time of Incident _________________________
Resource Plus Safety Procedures Manual
Name of Witnesses 1. Name
______________
2. Name
______________
Address
________________________
____________________________
Address
________________________
___________________________
Phone
_________
Phone
_________
Print Name of Cashier/Attendant on Duty
_________________________________________________________
Signature
Date of Report ______________________________
______________________________
Source: American Petroleum Institute, Washington DC
Resource Plus Safety Procedures Manual
Employee Safety During a Robbery
Once a robbery is in progress, little can be done to control the situation. Avoiding
physical harm to employees is the most important concern. Training employees how to
conduct themselves during a robbery can minimize the potential for violence. Key points
to emphasize include the following:
Remain Calm
Try to keep the robber from becoming more nervous than he already is.
Handle the situation as if you were making a sale to a customer.
Obey Orders
Let the robber know that you intend to follow his instructions. Give
him all the cash and merchandise he wants.
Avoid Surprises
Let the robber know what to expect. Tell him if you must reach for
something or move in any way. Let him know if someone is expected
to come in or is in the back room.
Don't Resist
Don’t argue with the robber. It is too late for him to back off. Don’t
attempt to fight or give chase - it isn’t worth the risk. Don’t try to use a
weapon; this will invite violence.
Keep it Brief
The less time a robbery takes, the less chance for violence.
Pay Attention
Call the Police
Observe what the robber looks like. How is he dressed? What is his
approximate height? Does he have any distinguishing features? Note
exactly what he says and does. If/when it is safe to do so - check the
color, make, year, and license number of the robber’s vehicle.
Keep emergency numbers near the telephone. Call the police as soon
as it is safe to do so. Stay on the phone. Supply all pertinent
information. Discontinue business operations until the police arrive. Do
not disturb evidence.
Resource Plus Safety Procedures Manual
Workplace Violence Exposure Survey
Corporate Name
___________________________________________________________
Location Name
___________________________________________________________
Location Address
Evaluation Date
__________________________
__________________________
Evaluator Name
Phone
___________________________
____________________________
Yes
A
B
No Establish the presence or absence of the risk factors indicated
below, and record the appropriate information.
Night retail, taxicab, healthcare, criminal justice, or social
service operation?
Recent (last 3 years) incidences of workplace violence on the
premises:
 Employee/Employee?
 Employee/Manager?
 Manager/Manager?
 Customer-client-resident/employee?
 Personal acquaintance/employee?
Recent (last 3 years) admissions and settlements by, or
convictions against, management for:
 Unlawful discrimination against employees?
 Sexual harassment of employees?
 Wrongful termination or demotion of employees?
 Defamation of employees?
 Other unfair labor practices against employees?
 Unfair labor practices against retirees?
Absence of workplace violence preventive measures:
 No security guards on site?
 No panic buttons for receptionists?
 No physical barriers to public access beyond reception
areas?
 No employee/visitor pass and identification system?
Recent imminent downsizing/layoffs?
High percentage of contract/leased workers with no benefits?
Highly visible management perks:
 Separate dining areas?
 Preferential parking?
 Other (state)
_______________________________________________
Resource Plus Safety Procedures Manual
High percentage of stressful but unsatisfying jobs?
Rotating shifts?
Absence of visible employee safety program?
Numerous uncontrolled hazards in the workplace?
Poorly maintained workplace environment?
Total the “Yes” and “No” answers
Yes
A B
No
Absence of crisis management teams?
Absence of threat response guidelines distributed to
employees?
Absence of EAP (Employee Assistance Program)?
Absence of Critical Incident Debriefing system?
Absence of threat-reporting system?
A threat-reporting system in place which has recorded threats
in the last three years?
Absence of a threat-incident reading file system?
Subtotals from Section 1
Total “Yes” and “No” Answers
Probability of Workplace Violence Incidents
Circle the applicable blocks from left to right.
Risk
Yes – A
Yes – B
Index
5 or more
11-20
Very High
5 or more
0-10
High
1-4
11-20
High
1-4
0-10
Medium
0
15-20
Medium
0
9-14
Low
0
5-8
Low
0
0-4
Very Low
Risk Index
Comments
Resource Plus Safety Procedures Manual
Resource Plus Safety Procedures Manual
Business Travel Safety
While it is not ordinarily thought of as the workplace, the criminal assault of traveling
employees is indeed workplace violence. The motive for criminals is most commonly
money and easily liquidated property (i.e., credit cards, travelers’ checks, jewelry,
personal computers, cellular phones, pagers, a vehicle, etc.). To get these things, the
perpetrator generally threatens physical harm.
 Minimize the perception of gain – conceal valuables and maximize the perception
of risk - appearing alert.
 Make timely, rational decisions regarding their security.
 Don’t appear inattentive, preoccupied, lost, confused, tired or affected by
language barriers.
 Don’t be influenced by drugs or alcohol.
HOTEL SAFETY
EMPLOYEES SHOULD NOT LET THEIR GUARD DOWN ONCE THEY REACH
THE HOTEL.
When checking in
 Always make reservations ahead of time and secure them with a credit card.
 Register with your business address, rather than your home address.
 Advise the front desk never to release your room number. Request a key that does
not display your room number.
 Request a room:
o On the second floor and no higher than on the seventh floor. You do not want
a room with easy access to a window from the street or roof.
o In or near the main building, if the hotel has more than one building.
o Facing inward towards other rooms or toward the lobby.
o Away from stairwells, elevators, ice machines, vending machines, basements,
or garbage/refuse rooms.
o Near a fire exit.
 Request a bell person show you to your room. Ask him or her to point out safety
features and check to ensure the room is empty.
 Do not let strangers carry your luggage to your room.
 Do not be afraid to ask for another room if you feel unsafe.
GENERAL HOTEL SAFETY TIPS
Resource Plus Safety Procedures Manual
 Do not park in a space with your room number on it, if possible.
 Be aware of loiterers when moving valuables from your car to your room.
 Do not enter your room if someone is watching you or loitering nearby. Walk
confidently by such people but not into a dead end. Go where there are other
people. If not possible, quickly enter your room and report your observations to
the front desk.
 Always use the deadbolt, chain lock, and any other locking devices provided.
 Store valuables (i.e., passport, airline tickets, large sums of money, jewelry, etc.)
in a safety deposit box at the front desk and get a receipt. Use a room safe to store
items of moderate value.
 Do not carry large amounts of money. If you do, do not flash it around or count it
in public. Always put money and credit cards away before leaving the front desk
or counter (at store, restaurant, etc.).
 Do not enter an elevator if occupied by someone you consider suspicious.
 Once in the elevator, always stand next to the elevator controls. Get off the
elevator if someone gets on that makes you feel uneasy.
 Memorize your room number and the name of the hotel.
 Do not reveal your room number or travel plans in a crowded area where you
could be overheard.
 Report missing keys immediately and move to a different room.
 Always have keys out and ready when walking to your room or car.
 If you get unwanted, harassing, or threatening phone calls, hang up and report
them to the front desk.
 Don’t answer the door without verifying their identity. Use the peek hole. If they
claim to be an employee (room service, housekeeping), call the front desk to
confirm they are supposed to have access to your room and inquire about the
purpose of their visit.
 Completely close the curtains, especially in the evening or if you will be away
from the room for some time.
 Hang the “Do Not Disturb” sign on the outside door knob when you exit your
room. Leave a light and radio on.
 Do not leave magazines or other items around the room, pool, or lobby that have
your home address on them.
 Ask the front desk staff for the safest areas for jogging, walking, shopping, etc.
Use the facilities at the hotel or a local gym, rather than walking/running through
unfamiliar surroundings.
 If possible, travel with another person or in a group.
Resource Plus Safety Procedures Manual
SECTION X
FORMS
Resource Plus Safety Procedures Manual
Security Analysis Checklist
Yes No N/A
Environmental Factors
Do employees exchange money with the public?
Is the business open during evening or late-night hours?
Is the site located in a high-crime area?
Has the site experienced a robbery in the past 3 years?
Has the site experienced other violent incidents in the past 3 years?
Has the site experienced threats, harassment, or other abusive behavior in the past 3 years?
Yes No N/A
Engineering Controls
Do employees have access to a telephone with an outside line?
Are emergency telephone numbers for law enforcement, fire and medical services, and an
internal contact person posted adjacent to the phone?
Is the entrance to the building easily seen from the street and free of heavy shrub growth?
Is lighting bright in parking and adjacent areas?
Are all indoor lights working properly?
Are windows and views outside and inside clear of advertising or other obstructions?
Is the cash register in plain view of customers and police cruisers to deter robberies?
Is there a working drop safe or time access safe to minimize cash on hand?
Are security cameras and mirrors placed in locations that would deter robbers or provide
greater security for employees?
Are there height markers on exit doors to help witnesses provide more complete
descriptions of assailants?
Are employees protected through the use of bullet-resistant enclosures in locations with a
history of robberies or assaults in a high-crime area?
Yes No N/A
Administrative/Work Practice Controls
Are there emergency procedures in place to address robberies and other acts of potential
violence?
Have employees been instructed to report suspicious persons or activities?
Are employees trained in emergency response procedures for robberies and other crimes
that may occur on the premises?
Are employees trained in conflict resolution and in nonviolent response to threatening
situations?
Is cash control a key element of the establishment's violence and robbery prevention
program?
Resource Plus Safety Procedures Manual
Does the site have a policy limiting the number of cash registers open during late-night
hours?
Does the site have a policy to maintain less than $50 in the cash register? (This may not be
possible in stores that have lottery ticket sales and payouts.)
Are signs posted notifying the public that limited cash, no drugs, and no other valuables are
kept on the premises?
Do employees work with at least one other person throughout their shifts, or are other
protective measures utilized when employees are working alone in locations with a history
of robberies or assaults in a high-crime area?
Are there procedures in place to assure the safety of employees who open and close the
store?
Resource Plus Safety Procedures Manual
SECTION X
SAFETY FORMS
Resource Plus Safety Procedures Manual
Resource Plus Safety Procedures Manual
EMPLOYEE FIRST AID INJURY/INCIDENT REPORT
IMPORTANT: ONLY use this form for injuries/illnesses NOT requiring treatment by a medical provider or a time
loss from work.
This form is to be used for FIRST AID type injuries only. This first aid form does not start a worker’s compensation claim
for you and signing this form does not waive any of your rights under the workers’ compensation laws. In the future if medical
attention is required for this injury, please report it to your supervisor immediately and fill out a “Report of Occupational Injury or
Illness.”
Employee’s Name:
Position Title:
Date of Injury:
Time of Injury:
Date Reported:
Job Number (example DGxxxx, LSxxxx):
Time Reported:
Supervisor:
Supervisor at time of Injury (If different than above.):
Location Injury/Incident Occurred:
Employee Contact Number:
Supervisor Contact Number:
Location of Part(s) of Body Injured:
☐ Left
Part(s) of Body Injured:
☐ Abdomen
☐ Ankle
☐ Arm
☐ Back
☐ Chest
☐
☐
Right
☐ Elbow
☐ Eye
☐ Face
☐ Finger
☐ Foot
N/A
☐
☐
☐
☐
☐
Groin
Hand
Head
Hip
Knee
☐
☐
☐
Dislocation
Fracture
Laceration
☐
☐
☐
☐
☐
Leg
Mouth
Neck
Nose
Scalp
☐
☐
☐
☐
☐
Shoulder
Toe
Tooth
Wrist
Other
☐
☐
☐
Sprain
Strain
Other
Type of Injury: (Mark all that apply)
☐
☐
☐
Abrasion
Bite
Bruise
☐
☐
☐
Burn
Contusion
Concussion
☐
☐
☐
Pain
Puncture
Scratches
Type of First Aid Required:
Explain How Injury Happened: (If more space is required, write on back of form.)
Type of Equipment Employee was Using: (If applicable)
Specific Safeguards Used:
Surface Type Where Injury Occurred: (if applicable)
Resource Plus Safety Procedures Manual
Witness(es):
Name(s):
Phone Number
Address
X
X
Employee Signature
Supervisor's Signature
X
X
Date
Date
Resource Plus Safety Procedures Manual
Jobsite:
Contractor(s):
Activity:
Work Plan Dated:
Basic Job Steps:
Potential Hazard(s)/Likely
Situations:
Recommended Safety Procedures and PPE
(If applicable):
JOB HAZARD ANALYSIS
Crew Sign In:
Print Name
If more space is needed use back of sheet.
Signature
Resource Plus Safety Procedures Manual
RESOURCE PLUS, INC.
CERTIFICATE OF EQUIPMENT INSPECTION
NAME OF INSPECTOR___________________________________________
DATE OF INSPECTIONS _________________________________________
Equipment and/or Machinery being inspected:
The inspection revealed the following problems:
The following steps are recommended to correct problems identified above:
I certify the above information is true and accurate:
___________________________________________
Signature of Inspector
Resource Plus Safety Procedures Manual
Certificate of Training
Resource Plus, Inc.
Certificate of Training
I.
Date of Training
II.
Department
III.
Instructor
IV.
Reason for Training
A.
[
]
B.
[
]
C.
[
]
D.
[
]
E.
[
]
V.
VI.
Initial training
Retraining due to change in job assignment
Retraining due to change in machinery
Retraining due to periodic inspection
Other
Employees Receiving Training (Employees should document their attendance on
an attached sheet)
Training Received
I certify that the above training has been completed.
Name of Instructor
Date
Resource Plus Safety Procedures Manual
Safety Talk
DATE: _________________________________________
TIME: From __________am/pm
To ____________am/pm
LOCATION: _______________________________________
TOPIC: ___________________________________________
INSTRUCTOR: ____________________________________
Notes: (include description/resolution/handouts, etc.) __________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
ATTENDEES
Associate Name (Printed)
Signature
Associate Number
1. __________________________
2. __________________________
3. __________________________
4. __________________________
5. __________________________
6. __________________________
7. __________________________
8. __________________________
9. __________________________
10. _________________________
11. _________________________
12. _________________________
13. _________________________
14. _________________________
15. _________________________
16. _________________________
17. _________________________
18. _________________________
19. _________________________
20. _________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________
______________
______________
______________
______________
______________
______________
______________
______________
______________
______________
______________
______________
______________
______________
______________
______________
______________
______________
______________
Resource Plus Safety Procedures Manual
OSHA Recordkeeping Guidelines for Occupational Injuries and Illnesses
Basic recording concepts and guides are included with instructions on the back of form OSHA No. 200. The
following summarizes the major recording concepts and provides additional information to aid in keeping
records accurately.
1.
An injury or illness is considered work related if it results from an event or exposure in the work environment. The work
environment is primarily composed of: (1) The employer’s premises, and (2) other locations where the employees are engaged in
work-related activities or are present as a result of their employment. When an employee is off the employer’s premises, work
relationship must be established; when on the premises, this relationship is presumed. The employer’s premises encompass the
total establishment, not only the primary work facility, but also such areas as company storage facilities. In addition to physical
location, equipment or materials used in the course of an employee’s work are also considered part of an employee’s work
environment.
2. All work-related fatalities are recordable.
3. All work-related illnesses are recordable.
4. All work-related illnesses are recordable if they require medical treatment or involve loss of consciousness, restriction of work
or motion, or transfer to another job.
Recordable and Non-recordable Injuries
Each case is distinguished by the treatment provided. If the injury required medical treatment, other than first aid, it is recordable. If
only first aid was required, it is not recordable. Regardless of treatment, if the injury involved loss of consciousness, restriction of
work or motion or transfer to another job, the injury is recordable.
Medical Treatment:
First Aid Treatment:
The following are generally considered medical treatment.
Work-related injuries for which this type of treatment was
provided are almost always recordable.
The following are generally considered first aid treatment and
should not be recorded if the work-related injury does not
involve loss of consciousness, restriction of work or motion, or
transfer to another job.
OBSERVATION of injury during visit to medical personnel
Application of ANTISEPTICS during first visit to medical
personnel
Treatment of FIRST DEGREE BURN(S)
Application of BANDAGE(S) during any visit to medical
personnel. ELASTIC BANDAGES during first visit to medical
personnel
Removal of FOREIGN BODIES NOT EMBEDDED IN EYE
if only irrigation is required
Removal of FOREIGN BODIES from wound, if procedure is
uncomplicated (e.g. done with tweezers)
Use of NONPRESCRIPTION MEDICATION and
administration of single dose of PRESCRIPTION
MEDICATION on first visit for minor injury or discomfort
SOAKING THERAPY on initial visit to medical personnel or
removal of bandages by soaking
Application of hot or cold COMPRESS(ES) during first visit to
medical personnel
Application of OINTMENTS to abrasions to prevent drying or
cracking
Application of HEAT THERAPY during first visit to medical
personnel
Use of WHIRLPOOL BATH THERAPY during first visit to
medical personnel
NEGATIVE X-RAY DIAGNOSIS
Administration of TETANUS SHOT(S) OR BOOSTER(S)
Note: These are often given in conjunction with other treatment
that may make the injury recordable.
Treatment of INFECTION
Application of ANTISEPTICS during second or subsequent
visit to medical personnel
Treatment of SECOND OR THIRD DEGREE BURN(S)
Application of BUTTERFLY ADHESIVE DRESSING(S) or
STERI STRIP(S) in lieu of sutures
Removal of FOREIGN BODIES EMBEDDED IN EYE
Removal of FOREIGN BODIES from wound if procedure is
complicated because of depth, size, or location
Use of PRESCRIPTION MEDICATIONS (except a single
dose administered on first visit for minor injury or discomfort)
Use of hot or cold SOAKING THERAPY during second or
subsequent visit to medical personnel
Application of hot or cold COMPRESS(ES) during second or
subsequent visit to medical personnel
CUTTING AWAY DEAD SKIN (surgical debridement)
Application of HEAT THERAPY during second or subsequent
visit to medical personnel
Use of WHIRLPOOL BATH THERAPY during second or
subsequent visit to medical personnel
POSITIVE X-RAY DIAGNOSIS(fractures, broken bones, etc)
ADMISSION TO A HOSPITAL or equivalent medical facility
for treatment
Resource Plus Safety Procedures Manual
Warning Signs
3 types of warning
signs, each color coded:
Danger:
Immediate danger, special
precautions are necessary.
Caution:
Possible hazard, proper
precaution should be taken
Safety Instruction
Signs:
General instructions and
suggestions relative to safety
measures
Resource Plus Safety Procedures Manual
Emergency/Fire
Evacuation Plan
1. If you see a fire, your most
important job is to get out safely. Then, turn in
the alarm immediately.
2. If you have time:
 Shut off equipment
 Close windows that
do not lead to fire
escapes
 Warn others
 Take assigned
evacuation route and assemble in assigned
location.
3. If you are on fire: Stop, Drop and Roll.
4. Don’t Panic. You’re prepared.
Resource Plus Safety Procedures Manual
Fire Extinguishers
Three (3) types:
Halon:
Used around electrical equipment, functions
automatically once triggered. Replaces air with
Halon, extinguishing fire. Alarm will sound when
activated, leave area immediately.
CO2:
Replaces oxygen in non-electrical environments.
Alarm will sound when activated, leave area
immediately.
ABC:
Dry chemical, hand-held. Good multipurpose
extinguisher. Works on 3 of 4 classes of fires:
Resource Plus Safety Procedures Manual
How to use a
fire
extinguisher!
Remember: P.A.S.S.
Pull the pin
Aim at the base of
the fire
Squeeze the handle
Sweep from side to
side
Do not try to be a
hero. If you are unsure how to operate a fire
extinguisher let someone else do it!
Resource Plus Safety Procedures Manual
Personal Protective
Equipment (PPE)
This will generally consist
of gloves, apron or
goggles. You may be
required to wear other PPE (i.e. safety
shoes, warm clothing, etc.)
Resource Plus Safety Procedures Manual