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Jan 01
Love0

TAKE PRECAUTIONS WHEN EMPLOYEES RUN BUSINESS ERRANDS

By Construction Insurance Bulletin

Have you ever sent an employee out to pick up needed supplies? Offered to buy lunch for the crew and asked an employee to pick it up? Unless you only send employees who are insured to drive your company vehicles, you may be putting your business at risk. Your business may also incur liability if you travel on company business and have an accident in a rented car while traveling to meet a client or for other business-related purposes.

Why would your business be at risk? Because if there is an accident that causes damage to a third party and the driver’s insurance doesn’t cover the full costs, your company may be sued to recover the excess amount. Employees who use their personal cars are generally required by law to have insurance. But unless you hire them as drivers, you probably have no idea how much insurance coverage employees actually carry ― or even if they have insurance at all.

If you’re traveling on company business in a rental car, you’re probably covered by your personal insurance or by a policy purchased through the rental agency. But if you’re in an accident and cause damage that exceeds the amount of personal coverage you have, an attorney for the injured party would almost certainly seek damages from your company.

The Solution

The good news is that there’s a simple and relatively inexpensive solution: A Non-Owned Auto insurance policy. This type of policy protects your business if an employee gets in an accident and causes damage while running a company errand. It also protects your company if you cause damage in an accident while driving a rental car on company business.

Keep in mind that Non-Owned Auto insurance generally doesn’t cover drivers ― its purpose is to protect the organization. Non-Owned Auto insurance generally does not function as primary insurance; it is designed as excess liability protection. In other words, if your employee causes damage in an accident while driving a personal car on company business, the employee’s insurance would generally pay first. But if the liability exceeds the amount of the employee’s coverage, Non-Owned Auto insurance would protect your business from being responsible for damage costs not covered by the employee’s coverage.

The Bottom Line

Liability claims caused by vehicular damage can run into the millions of dollars. Your business could be at risk if an employee has an accident while traveling on company business. Your company could also be at risk if you or an employee has an accident while driving a rental car on business. Non-Owner Auto insurance can provide peace of mind ― and vital protection.

Jan 01
Love0

REDUCE WORK-RELATED STRESS TO LOWER WORKERS COMP CLAIMS

By Construction Insurance Bulletin

Employers who don’t take work-related stress seriously might be shocked to learn that, according to the American Institute of Stress, U.S. companies incur $200 billion to $300 billion every year in work-related stress claims. The Bureau of Labor Statistics reveals that claims resulting from work-related stress have an average duration of 23 days, which is four times longer than the average number of days lost from nonfatal occupational injuries and illnesses.

According to the National Institute for Occupational Health and Safety, work-related stress is defined as the “ … harmful and emotional responses that occur when the requirements of a job do not match the capabilities, resources or needs of the worker.” Stress can result in both physical and mental illness and can also be directly responsible for physical injuries. An article in The Journal of Occupational and Environmental Medicine suggests that the costs of administering health care are 50% higher for workers who claim job-related stress. To combat work-related-stress claims, employers must learn to recognize the primary causes of stress. NIOSH has identified 6 main reasons for work-related stress:

  1. Design of Tasks and Jobs: Heavy workloads; infrequent rest breaks; long work hours; shift work; and hectic or routine tasks that have little inherent meaning, do not fully use worker skills and provide little sense of control.
  2. Interpersonal Relationships: A poor social environment and lack of support or help from co-workers and supervisors.
  3. Management Style: Poor communication and not encouraging participation by workers in decision-making.
  4. Work Roles: Conflicting or uncertain job expectations and responsibilities that are defined too broadly.
  5. Career Concerns: Job insecurity; lack of opportunities for growth, advancement or promotion; and rapid changes for which workers are unprepared.
  6. Environmental Conditions: Unpleasant or dangerous physical conditions such as crowding, noise, air pollution, or ergonomics problems.

Proactive steps which employers can take to reduce stress in their work force include:

  • Improve Employee Communications – Make your workers feel involved by getting their feedback on management plans or decisions.
  • Give Employees a Sense of Control – Give your employees as much independence in the operation of their jobs as is reasonable and responsible.
  • Keep Employees in the Loop – Eliminate the stress of uncertainty by telling your employees what changes are going on and how they may be affected.
  • Don’t Label Employees – It’s healthy for employees to vent their concerns and frustrations as opposed to bottling up the stress because they fear retaliation, so let them express themselves freely.
  • Don’t Overload Your Employees – Do whatever possibly to reduce excessive workloads that exceed an employee’s abilities. Spread the load.
  • Create Realistic Work Schedules – Try to be flexible with your work schedules by considering the demands imposed on employees outside the job. Be as creative as possible and show you care. Be approachable.
  • Define Their Roles – Ensure employees clearly understand their responsibilities and what roles they play.
  • Give Meaning to Your Employees’ Skills – Try to design jobs so they stimulate and give meaning to your employees. Treat each employee as an asset and offer opportunities for advancement and cross-training. Try to incorporate all the skills they have to offer.
  • Socialize – Give your employees a venue in which they can interact socially, such as company picnics, sports or other activities.

Work-related stress affects the morale of your company. Stressed employees file more work-related claims resulting from physical injuries, health and mental conditions. You can reduce Workers Compensation claims simply by taking action and implementing positive stress-relieving measures.

Jan 01
Love0

OCP POLICY VERSUS ADDITIONAL INSURED COVERAGE

By Construction Insurance Bulletin

When a contractor wins a bid for a job, the contract with the owner or general contractor will often require the contractor to provide Liability insurance coverage for both the contractor and the owner or GC. The contractor usually accomplishes this by having his insurance company add the other party to his policy as an additional insured. An additional insured has certain rights under the policy, the most important of which are the right to insurance company provided defense and payment of losses. However, this approach may not satisfy all of the other party’s requirements. In this situation, the contractor might want to consider an alternative coverage approach.

An owners and contractors, protective Liability insurance policy covers an owner or contractor for liability arising out of the actions of a subcontractor. It is unique in that, while the subcontractor arranges for and purchases it, the sub has no underlying coverage. Rather, the insurance company issues the policy in the name of the owner or GC (the policy information page identifies the contractor doing the work). For example, assume Owner A hires Contractor B to build a small office building. Contractor B purchases an OCP policy insuring Owner A for liability it incurs from Contractor B’s work. If Contractor B erroneously cuts down trees on a neighboring property and the neighbor sues Owner A, the OCP policy pays for A’s defense and the cost of any settlement.

This is a much different arrangement than additional insured coverage. In that arrangement, Owner A has coverage under a policy issued in Contractor B’s name. Owner A may be one of many parties that B’s policy covers.

Beyond that difference, there are advantages and disadvantages to each approach. Assume that B’s policy covers losses up to a total of $2 million during the policy term. If Owner A is an additional insured, he is sharing that $2 million with B and any other parties with coverage under that policy. However, an OCP policy in A’s name will provide a separate amount of insurance just for A. Also, Owner A might want the insurance company to notify him in advance if it decides to cancel B’s insurance. An additional insured under B’s policy usually does not have any rights to advance notification. As the party named on the OCP policy, however, A is entitled to advance notice. This can be important, as the advance notice requirement may be included in the construction contract.

One disadvantage of an OCP policy is that it does not provide completed operations coverage. Coverage ceases when the contractor finishes the job. If the contract requires completed operations coverage, the subcontractor might have to ask his insurance company to add the GC as an additional insured for this coverage on his own Liability policy. Also, because the OCP is a separate policy, the insurance company will charge an additional premium for it, something they might not do for adding an additional insured. The OCP policy covers losses only if the GC is held liable for the subcontractor’s actions. It will not cover the GC’s sole liability for its own actions. However, recent changes to additional insured coverage have had this effect as well. Finally, OCP policies might be more difficult to obtain than additional insured coverage.

Which coverage arrangement to choose is a matter of negotiation between the subcontractor and the GC. Discuss your options with one of our agents and become informed about what each form does and does not cover. Most importantly, whichever coverage is selected should meet the insurance requirements and other provisions of the construction contract. Contact us today!

Jan 01
Love1

PROTECT YOUR EMPLOYEES FROM THE DANGERS OF A WHIPPING HOSE

By Workplace Safety

Pressurized hoses are used on the jobsite everyday to run tools like paint sprayers and nail guns. Although the tools they power can make a worker’s job much easier, the hoses themselves can be dangerous if handled improperly. The hoses derive power from the liquid or gas that moves inside them; however, that power also creates a reactive force. If the force is strong enough, it can cause the hose to whip, possibly causing serious injury if it strikes a worker and even additional hazards, like a chemical spill.

The following tips can help you prevent hose whipping hazards:

  • Inspect hoses for torn outer jackets, damaged inner reinforcing, or soft spots before using them. Hoses with these types of damage should be removed from service.
  • Reduce the pressure in the hose to a lower level if possible. Setting pressure regulators to 30 psi or less can minimize the possibility of the hose whipping.
  • Avoid making sharp bends in the hose, which can damage the reinforcement.
  • Don’t jerk on a hose that has become snagged as this can cause ruptures. Find the object the hose is caught on, and release it there.
  • Restrain pressurized hoses that are unavoidably located near other employees with guards that are strong enough to keep the hoses in place if a leak or rupture occurs.
  • Use solid lines with tight fittings if possible instead of flexible hoses when working near other employees. Solid lines do not whip or leak as readily as flexible hoses, which can develop leaks from vibration, pressure cycles and aging.
  • Examine the connections on pressurized hoses frequently to prevent any accidental detachment of the line, which would result in uncontrollable whipping. Hose clamps with a restraining chain should be used to minimize the whipping effect if hose connections should accidentally become loose.
  • Pin the two sides of the hose’s twist type fitting together using the lugs provided. Be sure these fittings are fully secured.
  • Use the safety device at the air supply to reduce the pressure in the event of a hose failure. This device is standard on all hoses that are ½ inch in diameter or larger. If the hose you’re using doesn’t have this device, lash the two ends of the hose together to restrict whipping.
  • Never connect or disconnect pressurized hoses, always depressurize first.
  • Don’t stop the airflow in a hose by bending or crimping with pliers as this could cause major hose damage.
  • Stand clear of potential rupture points when conducting hose pressure tests. During testing, the pressure should be increased gradually with a brief pause between each increase. Instruments for reading pressures should be arranged so they are clearly visible at all times.
Jan 01
Love2

EXCAVATION SAFETY FACTORS TO CONSIDER BEFORE WORK BEGINS

By Workplace Safety

Excavations are commonplace on construction sites. They are dug in order to build foundations and to accommodate various types of installations. Although having employees working in an excavation may seem like just another part of the job, that doesn’t mean that excavations don’t present some very real dangers.

The most frequent cause of injury/death associated with this particular work environment is the cave-in. One cubic yard of soil weighs about 3,000 pounds. If workers are buried, they’ll suffocate in less than three minutes. If they somehow manage to survive, the weight of the soil will probably have caused serious internal injuries.

However, cave-ins aren’t the only hazard in excavation work. Lack of oxygen, toxic fumes, explosive gases, and buried power lines may also present serious safety risks. The best way to avoid exposing your employees to these risks is to develop a site-specific safety plan prior to beginning any work.

There are several factors to consider when examining the site where an excavation is to be dug:

  • Surface debris- Identify any objects near the site that may create a hazard and be sure they are removed before digging begins.
  • Soil composition- There are four types of soil composition as defined by OSHA:
    • Stable rock- This is natural solid mineral matter that can be excavated and that remains intact while exposed.
    • Type A soil- This is cohesive soil that has an unconfined compressive strength of 1.5 tons per square foot or more. Unconfined compressive strength means the load at which soil will fail when it’s compressed. The unconfined compressive strength can be determined by laboratory or field-testing.
    • Type B soil- This is defined as cohesive soil that has an unconfined compressive strength of between 0.5 and 1.5 tons per square foot.
    • Type C soil- This soil has an unconfined compressive strength of 0.5 tons per square foot or less.
  • Underground utility lines- Where are the sewer, telephone, fuel, electric, and water lines located? What agencies need to be contacted to turn off the utilities until work is completed?
  • Vehicle traffic- Is the excavation near a high-traffic road? This is a significant factor because frequent vibrations caused by moving vehicles could cause a cave-in.
  • Stability of adjacent structures- Are there buildings, walls, or other structures that the excavation could render unstable? If so they will have to be properly supported before any digging begins.
  • Water accumulation- Could water accumulate in the excavation from nearby streams, heavy rains, or a high water table? If this is a problem, how will it be alleviated?
  • Atmospheric hazards- Could workers be exposed to atmospheric hazards or low oxygen levels? How will these hazards be controlled before work begins and what rescue equipment must be available in the event of an incident?

Although identifying hazards is the responsibility of all on-site employees, OSHA requires that a “competent person,” that is, someone who has been trained in soil analysis, protection methods, and excavation requirements, examine every excavation site. This person is responsible for classifying soil, determining the best method to protect workers from cave-ins, and testing for atmospheric hazards. The competent person must inspect the site and the protective system at least once a day for instability, damage, or other hazards.

Jan 01
Love0

DON’T OVERLOOK THE HAZARDS OF COLD WEATHER ON THE JOB

By Workplace Safety

Most construction employers and employees are well aware of the potentially deadly effects of heat stress, but they often overlook the hazards of cold weather. Prolonged exposure to cold weather can result in a number of injuries, such as frostbite and hypothermia. It can also aggravate existing medical conditions such as arthritis, increase the risk of musculoskeletal injuries, and affect dexterity and coordination.

In spite of the number of hazards associated with cold stress, there are steps both workers and employers can take to minimize its risks:

Employers:

  • Monitor wind chill and temperature – Wind chill can heighten the effects of cold stress. Low temperatures combined with high wind velocity can cause a worker to lose heat rapidly.
  • Create a warm-up schedule – Designate specific, periodic times for warm-up breaks. Increase the number of warm-up breaks as the wind velocity increases and/or the temperature drops.
  • Protect work areas from windy conditions – Wrap industrial plastic around the exterior of the area in which employees are working, or provide a heater to warm up the area.
  • Provide a heated shelter – Workers with prolonged exposure to equivalent wind-chill temperatures of 20 degrees above zero or less need to have an easily accessible, heated enclosure so that they can warm up in the event they are becoming hypothermic.

Employees:

  • Dress appropriately for cold weather – Workers exposed to cold weather should wear three layers of clothing and protect their heads, hands, and feet.
  • Drink plenty of fluids – Cold environments suppress thirst, making it easy to become dehydrated. Workers need to ensure they drink enough while working in the cold. Drink beverages that are warm and sweet because they will help maintain body temperature. Alcoholic beverages should be avoided because they cause the body to lose heat more rapidly.
  • Eat high calorie meals – When the body’s metabolism burns calories, it produces heat. The more calories that are burned, the more likely the body will remain warm in a cold environment. Workers who wear heavy, protective clothing lose more heat, which means they need 10% to 15% more calories to maintain normal body temperature.
  • Avoid smoking – Research shows that smoking lowers body temperature to below normal levels.
  • Stop working when exhausted or fatigued – Cold weather affects the amount of physical work an individual can perform, and fatigue will increase the risk of hypothermia.
  • Use the buddy system – Cold stress can cause a worker to become disoriented and jeopardize their safety.
  • Always work in pairs when working in extremely cold conditions so partners can monitor one another and obtain help in an emergency.
Jan 01
Love0

SMALL BUSINESSES: BEWARE OF COMPLIANCE MISTAKES AND CHALLENGES

By Employment Resources

Employee benefits compliance issues can challenge any size company, but can be especially troublesome in small firms that lack dedicated human resources specialists on staff who are trained and up-to-date on the deadlines and intricacies of the numerous rules and regulations that govern the field. That’s why an annual compliance review is so important. A missed filing, inadequate document or neglected rule violation, if uncovered on a Department of Labor or Internal Revenue Service audit, can result in harsh consequences for both the employee benefit plan sponsor and, possibly, employees.

The following lists some of the compliance issues that frequently plague employers, especially small businesses:

Summary plan description content and distribution. Employee benefit plans that are subject to ERISA require a summary plan description (SPD) written for and distributed to employees. The SPD describes the plan’s provisions and requirements and participants’ rights and obligations. If a plan is provided through a third party — such as a health plan through an insurance company or a 401(k) plan through a mutual fund company — that provider may supply a SPD. In many cases, a SPD may not include all the information required by ERISA or may not state information in terms that are specific enough to the particular plan or plan sponsor. Also, a busy employer might overlook that a revised SPD or a summary of material modifications must be distributed within a certain timeframe when a plan undergoes a significant change, and that a completely up-to-date SPD is required every five years. SPD distribution must be made through a method “reasonably calculated” to ensure actual receipt by participants and beneficiaries, which means more than simply making the original or revised document available to participants.

Cafeteria plan document requirements and participation restrictions. All Sec. 125 cafeteria plans require a written plan document, even simple cafeteria plans such as premium-only plans and flexible spending accounts. This requirement can be easily overlooked, especially in the case of a premium-only plan, since it is essentially a funding mechanism for the company’s health care plan. IRS regulations detail what must be included in the written plan document. A plan that does not comply with the written plan document fails to be a cafeteria plan, meaning that participants’ contributions will lose their pretax advantage. Also, cafeteria plan participants must be “employees,” a term which regulations state does not encompass self-employed individuals, including sole proprietors, partners and 2% shareholders in Subchapter S corporations. Thus, small businesses that operate in these forms must remember to restrict participation in their premium-only plan (or other type of cafeteria plan) to employees only.

Annual report filing. Except for fully insured welfare plans with fewer than 100 participants, a Form 5500 must be filed for employee benefit plans subject to ERISA for IRS and DOL reporting. Many employers are tuned into this requirement for their qualified retirement plans, but are unaware that it applies to welfare plans — health plans, for example — as well, unless the plan meets the exception noted. Fortunately, if filings have been missed in the past, a plan sponsor can file them late under the Delinquent Filer Voluntary Compliance Program and received reduced penalties. Unfortunately, if the missed filings are uncovered on an agency audit, that program is not available.

Employee benefit plans are a critical element of most companies’ overall compensation programs, and are key in attracting and retaining the best employees. They also provide tax advantages for participating employees and the organizations sponsoring the plans. Compliance with applicable rules and regulations is essential to avoiding adverse consequences and getting the most from your company’s investment in your employee benefits programs. Contact one of our benefits specialists today.

Jan 01
Love0

FEW PATIENTS UTILIZE PHYSICIAN RATINGS WEB SITES

By Employment Resources

Although hordes of consumers use the Internet as a tool for seeking out medical information, new studies show that only a scarce few are using physician ratings sites to choose their doctor. More than 80% of California based adults say they use the Internet for health-related information, such as medical symptoms and diagnoses, according to a Harris Interactive poll commissioned by the California HealthCare Foundation. However, only a handful of adults are visiting and using the information from physician ratings sites. As a matter of fact, less than 25% of those surveyed say they have visited physician ratings sites, and only 2% of those actually made a physician change based on the information they found. Even fewer, less than 1%, say they made a hospital or health plan switch based on online ratings.

Will ratings sites ever take off?

Some experts say these statistics prove it will be a long while before physician ratings sites grow in popularity — and that they may never catch on at all. However, other industry professionals believe that few patients visit these sites because the market is still in its infancy. They believe that as the ratings information becomes more in-depth, more consumers will flock to the sites. Additionally, some insurers are encouraging members to use their own ratings sites. In these types of networks, members pay less out of pocket if they visit a physician that meets the insurer’s “quality criteria.” However, many doctors claim this system is flawed.

Physicians should still watch their online reps

Although physician ratings sites aren’t skyrocketing in popularity as of yet, industry experts say that physicians should still be concerned about their online reputation. For many decades, word-of-mouth has been deemed the most influential advertisement for any business. Therefore, continuous negative word-of-mouth could lead to a medical professional’s downfall. Patients are already sharing information online about medical conditions and other health issues, and this communication can spread like wildfire. Some experts predict the details about specific physicians, especially those who are either exceptionally great or really terrible, will soon follow suit in the online world.

Small, but growing

Although few patients are actually using the information gleaned from physician ratings sites, these sites have seen an uptick in visitors over the past few years. According to a Harris Interactive survey of 1,007 Californians, the number of people who say they have visited one of these sites has grown from just 14% in 2004 to 22% in 2007. Some medical industry experts believe the only reason more patients aren’t taking action based on the information they find is because the sites often don’t include details specific to their needs. Additionally, most patients are not willing to switch physicians if they are happy with their current provider. However, they may be more likely to take online advice if they are unhappy with their doctor, have been diagnosed with a medical condition or if they have recently moved.

Keeping a close eye on ratings sites

Although these sites have yet to take off, the American Medical Association and other organized medicine groups are keeping watch over the market. In some cases, the AMA has opposed ratings sites. As a matter of fact, the association joined forces with other medical groups in Missouri to push back UnitedHealth Group’s plan to use claims data to rank physicians.

Additionally, some states are regulating physician ranking and ratings networks. For example, some states require health plans to use quality measures for rankings instead of price. Plus, some rules allow physicians to see the basis for their ratings and have an opportunity to appeal.

Jan 01
Love0

EMPLOYERS SEE RETURN ON INVESTMENT WITH WELLNESS PROGRAMS

By Employment Resources

The use of health and wellness programs continues to grow, with more than three-quarters of the employers in a recent survey offering them, and more than half of those without programs planning to implement one. Increasingly, these employers are encouraging employee participation in wellness initiatives by offering incentives for participation, with more than seven in 10 employers doing so in 2008. Why? Employers are becoming more successful in measuring these programs� return on investment, and finding that they are more than breaking even.

The survey is the second annual from Health2 Resources, and respondents were employers that are members of the National Association of Manufacturers and the ERISA Industry Committee.

According to the survey, in 2008, 77% of the employers offered health and wellness programs � a 5% increase over 2007 � and 48% offered disease management programs. Among the health and wellness programs:

Type of Program

% of Employers Offering
Health Risk Assessment

62%
Physical Activity/Exercise

50%
Smoking Cessation

43%
Weight Management

40%
Safety Program

23%
Stress Reduction

12%
Maternity Management

11%
Work-Loss Prevention

10%

Between 2007 and 2008 the survey reported a �substantial shift� in the types of incentives employees could earn for taking part in health and wellness programs. The use of gift cards � now the most prevalent incentive � increased from 17% to 28%, while offering a premium reduction declined from 41% to 26%. In 2008, employers used these incentives:

Incentive

% of Employers Offering
Gift Cards

28%
Premium Reduction

26%
Cash/Bonuses

24%
Small Token

23%
Merchandise

19%
Health Club Membership

18%
Recognition

16%
Health Account Contribution

13%

The value of incentives ranged between $100 and $300 per person per year, with the average incentive value being just under $200.

The most common behaviors rewarded with an incentive were participation in the health and wellness initiative (48% of employers provided the incentive for this), completing a program (38%), and signing up for or enrolling in a program (25%). The survey notes that these behaviors are easy to track, and they �steer clear of regulatory caps on monetary incentives� that the Health Insurance Portability and Accountability Act (HIPAA) place on programs tied to a health-related standard. That said, some employers did require the employee to achieve an outcome or goal before awarding the incentive (16% for achieving this during the program, 12% for achieving it after the program, and 6% for maintaining it after the program).

Most employers implementing health and wellness programs still do not measure return on investment (ROI), with only 36% of respondents saying they had attempted to do this in 2008 and 26% saying they had done so successfully. Among those who were able to measure ROI, 83% estimated an ROI greater than break-even in 2008, up from 66% in 2007.

The complete survey results are available through the ERISA Industry Committee�s web site, www.eric.org.

Jan 01
Love0

WHAT’S YOUR COMPANY’S FIRE-FIGHTING POLICY?

By Risk Management Bulletin

According to OSHA, workplace fires kill about 200 workers and injure another 5,000 persons each year. In a typical recent year, more than 75,000 workplace fires caused more than $2 billion worth of damage.

Fires are the most common type of emergency for most companies – and many fires start out small enough to be put out with a portable fire extinguisher. But that doesn’t necessarily mean that all employees need to know how to use extinguishers. According to OSHA, if a fire breaks out; companies have three basic choices for employees: (1) All employees must evacuate the building immediately when they hear a fire alarm, or (2) certain designated and trained employees are authorized to fight fires with portable extinguishers, while all others are required to evacuate immediately, or (3) all employees are authorized to fight fires with portable extinguishers.

You need to decide if you want to provide fire extinguishers for employees to use. This decision might not be easy: while it’s obviously helpful if employees know how to put out small fires, this also exposes them to a higher level of danger than if they’re simply required to evacuate. Moreover, employers that want employees to fight small fires can’t just mount a few fire extinguishers and leave it at that – they’ll need to meet the OSHA compliance standard on Portable Fire Extinguishers (29 CFR 1910.157), which include:

  • Minimum distances for distribution of fire extinguishers throughout the workplace (for example, no more than 75 feet of travel distance to the nearest Class A extinguisher)
  • Requirements for regular visual inspections, maintenance, and testing
  • Education and training for employees in how to use fire extinguishers.

What kind of training will you need? Although OSHA training requirements aren’t very specific, they call for a program that “familiarizes employees with the general principles of fire extinguisher use,” while informing them about the hazards of fighting small fires. For companies that designate only certain (rather than all) employees for fire fighting, training should be more in-depth and include the use of various kinds of equipment that are appropriate for the workplace. After employers provide training, they must renew it at least once a year and document the process.

For more information on implementing your workplace fire-fighting policy, just contact any of our risk management professionals.

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