Safety. Compliance. Risk Control

Your GDI Insurance Broker is Your Construction Insurance Partner

The key is always making sure your company, crew, and job site is safe, clean and monitored. Fewer and smaller claims, paid by those responsible.

Your GDI broker can deliver the strategies, tools and resources that will help you manage your construction risks, control workers’ compensation claim costs, advance safety, contractors insurance and boost employee morale. From construction defect to bid bonds to employee training, our experienced team understands your unique needs. Let us show you how.

I believe you are running a real business and should work with a real insurance broker that works as hard for you as you do for your clients!

GDI' Blueprint for Your Success

Our agency can help you build solid coverage and safety programs to help stay on top of your biggest insurance, risk management, compliance and surety challenges.

Jobsite Safety Programs
Our construction safety manual and Safety Matters “toolbox talks” can provide your employees with useful injury prevention information.

OSHA Compliance and Record keeping
Our tools provide insight into the rules and regulations that are required to ensure OSHA compliance and meet your training needs.

Managing Risks
We have the risk management expertise to help you plan and control resources and activities in order to cost-effectively fulfill your objectives.

Building a Safety Culture
Our employee safety materials help you promote a safety-minded workplace. We provide posters, flyers, newsletters and more to keep safety top of mind at the jobsite.

Claims Cost Containment
We can help you to control workers’ compensation claims by establishing a safety policy, adopting a Return-to-Work Program, streamlining reporting procedures, identifying top loss sources and mitigating legal expenses, all with our tools.

Here is a sample of a template employee safety policy, and procedures. This is just a start, from here we help you develop your model injury and illness prevention plan and tie that into your OSHA compliant safety programs.

An Employee Guide to Safety Policies and Procedures to Support a Safety-Conscious Work Environment

Our company recognizes that our people drive the business. As the most critical resource, employees will be safeguarded through training, provision of appropriate work surroundings, and procedures that foster protection of health and safety. All work conducted by our employees will take into account the intent of this policy. No duty, no matter what its perceived result, will be deemed more important than employee health and safety.

We are firmly committed to the safety of our employees. We will do everything possible to prevent workplace accidents and we are committed to providing a safe working environment for all employees.

We value our employees not only as employees but also as human beings critical to the success of their family, the local community, and our company.

Employees are encouraged to report any unsafe work practices or safety hazards encountered on the job. All accidents/incidents (no matter how slight) are to be immediately reported to the supervisor on duty.

A key factor in implementing this policy will be the strict compliance to all applicable federal, state, local, and Company policies and procedures. Failure to comply with these policies may result in disciplinary actions.

Respecting this, we will make every reasonable effort to provide a safe and healthful workplace that is free from any recognized or known potential hazards. Additionally, our company subscribes to these principles:

1. All accidents are preventable through implementation of effective safety and health control policies and programs.
2. Safety and health controls are a major part of our work every day.
3. Accident prevention is good business. It minimizes human suffering, promotes better working conditions for everyone, holds our company in higher regard with customers, and increases productivity. This is why we will comply with all safety and health regulations that apply to the course and scope of operations.
4. Management is responsible for providing the safest possible workplace for Employees. Consequently, management is committed to allocating and providing all of the resources needed to promote and effectively implement this safety policy.
5. Employees are responsible for following safe work practices and company rules, and for preventing accidents and injuries. Management will establish lines of communication to solicit and receive comments, information, suggestions and assistance from employees where safety and health are concerned.
6. Management and supervisors will set an exemplary example with good attitudes and strong commitment to safety and health in the workplace. Toward this end, Management must monitor company safety and health performance, working environment and conditions to ensure that program objectives are achieved.
7. Our safety program applies to all employees and persons affected or associated in any way by the scope of this business. Everyone’ goal must be to constantly improve safety awareness and to prevent accidents and injuries.

Everyone at this company must be involved and committed to safety. This must be a team effort. Together, we can prevent accidents and injuries. Together, we can keep each other safe and healthy in the work that provides our livelihood.

A Sample Return to Work Policy To Help Keep your Workers Compensation Premiums Low!

Prepared by: Your GDI Insurance Broker

PURPOSE
This policy is in place to ensure Your Company provides meaningful work activity for employees who are temporarily unable to perform all, or portions, of their regular work assignments or duties. This policy applies to employees suffering from either work or non-work related injury or illness. The goal is to allow valued company employees to return to productive, regular work as quickly as possible. By providing temporary transitional or modified work activity, injured employees remain an active and vital part of the company. Studies show that a well-constructed Return to Work Policy reduces lost time days, allows workers to recover more quickly and makes for a more positive work environment.

SCOPE
All active employees who become temporarily unable to perform their regular job due to a compensable work related or non-work related injury or illness may be eligible for transitory work duties within the provisions of this program. Return to work tasks may be in the form of:

• Changed duties within the scope of the employee’ current position
• Other available jobs for which the employee qualifies outside the scope of his or her current position
• An altered schedule of work hours

DEFINITIONS

• Transitional duty is a therapeutic tool used to accelerate injured employees’ return to work by addressing the physical, emotional, attitudinal and environmental factors that otherwise inhibit a prompt return to work. These assignments are meant to be temporary and may not last longer than 90 days, though Your company, permits multiple 90-day assignments back-to-back if it is medically warranted.
• Alternate duty is a part of Your Company Return to Work Policy that is designed as a placement service for individuals who have reached maximum medical improvement and are still unable to perform the essential functions of their pre-injury job.

APPLICABILITY

• Length of Duty
  If work is available that meets the limitations or restrictions set forth by the employee’ attending practitioner, that employee may be assigned transitional or modified work for a period not to exceed 90 days. Transitional or light duty is a temporary program, and an employee’ eligibility in these reduced assignments will be based strictly on medical documentation and recovery progress.
• Daily Application
  An employee’ limitations and restrictions are effective 24 hours a day. Any employee who fails to follow his or her restrictions may cause a delay in healing or may further aggravate the condition. Employees who disregard their established restrictions, whether they are at work or not, may be subject to disciplinary action up to and including termination.
• Qualification
  Transitional or modified duty will be available to all employees on a fair and equitable basis with temporary assignments based on skill and abilities. Eligibility will be based upon completion of the Return to Work Evaluation Form by the employee’ attending medical professional. An employee on modified duty will be considered part of the regular shift staffing, with recognition of the employee’ limitations within the department.

RESPONSIBILITIES
The following responsibilities apply to various levels within the company.

• Senior management will ensure the policy’ enforcement among all levels at [your company_Your Company] and will actively promote and support this policy and the Return to Work Program as a whole.
• Supervisors will support the employee’ return to work by identifying appropriate modified assignments and ensuring the employee does not exceed the physician’ set restrictions. Supervisors will also stay in regular contact with absent employees and communicate Your Company’ attendance expectations clearly. They are also responsible for reporting any problems with employees and this policy to the return to work manager or program supervisor.
• Injured workers will notify their supervisors in a timely manner when their condition requires an absence. They will closely follow their physician’ medical treatment plan and actively participate in [your company_Your Company]’ Return to Work Program, which includes following all the guidelines of this policy. Injured employees will also help supervisors identify potential options for transitional duties that they discover. While supervisors are responsible for maintaining constant communication with the injured employee, the worker also has the obligation to maintain contact with [your company_Your Company] about their condition and status. The injured worker will complete all the required paperwork in a timely manner.
• Return to Work Program Manager will be trained in understanding the physical and psycho social aspects of disability and will also understand the nuances of [your company_Your Company]’ Return to Work Program, policies and all associated forms. This individual will also be able to testify in court as a vocational expert if necessary. He or she will provide program leadership by facilitating communication between union officials, employees, managers and medical providers. This manager will own the responsibility of creating the [your company_Your Company] Job Bank and will assist supervisors with on-site problem solving.

PROCEDURE

• Work Schedule
  Your Company will do everything in its power to tailor the restricted work schedule to the injured employee’ normal, pre-condition work schedule. However, depending on the job limitations, it may be necessary for the employee to take on a specifically designed, temporary schedule to accommodate these restrictions.
• Payment of Wages
  If qualified authorities determine an employee’ injury is work related, [your company_Your Company] will pay benefits and wages in accordance with the state workers’ compensation statute and with the company’ human resources policies. If an employee on modified duty is unable to report to work, the employee may then be charged for up to eight hours of sick leave per shift.
• Employees performing modified duty on a restricted work week (during the first 90 days of workers’ compensation leave) will receive payment for hours worked from the company, while hours not worked will be reimbursed according to workers’ compensation guidelines.
• An employee performing transitional duty for a non-work related injury or illness on a normal work schedule shall receive an hourly rate for all time worked that may not necessarily equal the full-duty hourly rate.
• Employees performing transitional duty on a restricted work week following a period of Short Term Disability (STD) may receive a combination of regular pay and partial disability benefits. The employee and the [your company_Your Company] Human Resources Department will work out this combination on a case-by-case basis.
• If employees take vacation or there is a holiday during restricted duty, they are entitled to their regular vacation selection or holiday pay as it would apply to normal, non-restricted duty.
• Communication Expectations
  If an employee is unable to work in any capacity and the company approves of the absences, the employee must stay in constant communication with the Return to Work Program Manager and the direct supervisor. Each must receive an update of the employee’ medical status on at least a weekly basis. Failure to do so may result in a reduction in available benefits and discipline up to and including termination.

Check Lists Help! Know what to expect and when. If it is written down it gets done! GDI brokers are accountable to our clients! How about your broker?

Construction Risk Management - Insurance Solutions for all Your Construction Needs

In this presentation, you will learn about:

• Risk Management
• Commercial Insurance
• Construction Contracts

Strategic Risk Management Plan Action Timetable

Information Gathering
- Collect policies and loss data [5 years]
- Obtain financial
- Determine missing information
- Request missing information
- Compile information for step 3
Perform Exposure Analysis
- Determine risk management objectives
- Perform all encompassing risk management analysis
- Visit major domestic locations, perform exposure survey
- Perform exposure survey for foreign locations
- Present exposure survey results
- Present risk management results per location
- Draft/edit/refine risk management recommendations

Yes, GDI helps our clients with sales and marketing systems!

Marketing Strategy
- Identify viable markets
- Develop market submissions
- Coordinate marketing meetings
- Perform loss forecasting analysis
- Evaluate quotes
- Negotiate contractual provisions
- Present renewal options
Broker and carrier service plan
- Develop carrier service standards
- Obtain special service agreements with carrier
- Perform loss of cause analysis
- Identify top loss drivers
- Review top loss drivers with company
- Review current loss control objectives
- Discuss loss control options with company
- Establish service and loss control plan
- Approve/modify carrier and service plans
- Deliver respective service plans to company
Implementation
- Discuss market selection
- Confirm market
- Secure coverage
- Meet to discuss certificates of insurance needs
- Issue binders, certs, auto id cards
- Monitor progress of policy issuance and delivery
- Perform contract reviews
- Initiate performance service plan

Did you know this?

OSHA FEDERAL PENALTY SCHEDULE

OSHA citations inform the employer and employees of the allegedly violated regulations and standards, and they propose a time by which alleged hazards must be corrected. The employer receives citations and notices of proposed penalties by certified mail. The employer must post a copy of each citation at or near the place a violation occurred for 3 days or until the violation is abated, whichever is longer.

These are the potential citations employers may receive and the range of penalties that may be assessed:

De Minimis Violation	$0 penalty; serves as warning
*Other-Than-Serious Violation	Minimum: $0 Maximum: $7,000
*Serious Violation	Minimum: $1,500 Maximum: $7,000
Willful Violation	Minimum: $5,000 Maximum: $70,000
Willful Violation Resulting in Death	Individuals: $250,000 + 6 months jail maximum/30 days minimum Corporation: $500,000 + 6 months jail maximum/30 days minimum
Willful Violation – Egregious Multiplier	Willful penalties are applied on a violation-by-violation basis or employee-by-employee exposure.
Repeat Violation	Maximum: $70,000
Failure-to-Abate	Up to $7,000 a day for each day violation continues beyond abatement date
Falsifying records or making false statements	$10,000 fine or up to 6 months jail, or both
Violating posting requirements (failure to post OSHA poster, OSHA 300 Annual Summary, citations, etc.)	Maximum: $7,000
Failure to report fatality/catastrophic event within 8 hours	Minimum: $5,000 Maximum: $7,000
Providing advance notice of inspection	$1,000 fine or up to 6 months jail, or both

* = Penalties may be adjusted downward as much as 95 percent if the employer is small, has demonstrated good faith and/or has no, or very few, previous violations

• De Minimis Violation — A violation that has no direct or immediate relationship to safety or health and can be abated on-site in front of the OSHA inspector, but which may result in fines later if ignored repeatedly.
• Other-Than-Serious Violation — A violation that has a direct relationship to job safety and health, but probably would not cause death or serious physical harm. OSHA may assess a penalty from $0 to $7,000 for each violation.
• Serious Violation -- A violation where there is a substantial probability that death or serious physical harm could result. OSHA assesses the penalty for a serious violation from $1,500 to $7,000 based on the gravity of the situation.
• Willful Violation -- A violation that the employer intentionally and knowingly commits. The employer is aware that a hazardous condition exists, knows that the condition violates a standard or other obligation of the Act, and makes no reasonable effort to eliminate it. OSHA may propose penalties of up to $70,000, but no less than $5,000, for each willful violation. When a willful violation is deemed to be ‘egregious’ than OSHA can apply willful violation limits for every violation found or for every employee exposed to hazards.
• An employer and responsible management individuals convicted in a criminal proceeding of a willful violation of a standard that has resulted in the death of an employee may be fined up to $250,000 for individuals or $500,000 for a corporation or imprisoned up to 6 months, or both. A second conviction doubles the possible term of imprisonment.
• Repeated Violation -- A violation of any standard, regulation, rule, or order where, on reinspection, a substantially similar violation is found and the original citation has become a final order. Violations can bring a fine or up to $70,000 for each such violation within the previous 3 years. To calculate repeated violations, OSHA adjusts the initial penalty for the size and then multiplies by a factor of 2, 5, or 10 depending on the size of the business.
• Failure-to-Abate -- Failure to correct a prior violation may bring a civil penalty of up to $7,000 for each day that the violation continues beyond the prescribed abatement date.

Have you ever wondered what and why you must report on your OSHA 300 Recordability Determinator? We give our clients website based risk management, HR, and yes even OSHA sites!

Risk Insights

A Word to the Wise about Construction Defect: What You Can Do To Protect Your Business

Possibly no two words strike more fear in the hearts of architects, engineers and contractors than “construction defect.” A claim for construction defect can cost astronomical amounts to correct and defend. And then there’ the damage to your reputation and its impact on your future opportunities for work. It’ enough to break a business.

Construction Defect Risks

Today, your risk of becoming involved in a construction defect claim is greater than ever. New technology, materials and applications have changed the way commercial buildings, homes and condominiums are constructed.

Advances are enabling the design and construction of buildings that are more attractive and less costly. Yet, many of these advances have yet to be tested in real application over time, where problems may be uncovered that were never anticipated in the lab.

At the same time, new applications require new skills from contractors, who may overlook important requirements for installation or take shortcuts that cause devastating consequences. When problems occur, it’ hard to know the cause without investigation, and everyone on the project is forced to become involved. Fingers point. Often, whoever has the deepest pockets or the most to lose becomes the primary target for plaintiff lawyers. Fairly or not, you could be left holding the bag for others’ mistakes.

Let’ consider two of the most costly recent examples of construction defect, EIFS and FRT plywood:

EIFS
Architects love to design using EIFS (exterior insulation finishing systems.) EIFS cladding systems resemble stucco, but are less costly to install and can be fashioned into a variety of architectural shapes, including soft curves and geometric designs. This unique flexibility makes EIFS treatments ideal for special elements such as porticos, archways, ornate overheads for windows, doors and decorative trim.

As with any exterior cladding, water can enter behind or around the system. Early applications often lacked drainage features more commonly used today. With no place to go, constant exposure to moisture can cause rot in wood and damage to other materials within the building or home. Moisture-related problems led to an avalanche of individual and class action lawsuits by consumers.

Are you using EIFS in your designs? If so, strict adherence to guidelines for materials and methods of application is your best defense against a construction defect claim.

FRT Plywood
Back in the early 1990, FRT, or flame resistant plywood, was touted as an alternative to fire walls in multi-unit buildings. It appeared to be a revolutionary product and was quickly adopted by architects and builders, especially in the Northeast. But high temperatures in attics caused early and unexpected deterioration of the material. Suppliers went Chapter 11, and builders were left to face clients with major defects in their buildings, condominiums and homes.

What new building materials are you using in your projects? Have you done your research? How confident are you in the manufacturer and the testing? Are you comfortable with the risk?

Types of Construction Defects

Generally, courts categorize construction defects in one of four categories:

1. Design deficiencies typically relate to building designs that do not meet code or perform to standard.
2. Material deficiencies occur when use of inferior materials causes significant problems, such as when windows leak or fail to perform even when properly installed.
3. Construction deficiencies are problems created by poor quality workmanship.
4. Subsurface deficiencies usually involve cracked foundations or other structural damage caused when soil is not properly compacted and prepared for adequate drainage.

The goal of the court is to determine fault and damages, and require the party responsible for the defect to remedy the situation.

Insurance

Under the standard commercial general liability (CGL) policy, your insurance company has a duty to defend you for construction defect claims if any damages are potentially covered under the policy. Coverage for construction defect only exists if there is an “occurrence” under the policy.

If the court finds against you and you are a subcontractor, the policy will frequently pay for property damage caused by the occurrence. It does not, however, cover the costs to remedy your work – the faulty workmanship or material that led to the damage. In many cases, the cost to correct the construction defect will be greater than the actual property damages incurred. Keep in mind that if you are a general contractor, the whole project is your work.

Architects and engineers will want to consider the additional protection of a professional liability policy. Professional liability provides coverage when a design does not function as anticipated or promised. Ask your GDI broker for details.

What You Can Do to Manage Your Risk

Many risks you face are not typically covered by insurance. In addition to insurance, you can reduce your risk in two ways:

Transferring Risk
You can transfer some of your risk to a responsible third party. General contractors transfer risk to the subcontractors they use on a construction project through indemnification and hold harmless agreements as well as additional insured requirements in their construction contracts.

Indemnification and hold harmless agreements are typically included in standard construction contracts. Keep in mind that if the subcontractor lacks the financial resources to meet its obligations, you still could be obligated for any construction defect claims. That’ why it is important to check the financial of your subcontractors and choose wisely. And never under any circumstances use uninsured subcontractors. They put you at great risk and could increase the cost of your own insurance.

Whenever you hire subcontractors, have them add your business to their liability policy as an additional insured. You will be protected by the subcontractor’ policy for work the subcontractor does for you, up to the policy limits. It’ a good idea to require liability limits of at least $1 million on the subcontractor’ policy.

Always request coverage as an additional insured on a primary basis. This way, you assure that their insurance responds first to a claim. (Your insurance becomes excess coverage and responds only if the judgment exceeds the subcontractor’ policy limits.)

Be sure to specify the length of time you will be added to the policy for completed operations. Construction defects often come to light long after a job is completed. You can verify coverage by requesting a copy of the certificate of insurance on an annual basis.

Risk Control
The best way to avoid a construction defect claim is through quality construction. Work only with architects, engineers and contractors who have good reputations and a track record of performance. Don’t cut corners. Plan and perform work in the correct sequence and with proper supervision. Be sure to document any and all plan changes. Organized records are critical to your defense.

Rely on Our Construction Expertise
The legal landscape for the construction industry is complicated and changing. In today’ legal climate, customers who are dissatisfied with work are increasingly resorting to litigation. The recommendations here are a starting point for understanding and avoiding construction defect claims. Sleep better at night by consulting your GDI broker and your attorney. They are experts in their professions as you are in yours. Both will bring you good advice and recommendations, and make them partners with your business. ◊

Safety Matters

Promoting a Safety-Minded Culture

According to OSHA, one of the most effective ways to develop a safety-minded culture is to involve employees in ongoing “toolbox talk” safety meetings. These brief and informal meetings allow you the opportunity to gather workers together to alert them about potential workplace hazards.

To access helpful talking points for supervisors, ask your representative about the complete line of Safety Matters flyers, including:

• Hand Protection
• Hand Tool Safety
• Fire Safety
• Defensive Driving Techniques
• Safe Lifting Techniques
• Accident Prevention
• Ladder Safety
• Slips and Falls
• Power Truck Safety
• Hazard Communication
• First Aid Basics
• Welding and Cutting
• Avoid Heat Illness
• Lock Out for Safety

And many more!

SCAFFOLDING SAFETY CHECKLIST

To ensure the safe and proper use of scaffolding on your job site, utilize this checklist to review your safe scaffolding procedures, including set up, training and use, and fall protection system safety procedures.

GENERAL OSHA REQUIREMENTS

• Each employee on a scaffold more than 10 feet above a lower level must be protected from falling to that lower level.
• Fall protection consists of either personal fall arrest systems or guardrail systems meeting OSHA requirements.
• OSHA requires that scaffolds are to be erected, moved, dismantled or altered only under the supervision of a competent person that is qualified in such activities.
• OSHA requires scaffolds over 125 feet in height and rolling scaffolds over 60 feet in height must be designed by a registered professional engineer, and constructed and loaded in accordance with such design.
• Employees performing overhand bricklaying operations from a supported scaffold must be protected from falling from all open sides and ends of the scaffold, except at the side next to the wall being laid.

SET UP

• The scaffold must be erected under the direction of a competent person().
• Employees involved with set up (or near) the scaffold must wear hard hats.
• Scaffold should be level, and footings should be sound and rigid. Do not set footings on soft or frozen ground (that could melt), or on blocks.
• The front face of the scaffolding must be set up within 14 inches of the work (or within 3 feet for outrigger scaffolds).
• Verify the minimum top edge height on the scaffold is at least 38 inches, but not more than 45 inches. Each top rail needs to withstand a force of at least 200 pounds.
• Verify the capacity—the scaffold must to able to hold four times its maximum intended load.
• The platform should be complete from front to back and side to side. It must be fully planked or decked, with no gaps greater than 1 inch.
• Provide guardrails and toe boards on all open sides.
• When erection is completed, wheels and/or castors should be in a locked position.
• Ensure all sections are pinned or appropriately secured.
• Provide a safe way for workers to get on and off the scaffold (without climbing on cross braces), such as a ladder.
• Scaffold must meet electrical safety clearance distances (no overhead obstructions or electric lines within 12 feet of the scaffold assembly.)

TRAINING & USE

• Provide training by a competent person to all employees involved in erecting, dismantling, repairing, inspecting and/or working on scaffolds. Training should focus on training workers to recognize the hazards associated with scaffolding activities.
• Require employees to inspect the scaffolding before each work shift.
• Hard hats must be worn by workers on and around the scaffold.
• Verify scaffold loads, including tools and other equipment, are kept to a minimum and materials are removed when the scaffold is not in use.
• Ensure employees are removed from scaffolds during high winds or bad weather.
• Before moving a scaffold, secure all materials and vacate workers from the platform.
• Hoist up all heavy tools, equipment, supplies, etc., rather than carry up by hand.

FALL PROTECTION — FALL-ARREST SYSTEMS

• In addition to meeting general scaffolding requirements, personal fall-arrest systems used on scaffolds must be attached by lanyard to a vertical lifeline, horizontal lifeline or scaffold structural member.
  • When vertical lifelines are used, they must be fastened to a fixed safe point of anchorage, independent of the scaffold, and be protected from sharp edges and abrasion. Safe points of anchorage include structural members of buildings, but not standpipes, vents, electrical conduit, etc., which may give way under the force of a fall.
  • Be aware that it is dangerous and therefore impermissible for two or more vertical lifelines to be attached to each other, or to the same point of anchorage.
  • When horizontal lifelines are used, ensure they are secured to two or more structural members of the scaffold.

Avoiding Top Construction Hazards

Don’t be a statistic! Watch out for these top construction hazards…

• Falling: Wear and use personal fall arrest equipment, and install and maintain perimeter protection
• Struck-By: Never position yourself between moving and fixed objects, and wear high-visibility clothes near vehicles and equipment
• Caught-In/Between: Never enter an unprotected trench 5 feet or deeper without an adequate protection system in place, and make sure the trench is protected by sloping, shoring or benching
• Electrocutions: Maintain a safe distance away from power lines

Safety Matters

Hand Tool Safety

The correct use of tools is the distinguishing mark of a crafts person. The amateur makes simple jobs hazardous by not using the correct tools. He/she attempts to make a screwdriver do a job that requires a chisel. And when that doesn't work, he/she throws the screwdriver into the corner out of frustration. Then,it’ not much of a screwdriver anymore either!

Some of the most obvious misuses of tools at home or on the job result from being in a hurry. You grab a file and use it to pry open a box, or use anything you can find as a hammer – including your hands.

This type of recklessness is one reason why it’ a sound practice to inspect tools before using them. Chisels and punches should be checked for mushroomed or chipped heads and bent or broken points. Drills, augers, and bits may be incorrectly tempered or dull and worn. File handles may be missed or broken, and the file tangs bent, broken or chipped. The jaws of wrenches often spread from heavy use, and hammer heads become deformed or their handles crack.

In one workplace, a man struck an object with a hammer and part of the hammer’ handle broke off and hit him in the eye. His eyesight was saved, but inspection of the hammer before use and wearing safety glasses would have prevented that painful injury.

In another workplace, a man broke his hand when he was attempting to adjust a press with pliers and they slipped. The job called for a wrench but the pliers were probably closer at hand, so this typical misuse of a tool resulted in a costly and painful injury.

Power tool defects shouldn't be overlooked either. Be on the lookout for such things as broken insulation, loose connections, brushes sparking, and defects in the plugs and switches. Power tools, of course, should have third-wire grounding or be double insulated.

All of the defects previously mentioned, and any others you may discover, are cause for taking the tool out of service. Never use a faulty tool. Instead, call it to the attention of your supervisor.

Is it estimated that about 8 percent of all compensable injuries in the nation result from hand tool mishaps. These injuries include loss of eyes, fractures, punctures, cuts and bruises.

Proper care of the tools you use is a necessary step in combating these injuries. We've mentioned some of the common tool defects to watch out for, but in addition, correct storage is also important.

Return tools to their proper places when they aren't in use. Tools left on the floor can cause a serious fall, and tools left on ledges or scaffolds may fall on someone. And sharp tools should be stored so that their cutting edges aren't exposed.

Transportation of tools is another factor in the safety of workers. Don’t carry pointed tools in your pocket or throw tools to another employee. Tools should be transported in a tool box or cart, or carried in a belt designed for that purpose. If a tool has to be exchanged between employees, it should be passed with the handle toward the receiver. And when transporting tools from one level to another, a bucket or bag that will safely handle tools should be secured to a rope for lifting or lowering.

Sometimes you may be involved with a tool that has to be carried on your shoulders. In this case, special attention should be paid to clearances and not striking other workers.

Each and every tool’ safety procedure wasn't covered in this edition of Safety Matters, but many of the safety principles mentioned can be applied to a wide variety of tools. To sum things up... use tools safely and use safe tools!