Safety Program Template

Revision History

Effective management of worker safety and health protection is a decisive factor in reducing the extent and the severity of work-related injuries and illnesses. Effective management addresses all work-related hazards, including the potential hazards that could result from a change in worksite conditions or practices. Additionally, it addresses hazards whether or not they are regulated by government standards.

Version 3.0

Updated text to comply with all federally mandated requirements
Applied CSS style sheet for easier modifications
Added electronic version of all forms used in the template. They now include:

Area Safety Inspection Report
Employee Job Hazard Analysis Acknowledgement
First Report of Injury
Inspection Checklist Office Areas
Inspection Checklist Alternative Locations
New Employee Safety Checklist
Safety Program Responsibility Contact List
Training Record

Version 2.3

Added Work at Alternative Location Safety Checklist (i.e. Work at Home)
Updated Inspection Checklist

Version 2.2

Updated to be compliant with mandated Federal, California, New York, Texas, and Illinois regulations
Updated to use standard CSS WORD style sheet
Saved in WORD 2007 format

Safety Program News

Creating a disaster recovery plan

April 29th, 2012
The process of developing a disater recovery & buisness conintuity plan requires that you:

Provide management with a comprehensive understanding of the total effort required to develop and maintain an effective recovery plan;

Obtain commitment from appropriate management to support and participate in the effort;

Define recovery requirements from the perspective of business functions;

Document the impact of an extended loss to operations and key business functions;

Focus appropriately on disaster prevention and impact minimization, as well as orderly recovery;

Select project teams that ensure the proper balance required for plan development;

Develope a contingency plan that is understandable, easy to use and easy to maintain; and

Define how contingency planning considerations must be integrated into ongoing business planning and system development processes in order for the plan to remain viable over time.
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CIOs have many new concerns

April 13th, 2012
The challenges today's CIOs face go beyond traditional business and information technology concerns. In addition to making sure the business is profitable, CIOs are worrying about R&D challenges, meeting compliance rules, and staying ahead of the curve on customer sentiment, Mother Nature, global unrest and the lingering debt woes facing Europe, according to recent research from PwC.

While many CIOs have confidence in their company's potential for future growth, a number believe that business leaders face ongoing pressures. For example, the competition for what appears to be a shrinking pool of talent is expected to increase. It is difficult to hire and retain the 'right' employees. Given how crucial talent is to achieving a company's objectives, more CIOs are looking for fresh approaches to attract, engage and retain a workforce that will remain loyal to their company. And current employees could see the biggest benefit from this trend as many CIOs are looking to promote from within.
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Necessary Steps in Developing a Business Continuity Plan That Works

April 2nd, 2012
The process of developing a disater recovery & buisness contintuity plan requires that you:

Provide management with a comprehensive understanding of the total effort required to develop and maintain an effective recovery plan;

Obtain commitment from appropriate management to support and participate in the effort;

Define recovery requirements from the perspective of business functions;

Document the impact of an extended loss to operations and key business functions;

Focus appropriately on disaster prevention and impact minimization, as well as orderly recovery;

Select project teams that ensure the proper balance required for plan development;

Develope a contingency plan that is understandable, easy to use and easy to maintain; and

Define how contingency planning considerations must be integrated into ongoing business planning and system development processes in order for the plan to remain viable over time.
- more info

BYOD Policy Released

March 13th, 2012
Janco, in concert with a number of world class enterprises had created a Bring Your Own Device (BYOD) policy that provides solutions for the following questions:

What are the legal implication - What is the impact of the Stored Communication Act - Record Retention and Destruction?
What happens to the data and audit trail when an employee leaves the company?
What about lost or stolen devices?
How is a device configured to receive and transmit corporate data?
What kind of passwords are acceptable to use?
What kind of encryption standards are acceptable?
What types of devices are allowed and what types are not?
What about jail broken, rooted or compromised devices?
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Metrics are more important than ever

March 1st, 2012
In today's competitive business environment, all corporate functions are expected to reduce operating costs while improving the business value they deliver. Yet many executives lack the essential tools they need: a detailed picture of their function's performance along key dimensions, and how that performance measures up against its peers, both internal and external.

Metrics are an essential tool in helping executives reduce costs while delivering more value-and thus is an invaluable lever of high performance. Metrics also provides companies with the concrete baseline and comparative data they need to identify performance gaps and ways to bridge them.

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State CIO Priorities Reflect Enterprise IT Trends

February 24th, 2012
Their budgets are being slashed, yet they're still asked to go out and innovate. These are the challenges facing state CIOs and they're strikingly similar to challenges that their private-sector counterparts battle. In 2012, public-sector technology leaders say they will be looking at increased consolidation, cloud-computing services, exploring mobility and sharing services and network connectivity, according to a recent survey of state CIOs from the National Association of State Chief Information Officers.

The role of the CIO and CTO is changing as more enterprises more towards a "Value Added" role for the Information Technology function. Those changes are depicted in the detail job descriptions that have been created for all of the functions with IT -- especially for the CIO and CTO.
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How to manage security weaknesses

February 16th, 2012
With any large, complex enterprise you are always going to find security weaknesses. It is very hard to get an end-to-end view of the enterprise, and therefore hard to get a handle on just what is on the network and what weaknesses there are.

It is also difficult to be proactive. That is important when you consider the 80/20 rule, where 80 percent of the intrusions you can see and can avoid with proactive security. The other 20 percent are unknown and hidden, what are known as Advanced Persistent Threats (APTs). With those you need a little more predictive ability in order to get a level of resiliency.

The most urgent actions are those that give people a better understanding of the threat environment, and that give them the ability to apply appropriate actions and resources to mitigate the risks and threats. And that they understand that it is really hard to have 100 percent security, but that they can have controls in place that are good enough to protect assets that are business/mission critical.
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Disaster Plan is key to business survival

February 11th, 2012
The risks of poor disaster recovery (DR) planning can be catastrophic. It has been estimated that between 60-90 percent of small and medium-sized companies (less than 1000 employees) without proactive DR plans find themselves out of business within 24 months of experiencing a major disaster.

It has been found that only 6 percent of mid-sized companies that suffer catastrophic data loss survive - 43 percent never reopen, and 51 percent close within two years of the disaster. Implementation of a reliable DR strategy has traditionally been expensive and overly complex, largely because of equipment and networking requirements along with costly replication csoftware licenses As a result, many small and medium businesses (SMBs) were required to make difficult compromises, such as limiting disaster coverage only to critical applications, employing manual recovery processes on dissimilar equipment, or simply backing up to tape and hoping they will have access to working backups when needed.

Many companies are therefore forced into operating their businesses with insufficient protection in terms of application coverage, acceptable downtime and reliability of recovery.
- more info