june 14, 2005 - board of supervisors agenda · pdf fileprogram itto call otisline...

Ralston Tower MOd~bb AffiIiAlrd Ch~lr~h Hou~ing Corpontiod

900 Seventeenth Street . Modesto, CA 95354

(209) 521-8900 / ax (209) 521-1 31 8 . .

October 17,2003

~ a m e s W. Gilmore ... ~odernization -superintendent .

, Otis Elevator. Company . .

,725 Tradema~k brive, Suite 102. . . . L . . . . .

Reno, N V 89511

* . Dear Mr. Giimose: ' . , . - . . . . . , ' . . , . .

. . . . . . . ,:. : * I . . : ~ec&tly we.hhd bur el&& rpode-led . by)rour~company- , Curttiss Chase . . .

I

?nd: his helper, ~ o e (I .dantt h&'a I=&, mme) were ?he two men who bid the . . . . . . . . . % . . ' . . . .

4 .

.&ik.f o ' r - ' " s . ~ - ~ e y were a l ~ a on timeand. +cry prof e~siona~.'with'their a - ' . 0 . .

, work;-burin$ the %&&hat: they were.herk;'they got to know allof the staff .and most 'of the residents by name. They were very friendly and kept me. ' . - - . informed . . 'of the progress that they were Making. -Both>rnen would answer any q~estiot-ks t h a t I mi9h.f hove and provided +with- a punch l i s t df items . . . . . . . . .

. . . . . ' .

f hai needed +a be done by others, in order. t o bass the jnspedions:: -

. . . . . . . , I ' . - . . . .

. T h e controd specifid a ~ekernber 2003 c,ompletion datebut . . was finished . .

in early October ,.dud td the diligence of these two:men. We received - . several ' .. . . * . : . compliments on the'dper=~idn 'of . . the eievafdrs &en bef . are I. t h e .. large .

- . . . . . . . . _ . .

. . elevator was catnpleted:. . . . . . , . . , . . . . . . . . . . . . . . . . . . . . . .

I feel t h a t both of these men deserve a. big ~or i~ratulat ions f rom your '

company f o r a job-well done. .'They represent your company . . well. .- . . ... . ,

.. ' . . . . . . ' ! . . . sincerely ,

. . . ;,. . . . . ,

. . . . . . . . . . . . - . . . . . I , .

. . . .- . ,.- . . . . . . . . . . ~ . . . . . . . . . . ' . . - : ? ' .

*' . . . . . . . . . . . . -... ......... , I . . . . . .

. . . . . . . . . . . . ' , 8 , I . 1

I . . , , , . . . - . . .

~drninistkator . . . . -

, "

.

Managed by Fourtdation Property Management, Inc., a subsidierl of Retirement Housing. Foundation , Member, Council for Health and Human Service Ministries, United Church of Chr~st ,

TDD (800) 545.1833 ext. 359 . e%ALW--

, . O P F Q R T U ~ ) ~ .

. - . . , . . . - . e'servicegives you the information you want when you want it. It gives

PLACE SERVICE CALLS ONLINE you control and confidence in the service of your building's elevators, Place service calls quickly and escalators and moving walks. ea~ily

Simple to use, eBervice is lnternet-based. You can access eSewice REVIEW SERVICE CALL STATUS uslng your exlstlng compLter and Internet browser -lust logln to

R ~ ~ , ~ ~ n~ormat or concerllno OTIS.com and reglster for e'Serv~ce Now, more than ever, you can have " . open service calls any tlme of the greater control over your elevator servlce day or n~ght

Control ~ ~

VIEW PERFOFrMANCE REPORTS =ace a sew ce req-esl o fen y lo me OTIS-INE* c c i r - n ca: onscenler fro11 bo-'ccr3.le, Oice vc- ,eases sew ce Inro-qr) e.Snrv co, a mecnar c w

Equipment availability: displays your elevator 'uptime" -. Service calls by month: the total number of service calls per month per building Service calls per unit per year: an extended outlook regarding your

service Mean starts between service

be dspatched to handle yourconcerns, it's thatsimple

Confidence eBervice access helos vou answer auestions reoardin0 elevator or escalator . . sew ce. n a nleqarce - sory a-o peiomance 'rc .s;? ce Rexes: Sar-s sc*een g ,es ,o. a spapsnT of a cosno servce reo-esls a-0 me ' O x - Servce Ca s' scree- 7 SO ajs any ca s fo' Ine cuTQrl 3ny how bod -ave :re nlonrat 01 ano co-foencoloa-saer 0-eslols h3m )our 0.. o ng rra-age- mentor tenants

interruptions: represents elevator use between events Knowledge -~ ..- . Completed maintenance Need to know detailed information about your elevators? e'Service provides

procedures .. direct access into your building's service history. Knowledge about all service calls and maintenance completed on your elevators or escaiators is at your

aUTOMATED REPORTS fmgertips. And revlew financiai statement of account infomlatton. Because which reports you like e'Service data is used by the Otis organization, information is transparent. This

to be sent to your e-mail account on a monthly basis means you know what we know.

MAKE SPECIFIC INQUIRIES Flexibility e9ervice defaults to a rolling Online reports and easy-to-read charts and graph! sual tool for 12-month time frame you to assess your eievator's performance data.

s provide avi

Select reports can be customized from 1 day to 12 months

STATEMENT OF ACCOUNT

Review all paid and in-process statements and invoices --

I J

Availability report by unit

SERVICE

Annual number of incoming telephone calls for inquiries. messages and service

1.2 MILLION

Averege wait time before speaking to a customer service representative

9 SECONDS

Average time from customer call until the elevator or escalator is back in service

2 l i 2 HOURS

Telephone numbers English: (800) 233-6847 French: (800) 238-6847 Spanish (800) 872-6847

Around-the-clock response because problems don't keep office hours.

NO matterwherevou are in thf lada vou cancall OTiSLiNE" servlce wnen yo- nave an eerator c>Ld8aLur proolem Acuslorner serv ce reoresenrat ve IS reaoy to res33noq~.c~) to your proo em

Wlnln mtPJles a c~stomer sew ce represenlat ve can nave a mecnan con tne flay to yoLr 0 ~ 1 . 0 ng O~.serv:ce profess ona s are onca': 24 hours a day, seven days a week to ensure a prompt profess~onal response . If you have an Otis HANDSOFPemergency telephone, you can program itto call OTISLINE automatically in emergency situations. Our customer service representatives are trained to respond professionally. For ma ntenance c4slomers 1011 ro p a y 9nme sew ce s neeoec sav ng yo. :le cos: of an aca lion3 Sen ye an0 re alp0 fees . In a00 t on OTISL NE logs a servlce calls nto is oataoase Yo- or )OL. 01 s represenlat *e car re'er to inls va ;a0 e o- 3 ng-nfslov ~ ~ f o m a l on a! any time.

REW More and moreOtiselevatoffiareeauiDDedfor REWon-sitemoniiorina. REM , , , - equipment, located in the machine room, continuously monitors yourelevatots performance. If it detects a need forservice, the REM svstem automaticallv senasa service reqdestto OT S-INE's REM Center An OTISLINE represenia- t ve WII~ respono accora ng to tne terms of yoJr Or s ma ntenance contract

e'service gives you immediate information about the elevatoffi and escalators in vour buildins. With egervice. vou can access vour buildins's elevator and esidiator performance data and place service cais to OT ISL~E through the internet.

Web-enabled Phones Cellular phones with internet accessenable your Otismechanicto be in constant communication with OTISLINE. Your Otis mechanic can res~ond to a page right away with the web-phone.

For more tnfonnatlon on these an0 otner services please log on to www 011s corn or call us at (800) 441-6847 for an Ot~s ofice near yo^

Otis on the Internet www.otio.com 0 Otis Elevator Company 2003 MNT-8502 (0303)

Remote On-Line Expert

EXPERT TECHNICAL SUPPORT IMMEDIATELY

4 3 0 Field Technicians 50 Specialists Toll-Free Number Automatic Routing to Appropri- ate Expert Timely Resolution Expertise in Otis and Non-Otis Equipment

PROVENTRACKRECORD

30,000 Calis Handled Annually Operating Since 1999

RESULTS Cons~stently Reliable Service S~gn!ficantly Reduced nnwntimm

Another Wav We Keep Your Elevators Up and Running

I W'n u18anuLc a - p ~ ~ n 0: s E evator Compan, ras e x l j o l i ~ ~ ~

compLre'- nostry ma nstay !o t i e n gn-recn worlo of e evaron 3.r Remote On-Line Expert" hotline provides a quick, easy way for our army of field technicians in the U.S. and Canada to call for backup while troubleshooting complex repairs. This support network helps our customerr continue to get the fast dependable servlce for which Otis has always been known.

While other elevator service companies send their mechanics out on tne r own to navttage an array of proolems Ot s nas recognlzeo the va ue of specla zed exoen se If one of oJr tecnn clans runs nto a s t.a1 on he or sne can't immediately diagnose, a toll-free numberconnects him or herto the appropriate expertto assist in resolving the issuequi&ly.

With one s im~ le Dhonecall, our Otis technician can speakwith a practlclng spec a .st--a fie o englneer, wno could be ocateo anywnere In Nonn Amertca ro answer rne mecnantc's qLest.ons, wnetnertney concern door adiustment orfine-tunina software. Ourskill maDDina svstem means the - , . - . mechanic is automatically routed to theexpert who can best resolve the problem, whether it's in Vancouver, Kokomo, NewYork, orAnchorage. -"... . .-

Snareo ano Expanqeo herwow . . . . Our field eng neersa so nave the ent re Otts brary of wlnng olagrams, procea.ra1 n s t n n ons and park nfomlat on at tnetr f.ngen.ps. Togetner tne tecnnlclan ano the f e 0 englneer can rro~oleshooi a reoalr n a fract on of the rime 11 woulo otne!w.se nave taKen Wm Ot8sROLE suppon pro0 ems tna! used to take days to resolve when the technician worked on his own. are often resolved now in as little as ten minutes.

Naturally, ihat means consistently reliable vertical bansportation systems for ourcustomem.

Otis ROLE-a concept so simple and effectiveanother reason why Otis is the leader in elevator and escalatormaintenance.

Fled engneer troubteshoot8ng a call Foreground Otis wlrlng dagramr

Otis on the Internet w o t i s m m 0 Otis Elevatar Company 2003 MNT-8509(1$103)

OTIS Fmrn the Eiffel Tower to Chicago's Hancock Center, from the Petmnas Towers in Kuala Lurnpur to suburban office Darks and health-care facilities throuahout North America. Otis has collaborated with the world's most'renowned architects and developers:

With sales over57.9 billion and a network of offices covering more man 200 countries and termones, 01 s s t ie worc s eao ng n a v a c - r;'er 01 e edatws, esca a-3's an0 other ~eo~ie-movina eouipment. We

cvlinder protection and a break- through hevator door system, to revolutionary high-rise and horizontal transoortation &terns. Ourexoertise in engineering, eiectronics and information technoiow resuns in the highest quality equipment on the market.

Whileglobal in scale, Otis performs with the spirt of a locai service company.'~nh nearly 130 branch offices, SeMnq morethan 350 North ~merican towns and cities. Otis

Who We Are /.or c 5 arge~1 M T ~ ~ P , - .*e rraiiazl-re anc servce of e~ alcrs es:aa'ys -ovng .wadsan3orner norzorla :ranspcw 9- ?)ye-s

Wholly owned subsidiafyof United Technologies Corporation

Employment Approximately 10,300in North America; approximately 60,000 worldwide

Two-thirds of employees are field instaliers and mechanics averaging 15 years of experience at Otis

Revenues $7.9 billion worldwide

Installed Base More than 1.5 million Otis elevators and 100,000 escalators in operation throughout the world

Sewice Base More than 1.4 millioneievatorsandescaiators sewiced by Otis worldwide

peon e are conrr ne3 lo safer) ano Market Porltlon re ao N b e ue rs'lnecrine APWOX mate / 89 000 eevalors an0 esca zors so o a n ~ ~ a l ) no..slnjs ros! ngoro-r o-a Y lesvng an0 nave fa sec saley sanza.os :o an unprecedented level. We've cream? saw-of-'ne-ar nailerance P'ocesses Ins' featu,e24-no:cn- sRe monitorins, diaanostics and - - anoma' c o spatc? ?g h nat s rrore 0 s nantenarce s o~sgneo :o meet our highest peiiormance standardsforthe life ofthe equipment.

Ot S Test Tower and Q,aty Assdralct Genie, Br~sta - Conn

Countries Products offered in morethan 200 wuntries and territories

Manufacturing Major manufacturing faciinies in the Americas, Europe, and Asia

Engineering and Test Centers Enq-eerlg neao3Janers - F a 7 ngon Conn and lac tes I Japan, France, Germany and Spain

Strategic Integration Teams (STTs) in Bloomington, Ind.; Cemusco, Italy; Bologna, Italy; andTanjin, China

29-storytest tower and engineering center dedicated in Bristol, Conn., in 1987

Quality Assurance Center (adjacent to Bristol test tower) to test components and subassembies, opened in 1992

45-story test tower dedicated in Shibavama, Japan, in 1998

CN Tower, Toronto (glass-enclosed observation elevarors)

Detta Air Unes, Cincinnat, Ohio (shuttiesystem)

John Hancock Center, Chicago (elevators)

Luxor Hotel, LasVegas (inclined elevators in a pyramid-shaped hoten

$31 blion in revenues n 2003

203,300employees

Major operating unks:

Otis Elevator Co. - elevators, escaiators and peopie movers

Pratl& Whhney -gas turbine engines

Camer- air wndBoning, heating and ventilating equipment

Right Systems(Sik0rsky-heliwpters; Haminon-Sundstrand- aerospace systems and components, space suits)

OTIS 1853 Eiisha Graves Otis founds the COmDanv in Yonkers. New York, aner he i iveits a safety mechan~sm for a lining platform -. 1888 Win contract 10 install eievaton in Eiffel Tower

1925 instali first control syrtt a 'memow" at St. Luke's Hot Chicago, perm~ting automatic operation without an operator

1967 instail 255 elevators and 71 escalators in the World Trade Center in New York City

1983 lntmduceOTISLINEw, a con3.ler zea 14.no-r-a-aay a spalcn,?g seu ce for necna? cr r hcrilinme. =a . . - . -. - -. - - 1987 Dedicate 29-stoly test tower and engineering center in Bristol. r m n -- 1988 inlroo-CB Remote E evatar Montor ng IREUS a o aqlon c s,slem for CnecL ?q eevalor performance from $stant locations in North America

1989 Introduce innovative linear induction motor elevator in Japan

1992 Open Quality Assurance Center in Bristol. Conn.

1993 Win 550-plus million contract, tnc arSeSl neu eq- pnen: awaro eve. 1 no.rtr) r stor), for Pelronas Toners.? <.aa_.n?.r.aysa- 1997 Form hangmo.Xz O l s E eialor Compan, - C- r a r Zlel a16 Prow w e Tn s .s Ol s ' ' In o nl \erl.recon3an, 9 Cnna - 1998 Otis intmduces the SKYWAYM svstem: The world's fastest AC gearess elevator syslerr 'ea1.r l g !.>e orgest aac capac:) arc tre nor c s 'n 1 e* 3 e :o.ole-oecr elevator

1999 Launch e-business strategy with revised web site (www.otis.com) and new e-business products: e.Direct (on-line elevator specitying and ordering) and e'Service (on-line service customer web site).

2000 Announce European GenZm elevator system, the first elevator system to use fiat belt technology in place of steei cables to lift the elevator car The GenZTM elevator 5yste1l reo- res r o seoaratu nacme roo n aro .ses an erercpeff c elt gear ers-macnne - S re ease 2303

2301 Anno.nce1ne sgn ng o' co7lrac:r to:= r g mare lnal$lOO rn on !or n e ~ eq. p11enl ano ma we-alce lo. E X 01 lne arqesl P Q--r se CO~S:I.C~ on pro'e:rs 1

he, Ycrr noI300 itarar?sp

2002 nSta l r o eevarea Ex~ress Trams. !ne cenlero ere of a 668 million vert~cai and horizontal tlaPSpOnal,Or6)91R~ ? ~ o ~ ? w ~ s T A-,nes lev. EOrarC r Mchamara Term ?a at Delr3 I Metro00 !a^ Arpon.

2003 Introducethe NexiStepM escalator system. The innovative GuardedTM skirt panei and compact drive system improves safety and provides a smwth. quiet nde.

. ,.... I Elevators Gearless elevators forhlah-nse bud~nas , cleared elevatorsfor md-r~se buildings (up to 20 stories), and hydra~l ic~levatorsfor office buiidlngs, apartments and other low-rise structures

Double-deckelevators

Heavy duty freight and service elevators

Atiflcial inteillgence and funy logic self-adaptive dispatchers

A high-speedvariablefrequency family of regenerativedrivesfor gearless applications

Modernization Improved performance and reliability delevator systems through the refurbishment of eievatorcabs and the installation of modem controllers such as the Eievonlcmsystemfor geared andgearless elevators and the MIS 21 1 MTM system for hydraulic elevators

Escalators and Moving Walks Escalators for facililies of aii kinds and TRAV-O-LATORB moving walksfortrainstations, airportterminalsand shopping centers

Shuttle Short-haul horizontal transportation system d ban centers, airports, hospaals, resorts and senior citizen c

eslgned for u nmplexas - ,,n nd,,an"o,

- Malntan world Ieadersh~o bv lnvestlna heavl i ., , ,,., ,,d elevator, electronic and computer technology -

Invested more than $90 million in 2003for engineering and research and development

Engineering centers in several countries connected electronically, making possible the instant and efficient exchange of technology worldwide

Nortnern Trusl Bann Chcago ..

Otis on the Internet: www.otis.com O Otis Elevator Company 20M

GEN-4503 (OM)41

OTlS MAINTENANCE MANAGEMENT SYSTEMsM

USAOE-DRIVEN. STANDARD PROCESSES

Latest tools, equipment and procedures Best available certified methods -- Otis examiners plan maintenance visits based upon elevator use to identify and correct probiems

OTIS SERVICE CENTER N~nety-six percent of all orders are shipped same day fmm the iarge~t -. nventory in the Industry

FSERVICE

Internet-based maintenance information and tacking service Gives you the ability to make service calls via the internet

OTISLINEa

0. s c0mm.n cat ons cenler p3,oes o spalco ng sew ce 24 no-- a oav 365 oavs a "ear Includes f&e elevaior &one monitoring.

OTlS

A preventive maintenance program that redefines reliability.

~~

Otis Maintenance Management SystemY isadynamic program that takes into account vour elevators maintenance needs. use and comDonent life. Otiscan tailor inspections and maintenanceschedules, based on your elevators' use, for up to 12 years or 5 million trips in advance.

OMMSg procedures are performed on your equipment at predetermined intervals. Comoonents are reolaced before their normal life cvde ends and lhe~rperformancedelenorstes A tnougn we cannot g-arantie that no mall~ncuon wil ocnr. OMMS proceauresgreally mtntm ze shJlaowns

In addition, Otis continually reevaluates and improves these p m dures. Engineering testing is constangy underway to update and improve OMMS maintenance techniques and OMMS materials.

To ensure maximum in-service time, maintenance quality and responsiveness, OMMS monitors key aspects of your extended maintenance program.

We monltor yoJr equipment and LseVlls dara tosched~le proceaures and ensdre yodr maintenance rema nson scheoJ e. We mon torlhe effecttveness of our scheduled procedures to minimize callbacks and unplanned repairs.

We monitorthe Life Cycle Rates of yourelevators' mmponents. Field service and suooortteams maintain mntact with each other and with OTISLINEB. our 24-ho"r'mmmunications center, using the latest telecommunications technology for accurate, up-to-the-minute communicationsat every level of the

provider an,

Relii

s;item,from your incoming calls to documentation of maintenance activities.

REhV5.O Otis REM, an on-site monitoring system available on many Otis elevators. enables your examiner or repair technician to stay up-to-the-minute on daily schedules and procedures. Examiners have direct access to root-cause data on performance degradation to assist in troubleshooting.

e'Sewlce e-service provides a direct link fmm 0tis.com to your building's specific maintenance program. Place a service call, see whatwork has been completed and have direct access into your elevator's service and performance history. It gives you information as well as confidence in your service

d your building's elevator equipment.

ability The Otis Maintenance Management System Is the single most advanced and effective building support system available in the elevator industry

It is a system tailored specificallyto your environment, equipment and needs. Its standardized work practicesand predetermined taskscheduling ensure the right maintenance atthe righttime-today and forthe extended life of yourequipment. It is based not only on engineered, certified best methods, but on constant analysis of the work performed, to ensure consistent, high quality maintenance. This ultimately protects your elevator investment and

I u ensures satisfied tenants.

Otis on the Internet: w.otis.mm 0 Otis Elevator Company 2000 MNT-BY25 (10100)

OSC BUYING GUIDE RVIEW OF THE SERVICE PARTS PROVIDED FW OSC quire about parts availability, identify a part, or to place an order,

Contact: OSC Customer Service (800) 600-6847

mens Furn; 3s Controls

Page 1 of 4 dmots q l i m pmticipating informnlfield d i d pmgrams Effective March 1, ZQW

Filters V,a OSC Fa" iers Aerocnerr, I i c .

. . . . . . . . . . . . . . . . . . . . . . . . . ........ ....... .-: . . . . . . . . . . . i ?. ..- .. ., , .) ...P.l.. . . Via .,. t Gears OSC . Gear and W O ~ T sets. sprocke~s Tracey GearlEn1erpr:se Coip

...

Hydraulic Pumps. Pistons V a P~r rns , purrp re2a.r 61s qb de shoe Cernco'ih & Cylinoers OSC g 0s Imo P-TV

. . . . . I . . . . _ . . ?. , . , - . , . . . - . - . . . w . . . . . . . . . . . -w . .- V:a Pow-r-v~asP, cleanor tt9, hand cleaner,

Janitorial, Chemical S~rn?le Green adhes;ves, rlreadloc~er, Exxon I Q u i l ~ i a Industrial Suppiy OSC cleaning so.vepts, hand vhes

Plpe2of4 ' dmots supplim parfidpatingin/omlfield d i d pmgmmr Effective March 1, XlOZ

Plge 4 of 4 denofersuplim pnticipoting infmmnlfreld d i m t pmgmms Effective March l.2DM

OTIS ELEVATOR CO.

INJURY AND ILLNESS PROGRAM

VERIFICATION DOCUMENT

I U I I L I C ~ allu rruGcuurcs: nra lm cx harery: Hbi : 3-JSC~IUNALILUCAI'ION STANDARD 1 Page 1 of 1

2.3 REGIONAL/LOCATION STANDARD EH&S AGENDA

STANDARD AGENDA

Safety Tip Review Regional/Location Monthly Safety Objectives Monthly Accident Investigation Review Follow-Up Actions on Incident Investigations Workers' Compensation & Light Duty Updates Close Call/An Accident Notification Review Monthly Location Manager/Supervisor Audit Find in gs Safety Alert Monthly Training Topic Old Business New Business Review Best Practices Assignment of Duties/Status of Open Action Items Meeting Adjourns

,,,, . ,,,, UUlba. I l c a l r l l OL ~LILGLY: I I ~ L : L - c H ~ ~ LWI\/~MI'I'~I'EE OVERSIGHT PR( Page 1 of 2

0 -

2.2 EH&S COMMITTEE OVERSIGHT PROCESS

An internal control process is an integral control function that should be managed by the region/location EH&S Committee. Committees shall establish charters which will provide a system of continuous oversight for the following safety and environmental objectives.

1. Policy - Regional/Location management must - - - - - - -- --- ~ ~ m m - u - n j ~ ~ ~ e - @ ~ - l - ~ s o ~ i a & ~ ~ ~ - ~ o m m i ~ ~ e n t - t o - - - - - - - - - - - - - - - - - - - . -

safety on a continued basis. 2. Organization - Each regional/location will have a

committee structure that oversees the execution o f the region/locations EH&S efforts. This committee should meet on a monthly basis.

3. Annual Planning - Each region/location must establish an annual plan to achieve goals and objectives set for safety and environmental performance.

4. Accountability - Managers and supervisors a t regions/locations must be held accountable for safety and environmental performance. This shall include written objectives developed and communicated by the region/location manager for, but not limited to the following: incident investigations, inspections and audits and EH&S training.

5. EH&S Assessment, Prevention and Control - Each region/location EH&S Committee shall implement prevention and control measures and provide on-going -surveillance of all EH&S activities. These activities shall be monitored through monthly meetings.

6. Education and Training - The EH&S Committee guided by the region/location manager shall oversee the implementation of all NAA training matrix requirements.

7. EH&S Communications - The region/location EH&S Committee shall develop a process to ensure that an on-going means of communicating EH&S exists. These efforts should include, but are not limited to the following : distribution of Committee meeting minutes, establishment of an EH&S bulletin board, signage, regional and location

,..,.ua uAAu r l u r r u u i r a . ~ l c ;a ln l u. 3 d l G L y l n 3 ~ : L - C L I C X ~ LUIVIIVIII ICh WVkKSlGHT PI.... Page 2 of 2

newsletters, safety breakfasts and lunches and employee safety and environmental contests and promotions.

8. Rules and Procedures - All regions and locations must adhere to NAA rules and procedures. Adherence to these rules and procedures shall be the responsibility of line management. The function of the region/location EH&S Committee as guided by region/location management is to ensure the complete communication of NAA rules and procedures and monitor the job site inspection process to confirm that rules and procedures are being enforced by line management.

9. Self-Inspections and Audits - The region/location EH&S Committee shall monitor as part of the monthly meeting process all supervisory audits and inspections. The Committee shall include as part of its charter the development of corrective actions for deficiencies identified.

10. Incident Investigations - The region/location EH&S Committee shall review all accident/incident reports for the accuracy and determine root cause and implementation of corrective actions to prevent recurrence.

11. Maintenance of Records and Documentation - The region/location EH&S Committee must develop a system to effectively manage the maintenance of all records and documentation: EH&S Policies, Organizational Roles and Responsibilities, Annual EH&S Plans, Assessment, Prevention, and Control Activities, Education and Training, Rules and Procedures, Inspections and Audits and Incident Investigations.

12. Program Evaluation - The region/location must conduct an annual review and evaluation of their EH&S program. This evaluation should incorporate the results of all measured activities and goals.

.ing the - 2 J

A service mechanic was adjust leveling on a 6850 selector by turning the pie plate. He placed his left hanu urluer the pie plate to maintain its height, then loosened the securing screws 2 mpted to turn the pie plate with his right hand. The pie plate gave r e s i s t d ~ l ~ ~ 3" he applied more force. When the friction was over come, the pie plate spun. The sharp bottom edge of the pie plate ran across the top of his hand.

I

I What Resulted: I The mechanic had to be taken to the emergency room where he received 13 stitches to close the laceration to the top of his left hand.

I Siqnificant Causeskl :

Gloves were not worn when exposed to a laceration hazard. The hazard was not recognized or perceived. Mechanic did not perceive the stored energy when turning the pie plate.

I Prevention: I Use a punch or a screwdriver to tap pie plates. Use gloves when hands are around sharp objects. Always be cautious when exerting force. I

I Region Reporting: SWR Reported: 7130102

A Close Call! What Happened: While checking for faults on a recently modernized traction unit, the mechanic noticed that the brake shoes were dragging on the drum. He determined an adjustment on a kickoff spring would clear the shoe from the drum. The mechanic used his hand to make a small adjustment to the star wheel nut, which moved the kickoff spring centering the brake shoe. This adjustment seemed to keep the brake shoe from dragging on the drum while the car was running. When the car finally stopped at a floor this brake adjustment kept the shoe from seating properly on the brake drum.

What Resulted: The car stopped momentarily, but because the brake wasn't clamped down with both shoes, the car started to drift in the up direction, with the doors open. The car slid in the up direction three floors until it ended up in the overhead with the counterweight on the buffer.

I One passenger was in the car- she was okay but "shaken-up". Mechanic mainlined the car and went down to the top floor, from the machine room, picked the hoistway lock and released the passenger. The car was approximately 3' above the top floor.

I Siqnificant Cause(s1: Failure to follow established rules, procedures and policies:

I I -

Prevention: Follow the S.W.P. for brake procedure. Always take control of the car before making any adjustments. I'nsure the car is out of the group (automatic operation) and in your control. Inhibit door operation and insure no one is in the car. Perform a job hazard analysis (JHA) to identify the possible risks and conseauences of your actions.

I Reqion Reporting: bf lestern rted: 8/20/2002 - ~ I

4.0 ACCOUNTABILITY

Company management accountable for meeting the business plan is also responsible for the development and implementation of environmental, health and safety management systems. Clearly defined authority shall be delegated within each Region and Location to carry out these responsibilities.

ACCOUNTABILITY

Managers and supervisors at all levels of the organization will be held responsible and accountable for EH&S performance.

SUPPORTING INITIATIVES:

a) EH&S responsibilities will be formally assigned, documented and communicated to all levels of operating line management.

b) Specific EH&S performance objectives will be established for all levels of operating management. Appropriate objectives will include such activities as audits, training, etc.

c) Performance against established goals will be used in performance evaluations and reflected in s.alary actions.

d) All staff (including safety and environmental) will be assigned EH&S objectives which support the line management. 4

RECORD KEEPING:

a) Copies of written objectives for Line Management, Staff and Field Employees.

b) Documentation (Perfcrmance Appraisals and Job Descriptions) which reflect EH&S Goals at all levels of the Organization including Field Employees.

4.1 ACCOUNTABILITY FOR SAFETY & ENVIRONMENTAL PROTECTION

The purpose of this policy is to establish and reinforce management accountability for safety and environmental performance.

POLICY

This policy sets forth the minimum standards for accountability systems with respect to the management of safety and environmental protection for all Otis companies and operating entities.

RESPONSIBILITY AND AUTHORITY

Each manager with overall responsibility and authority for manufacturing, service, modernization and construction activity is responsible for assuring development and implementation of accountability systems for safety and environmental performance for every level of the of the organization that can be applied either positively or negatively. These accountability systems should be integrated into individual and companylentity objective setting and performance appraisal processes.

MINIMUM REQUIREMENTS

The following minimum requirements should be incorporated into Region and Location performance appraisal processes.

. 1. Safety and environmental objectives that support Otis goals and objectives.

2. Annual plans that address each locations, (i.e., company, entity, service operation, site, etc. j inherent risks. Line managements objectives should support these plans.

3. Safety and environmental objectives that include numerical goals and accidenvincident prevention activities, processes and initiatives.

4. Managements safety and environmental objectives should show a linkage to objectives of supervisors, superintendents; work teams, mechanics, etc.

5. Managementln-key functional staff roles such as human resources, purchasing, training, finance and safety and environmental professionals should establish measurable safety and environmental objectives that support line management safety and environmental objectives.

6. Safety and environmental performance measurement at a meaningful level in all forms of pay for performance accountability systems, specifically Incentive Compensation or B-Bonus pools and/or individual awards or other means of compensation.

MEASUREMENTS

Management/supervisory performance evaluation should include annual measurements in the following key areas:

$I Jobsite audits.

M Completion of monthly EH&S jobsite audits.

M Completion of assigned training responsibilities.

Y Participation in EH&S Safety Committees.

Y Timelylthorough completion of accident report investigations, close calls, etc.

Y Completion of Plan EH&S objectives. Both statistical and non-statistical.

Y Completion of JHA as required by Company policy.

4.2 DELEGATION OF RESPONSIBILITY FOR OCCUPATIONAL SAFETY AND HEALTH PROGRAM

GENERAL

In field locations, the responsibility for implementation of the Safety Program lies with the Regional General Managers through appropriate personnel in the Regions Location Management team.

The Occupational Safety and Health Program refers to any and all programs relating to employee safety and health, workers compensation claims administration and compliance with state and federal laws concerning employee safety and health and environmental control (OSHA, MSHA and EPA regulations).

The purpose of this program is to provide each Otis NAA facility with procedures to effectively control accidents and injuries.

RESPONSIBILITY

The implementation of the safety program is the responsibility of the Regional General ManagedLocation Manager and Field Supervisory Staff.

POLICY *

Maintaining a safe work place is the responsibility of each employee, from the president of Otis NAA on down. Otis safety programs are designed for the purpose of establishing safe working conditions and compliance with existing local, state, and federal regulations. All employees are expected to follow safe working procedures and safety rules. In addition all employees are expected to follow safe working procedures and safety rules. In addition all employees are expected to respond to training programs. Supervision is held accountable for implementing safety programs outlined by NAA and Area management. Success of the Otis NAA Safety Program is based upon a cooperative effort and open communication between mangers and employees.

- - PROCE DURE

The program is to be implemented in accordance with the guidelines in the following sections of this manual in order to attain the following stated objectives.

OCCUPATIONAL SAFETY AND HEALTH RESPONSIBILITY GUIDELINES

NAA DIRECTOR SAFETY AND ENVIRONMENTAL CONTROL

The NAO Director of Safety & Environmental Control has the authority and responsibility to establish and provide overall direction for the Otis Occupational Safety and Health Program (OS&H). The Director may delegate portions of that responsibility to others but such delegation shall not relieve the Director of the responsibility and accountability for the overall program.

MANAGER, SAFETY AND ENVIRONMENTAL CONTROL

The Managers of Safety and Environmental Control are charged with: .

1. Providing overall direction for the EH&S program in their area of responsibility.

2. Developing safety procedures that fix responsibility, establish policy and provide for control of hazards and compliance with EH&S standards.

3. Providing professional services, such as Safety Engineering and Industrial Hygiene to local offices.

4. Assisting in design or planning of new processes, equipment or materials to minimize hazard potential.

5. Acting as the Area Vice Presidents delegate in all contacts with OSHA, EPA and other federal and state compliance personnel.

6. Investigating employee complaints relative to safety and health matters that cannot be resolved by supervision.

7. Coordinate and train line management in compliance with NAA EH&S training requirements.

8. Providing assistance to local offices in evaluating the effectiveness of safety efforts.

9. Disseminating information concerning current and developing standards to -

appropriate operating and support personnel.

10. Participating in Occupational Safety and Health Standards making process directly and through outside organizations to assure that Otis interests are given consideration.

11. Collecting, analyzing and distributing accident statistics to assist Area and Regional management in evaluating the effectiveness of the Occupational Safety and Health Program in their areas of responsibility.

12. Audit and evaluate regions EH&S programs on an annual basis.

Organization units that design, procure or install equipment, processes or facilities are charged with:

1. Providing facilities, processes and equipment that are free of recognized hazards and comply with safety standards.

2. Advising operating personnel of precautions that must be utilized for safe installation, service and use of equipment.

3. Requesting the assistance of the Safety Staff when needed to evaluate hazards or resolve safety problems.

SUPERVISION

Organizational units that supervise hourly or technical non-exempt salary personnel are charged with:

1. Determining that proper tools, equipment and materials necessary for safe performance of work are provided and used.

2. Conducting inspections of operations under their control to ensure hazardous conditions are not allowed to develop.

3. Training employees in safe work practices, hazard identification and precautionary requirements.

4. Prohibiting use of unsafe tools, equipment or work practices.

5. Investigating accidents and incidents that indicate failure of hazard control measures and instigating corrective action to prevent future occurrences of a similar nature.

6. Requesting assistance from the Safety Staff when needed to evaluate hazards and to resolve safety related complaints and concerns. - 7. Developing with the Safety Staff, Occupational Safety and Health procedures that delineate duties and responsibilities to provide the most cost effective means of achieving and maintainingsafe working conditions that comply with safety standards.

rollclzs and Procedures: Health & balety: HS7: 7.3

m a i l t o 1 3

Recognition/Awards Programs

AWARD NOMINATIONS

Each operating unit will determine their nominee(s) for each award category. The final awards determination will be made by the EH&S Council Awards Committee.

UTC ENVIRONMENT, HEALTH & SAFETY AWARDS

3 Awards

Excellence Awards Continuous Improvement Innovation

Excellence Award (1 Award)

All operating unit locations eligible. For combined EH&S performance:

Selection criteria Must meet ail formal EH&S objectives Three years of performance "Best of Class" wins Presented on site by R. Daniel1

Continuous Improvement Award (2 Awards)

All operating unit locations eligible For environmental or health & safety performance

E of H&S selection criteria . Must meet environmental or health & safety objectives. ~ e a s u r e d over 3 years Best peiTormance improvement wins

Presented on site by G. David

Innovation Award (2 Awards)

Groups, departments, operating unit locations eligible

roLic1es ana rrocsaures: nealrn n: halety: ~s / : 1.3

For most creative and effective environmental or health & safety

Program System Operation Product Process

Presented on site by G. David

EH&S COUNCIL AWARDS COMMITTEE

Determines award winners. Consists of:

Two members from UTC EH&S Council One HNRP Staff Member One member from UTC Manufacturing Council or Engineering Council Senior Vice President Environmental and Business Practices (Ex officio member)

1.2 OTIS SAFETY DISCIPLINE PROCEDURE FOR ALL EMPLOYEES

Citation

Fall Protection

bll Other Items x X represent the minimum starting point that discipline must be taken.

Automatic two day suspension for violation

FIELD HOURLY IUEC REPRESENTED ASSOCIATES Use the above chart to determine minimum discipline for violations. Supervision m the seriousness of the violation(s) to help determine what disciplinary action to tak minimum required. I t is recommended that the applicable Field Employee Relation: NAA Labor Relations be contacted for consultation in advance of either a suspensia

-

MANAGEMENT/SUPERVISORY ASSOCIATES By using the above chart t o determine the various disciplinary steps, managers' ar roles in safety violations are evaluated using the following criteria:

Insufficient Training Was the violation caused by or contributed to because of insufficient training I

individuals involved?

Equipment not issued/used or wearing not enforced Did supervision provide appropriate equipment and have they consistently eni use of this equipment?

Insufficient Safety Documentation Were appropriate records created and maintained in employee's file documen. issuance of equipment, dates and types of training?

r!jllcles ancl rroceaures: nsalrn & satecy: H s 1: L-Urls sarecy UlSClpllne rroceuure lor all ... Yage 2 of

Unsafe Work Environment Were t he employees being asked to work in an unsafe situation that could ha! corrected?

Additionally, incentive compensation pay will be reduced or eliminated as part of a involving the suspension or discharge of the manager/supervisor.

NOTES: I n all cases where a violation is found, the employee must be reinstructed in how t have been followed. This reinstruction should then be documented.

Otis 7 A United Technologies Company

Title Name

Job Number Date Time AM [7 PM

Building Name

Address

SuptlSupv in Charge

Mechanic in Charge

Has required equipment been issued? Yes No

Is employee using required equipment? Yes No

Is employee wearing protective clothing? Yes No

Was employee previously instructed on proper procedures related to Yes No this activity?

Has employee been issued prior safety citation? Yes -No

Reference for Safety Violation(s) Observed:

Otis Employee's Safety Handbook Safety and Health Manual

Description of Safety Violation(s) Observed:

- - - -

Action Taken:

[7 Documented Verbal Warning [7 Written Warning

Suspension With Pay Suspension Without Pay

Discharge

Employee Signature Date - 1 -.-. I

'upVSupv Signature Date - I -.-, I

(Original: Employee Personnel File Copies to: Employee, Safety Manager, IUEC Local #. Supervisor or Superintendent) form3751 .dot, Safety Dept., 312001 1 of 2

In Violation Of:

LockoutlTagout

X's represent the minimum starting point that discipline must be taken.

Verbal Warning

Written Warning

Fall Protection

GFCllAssured Grounding

Personal Protective Equipment

Methods and Tools

Haz-ComlEnvironmentaI

All Other Items

Field Hourly IUEC Represented Associates

(Documented)

Use the above chart to determine minimum discipline for violations. Supervision must consider the seriousness of the violation(s) to help determine what disciplinary action to take beyond the minimum required. It is recommended that the applicable Field Employee Relations Manager or NAO Labor Relations be contacted for consultation in advance of either a suspension or discharge.

Suspension With Pay

' Automatic two day suspension for second violation.

X

X

X

X

ManagernentlSupervisorv Associates *

By using the above chart to determine the various disciplinary steps, managers' and supervisors' roles in safety violations are evaluated using the following criteria:

with Citation

Insufficient Training Was the violation caused by or contributed to because of insufficient training of the individuals involved?

Suspension Without Pay

X

X

X

X

X

Equipment Not issued/Used or Wearing Not Enforced Did supervision provide appropriate equipment and have they consistently enforced the use of this equipment?

- - -

with Citation

X

lnsufficient Safety Documentation

Discharge with

X

X

X

X

X

X

Were appropriate records created and maintained in employee's file documenting issuance of equipment, dates-and types of training?

Salaried I. C.

with citation

X'

Unsafe Work Environment Were the employees being asked to work in an unsafe situation that could have been corrected?

X'

X

X

X

X

X

Additionally, incentive compensation pay will be reduced or eliminated as part of any incident involving the suspension or discharge of the manager/supervisor.

Citation

X

Note: In all cases where a violation is found, the employee must be re-instructed in how the rule should have been followed. This re-instruction should then be documented.

- - - -

Impact Y

X

X

X

X

X

X

form3751 .dot, Safety Dept., 3/2001

.. X

X

X

X

X

X

rulicies ana rroceaures: Health & Safety: HS9: 9.1 Page 1 of 2

Self Inspection and Management Audits

The achievement of a safe, healthy and environmentally sound workplace requires the elimination or control of

+ unsafe acts, unsafe or environmentally unsound physical conditions, processes, practices and materials. Workplace inspections serve three distinct purposes. First, to determine the effectiveness of the management system; second, to identify risks and potential hazards; and third, to stimulate and maintain employee interest.

Routine self-inspections must be made by line managers, supervisors, and field employees on a periodic basis and supplemented by regular audits by senior Company management and EH&S staff.


a. A formal program for workplace inspections and audits will exist.

b. The process will be designed to evaluate the effectiveness of EH&S management systems and to determine compliance with established rules and procedures.

c. The program will be formalized and documented. d. A formal schedule with annual numeric objectives

will be established for all levels of line management and for supervision.

e. A result of self-inspection and audit activities, will be that an action plan is developed which addresses and corrects deficiencies.

RECORD KEEPING:

a. Documentation of formal audit requirements. b. Copies of audits and inspections performed by

Line, Management, Staff, and Field Employees. c. Copy of formal systems used to correct audit

deficiencies. d. Follow-up until closure on all audit deficiencies.

I n Sections 9.1 thru 9-17 find sample audit forms. These forms can be used and/or altered to the job requirements.

I u l l ~ l ~ a auu ~LUC;GUU~'GS: nealln & 3aIety: HSY: Y. 1 Page 2 of 2

New Hire Administrat ion C h e c k L i s t :

Zmployee Name:

Hire Date:

Supervisor Responsibilities

B.) The following items have been reviewed:

Otis Fact Sheet Sexual Harassment Policy Affirmative Action Code of Ethics State Worker Comp Employee Eligibility Form 1-9 Employment Verification

Trade Secret Agreement Otis Application Hourly Field Payroll Notice Authorization to Release Drug Test Control Form W-4 Form .

C.) Payroll Action Sheet prepared: 9

Date

Overview

In order to eliminate our concern for an individual's safety, and to ensure a solid

commitment to safety from all employees, all new hires will be required to

successfully complete the EHS Emolovee Orientation Training Proorzm prior to

working for Otis Elevator.

This training program applies to all probationaries, helpers, mechanics, adjusters

and transferees from within Otis or other companies. No employee is permitted

a field assignment until they have successfully completed this program!

The program is ONLY intended to provide the first phase of training and

knowledge of Otis' safety policies and practices. Follow-up training and

continued annual EHS training is required.

The Four Modules cover mandatory training topics, jobsite observations, pre-

assigned supervisory instruction and fatality prevention topic review. - -

Although this is a lot of information, it is believed that information no t provided

is informafion n i t learned.

It is important that the four major fatality prevention topics that continue to plague

our business are effectively communicated. Special fact sheets have been

developed to assist in summarizing those key requirements.

It i s the hiring supervisor's responsibility to coordinate and be fully involved in the new hire training activities for the entire program.

- I hose activities will include but not be limited to:

J reserving the training class and training materials,

J conducting appropriate sections

d overseeing the safety challenge

c/ conducting the close-out meeting to fully assess the employees'

commitment to Otis' safety program.

The immediate supervisor shall make the final recommendation regarding the .

employee's status. Only three outcomes are obtainable (see footnote):

1. If an employee successfully completes the program they shall be given an

immediate work assignment.

-

2. I f the employee does not demonstrate an adequate level of commitment

or does not understand a particular area in complete detail, the supervisor

shall have the employee re-trained in that area. Assuming that the

employee progresses successfully through the re-training, they shall then

be given a work assignment.

3. If an employee does not successfully complete this program t h e employee

must be refused a work assignment.

CLARIFICATION OF INTENT .

The ccntent of this Otis Employee Safety Handbook

is not intended to describe a process for every task or situation

that you may encounter.

In the event that you are faced with a task or situation that does not allow you to use one

of the descriptions found in this handbook, - contact your supervisor

and proceed to do a JOB HAZARD ANALYSIS.

Denotes area of significant change.

OTIS EMPLOYEE SAFETY HANDBOOK (1998) TABLEOFCONTENTS

......... OTIS SAFETY AND ENVIRONMENTAL POLICY 6 Objectives: ........................................................................ 6 Support: ............................................................................ 6

SAFETY PHILOSOPHY .................................... L. .......... 8 INTRODUCTION ........................................................ 9 EMPLOYEES RESPONSIBILITY FOR OCCUPATIONAL SAFETY AND HEALTH PROGRAM1 0

......... 1.0 Employees Responsibilities: Mechanic/Helper 10 1.1 Mechanic .................................................................. 10 1.2 Reporting Accidents ................................................ 12

....................... 2.0 Safety Inspections: Field Operations 12 I . PURPOSE .............................................................. 12 2.1 Daily .................................................................... 12

.................................................................. 2.2 Weekly 13 2.3 Regulatory Inspection ............................................... 13

............ 3.0 Hazard / WHMIS Communication Program 13 ................................................ 4.0 General Safety Rules 15

4.1 Incident Reporting .................................................... I 5 4.2 Injury Reporting ....................................................... 15

.................................................................. 4.3 Air Hoses 15 4.4 Proper Dress .......................................................... 16

.................. ............................................ 4.5 Jewelry .... 17 ............... ........................................... 4.6 Horseplay ... 17

4.7 Guarding ............................................................... 17 ........................................................... 4.8 Housekeeping 17

4.9 Operation of Machinery ......................................... 18 . .

4.10 Lifting ................................................................. 18 4.1 1 Walking ............................................................... 18 4.12 Signs ....................................................................... 19 4.13 Lighting ............................................................... 19 4.14 Substance Abuse ................................................ 1 9 4.15 Open Flames ........................................................... 20 4.16 Open Flame Heaters ........... ................................... 20 4.17 Radios ..................................................................... 20

4.18 Visitors ................................................................... 2 1 .............................................................. 4.19 Heat Stress 21

4.20 Climbing in Hoistways ........................................... 25 .............. 4.21 Flashlights ................................................ 26

.................. 5.0 Ground Fault Circuit Intempter (GFCI) 26 6.0 Assured Grounding Program .................................... 28

....................................................... 6.1 Wiring Practices 30 7.0 Eye and Face protection .......................................... 33 7.1 Welding Protector; ................................................... 34

......................................... 8.0 Abrasive Wheel Grinding 35 .................. 9.0 Oxygen-Acetylene Welding and Cutting 37

.............................................. 10.0 Lockout Procedure 4 3 1 1.0 MRVF Battery Handling ........................................ 50

................................................. -1 2.0 Respirator Program 53 ..................................................................... GEI4ERA.L 53

................................................................ PROCEDURE 54 13.0 Asbestos .................................................................. 59 14.0 Personal Protective Equipment ............................... 60

........................................................... 14.1 Safety Shoes 61 ................................................................... 1 4.2 Visitors 61

.................................................. 14.3 Hearing Protection 62 15.0 Fall Protection ........................................................ 63 15.1 Head Protection .................................................... 70

................................ 1 6.0 Manual Handling of Materials 71 17.0 Electrical Safe Work Practices ............................... 74 1 8.0 Scaffolds ................................................................. 78 18.1 Testing of Planks .................................................... 79

............................................................... 19.0 Barricades 82 20.0 Portable Ladders ............................................... 85 20.1 Fixed Ladders .................................................... 87 21.0 Portable Electric Tools ........................................... 87 22.0 Mechanics' Hand Tools ......................................... 88 23.0 Powder Actuated Tools .......................................... 89 24.0-Precautions Against Fire ........................................ 89 25.0 Rigging and Hoisting ......................................... 92 25.1 Chain Hoists ..................................................... 92 25.2 Electric Hoists .................................................... 95

......................................................... 25.3 Rigging .......... 96 25.4 Beams and Clamps For Rigging ........................... 100

......................................... 25.5 CSAO Rigging Manual 101 ... * .... y.b ...- LVistway ...................................... 161

27.0 Top of Car Safety ................................................. 164 27.1 Working on the Car Top ....................................... 164 27.2 Fall Protection on the Car Top ............................. 168 27.3 Accessing And Egressing The Car Ton I 7n ................ . -= 1 I U

...................................... ............ 28.0 Pit safety 1 ..........: 179 28.1 Working in the Pit ................................................ 179

.......... 28.2 Inspection Operation With Person in the Pi 181 .................. 28.3 Normal Operation With Person In Pit 183

28.4 Working Around Moving Equipment In The Pit .. 184 -28.5 Cleaning And Repair Operations In Elevator And Dumbwaiter Pits ........................................................... 185 29.0 Landings ................................................... ............ 186 30.0 Machine Rooms .................................................... 186

. ..........*. 3 1 0 Modifications To Circuitry And Soflware 187 ........................ 32.0 Jumpers/Defeating Safety Circuits 187

33.0 Escalator Safety Rules .......................................... 189 33.2.0 Constmction Safety For Escalators And Moving Walks ........................................................................ 198

34.0 Vehicle Safety ....................................................... 199 35.0 Safe Use and Operation of False Cars .................. 200 36.0 Safe Use And Operation Of A Running Platform 205

......................................................... 37.0 Dumbwaiters 206 3 8.0 Residential Elevators ............................................ 208 3 9.0 Environmental Procedures .................................... 209 39.1 General Material Requirements ........................... 209 39.2 Material Storage and Disposal ............................. 211 3 9.3 Material Storage ................................................... 212 3 9.4 Transferring Material ............................................ 215 39.5 Transferring of Waste Material ............................ 217 3 9.6 Waste Minimization ............................................. 217 40.0 Reference Material ............................................... 219 40.1 Job Hazard Analysis ............................................. 2 9 40.2 Metric Conversion Facton ................................... 222

4 1.0 Acknowledgment Card ......................................... 229 43.0 Glossary of Terms .............................................. 232 44.0 Safety TIPS From OSC ......................................... 234

OTIS SAFETY AND ENVIRONlMENTAL POLICY

Otis will not be satisfied until its workplace is safe From hazards, its employees are injury fiee, its products and services are safe, and its commitment and record in protecting the natural environment are unmatched.

0 bjectives:

1. Eliminate all employee injuries by making the workplace fiee from hazards and unsafe actions.

2. Reduce the likelihood and severity of accidents to users of Otis equipment and equipment serviced by Otis. -

3. Drive pollutants in manufacturing processes to the lowest achievable levels.

4. Incorporate safety and conserve natural resources in the design, manufacture, use and disposal ofproducts and delivery of services.

5 . Establish safety and environmental protection standards that both comply with local laws and go beyond, when necessary, to achieve the goals of this policy.

6 . Hold operating managers accountable for safety and environmental performance and for providing leadership and required resources.

7. Require a11 employees to comply with these standards.

Support:

1. Quantify safety and environmental goals, measure progress regularly and report progress to UTC, Otis senior management, employees and communities; and respond to suggestions and needs of others.

2. Develop technologies and methods to assure safe work- places, products and s e ~ c e s worldwide and to protect the environment, and p~omuigate these outside Otis.

3 . Make safety and environmental considerations priorities in new product development and investment decisions, and in our dealings with contractors and suppIiers.

4. Work with governments and industry associations to advance laws and regulations supporting these goals.

SAFETY PHILOSOPHY

Safety at Otis is a condition of employment. Employees are expected to accept their responsibility for safety when they join the company. This includes their personal safety and that of the people and facilities with which they work.

It is the responsibility of this company to enforce their safety procedures. Failure to comply with Otis Safety rules may result in disciplinary action.

Safety is part of the planning process, and if good judgment is applied, accidents will be prevented.

Safety is a partnership. We welcome and encourage your input. Any time you have a question or suggestion that would improve safe practices, please forward these to your safety committee or your immediate supervisor.

INTRODUCTION

In order to perform an effective Job Hazard Analysis, seek out the necessary technical expertise that best suits the task to be analyzed.

The Safe practices spelled out in this book are the result of the experience of Otis Personnel in the elevator business. This information has been gathered from all facets of the operation and to date represents the safest and most efficient way of doing the job.

This Handbook is not intended to be a substitute for technical training. It should be used to augment such &ining. Ongoing participation in technical training will provide you with the detail you need to better understand how to safely perform the tasks outlined in this Otis Employee Safety Handbook.

Follow ORMs and SWPs for detailed descriptions of procedures.

Communications

Mechanisms will be established to facilitate communications among all employees to ensure receipt of information necessary to perform their functions and enhance general awareness of safety and environmental issues.

Each Area, Region, and Location will establish an ongoing means of communicating pertinent information.


a. Periodic meetings will be held by line management. b. Foreman and Mechanics in Charge will conduct

weekly Tool box meetings. c. EH&S issues will be published in Company

newsletters, magazines, etc. d. Signs, banners and posters will be used to promote

safety awareness. e. There will be a system for awards and recognition. fa There will be an established system for responding

to employee complaints and concerns. g . There will be a Company Trouble Report system in

place. Identified issues will be resolved in a timely manner.

RECORD KEEPING:

a. Copies o f rosters and distribution lists for HNRP meetings.

b. Copies of tool box meetings records. c. Copies' of newsletters, memos, etc. d. Copy of Safety Award Program. e. Copy of employee complaint system with samples

of actual cases. f. Copies of Close Calls and Accident communications

and method of distribution.

r ORIGINATOR - C ~ m p l e t e section A - you MUST give phone, fax & mail addrss -

rn MATERIAL MATERIAL COSTSS

TOTAL s EXI-RA GOST

' ENTER ANY SUGGESTIONS FOR ACHIEVING THE IMPROVEMENT OPPORTUNI~:

- -

IMPROVEMENT OPPORTUNITl

Region/S taffl. Factory

men maillfax tL, l o ~ a d o f l under box checked below. Use seq. no. I f sending more man one 10 on same day.

SECTION B ACKNOWLEDGMENT - RESOLVER - COMPLEIX SECTION 0 - YOU MUST GIVE NAME. DATE. PHONE & FAX

(Fax this side of 10 immediately to originator) Phone No.: 1

Last Name of Resolver First Name Fax No.: SIGNATURE (OPTIONAL):

Date:

Location/ Ofiice

Form 401 0 R N (5199)

jECTION A

Contact Person is: Equip. Model: 51 ORIGINATOR 0 SUPVIMGR. CC: 1 CC: OMce I

I

MARKETING 0 FINANCE OHUMAN RESOURCES OLEGAL

AOMlN 10 COORDINATOR ONE FARM SPRINGS FARMINGTON, CT 06032-2500 FAX: 860-676-5940 10 COORDINATOR - AOMIN

IOFORM.DOT. Quality

Reference Number

Contact Phone No.: Contact Fax No.: Contact Person's Mailing Address: Contact Strzet: Contact City: Contact State: Zip:

Cj MAINTENANCE SERVICE PARTS & OTlSLlNE 0 MOD. MFG. 8 INSTALLATION OSC 10 COORDINATOR 212 W. NEWBERRY RD. BLOOMFIELD, CT 06002 FAX: 860-28-52 lOCOORDlNATOR-MINT

CHECK ONE:

X

SIGNATURE (OPTIONAL)

Last Name of Supv./Mgr. I First Name SIGNATURE (OPTIONAL)

Contract/Machine No.: Building Name: Building City: Building State: Check if Safety Related: 0 Check if attached: 0 Drawings 0 Photos 0 Samples

0 LOCAL MGT.

MAIL OR FAX TO:

E - W l L TO THESE ADDRESSES:

First Name

0 NEW EQUIPMENT MFG. & INSTALLATION

NEB 10 COORDINATOR PO BOX 516 BLOOMINGTON, IN 47402 FAX: 812-331-5999 10 COORDINATOR NEB

Last Name of Originator Seq. No.

- STATE NATURE 8 DETAILS OF YOUR IMPROVEMENT 0PPORTUNIn:

10 COORDINATOR-MOO

I

Date Sent

GCTRA LABOR: HRS COST

I

I

;EGTION C - DATA A NALYSISICOMMUNICATIONS (Collec: pertinent data, analyze. list contads with originator)

- THIS INFO MUST APPEAR ON EACH PAGE OF 10 RESPONSE

1 SECTI0N.D - ROOT CAUSE (Determine by asking ' m y ? ' at least 5 times)

.ECTION E - RESOLUTION ACTIONS/IMPLEMENTATiON PLANS [Must indicate adions to contain a problem, to repairs problem and timed plan to fix the root cause.)

Improvement Opportunity - Side 2 (For Resolvets use only) Resolver - complete sections C. D. E, 2 F - Then mail/faX to either matling address or number on side 1.

Sea NO. Date Scnt Last Name of Oriqinator

IOFORM.DOT, Quality

SECTION F - RESOLUTION/IMPLEMENTATlON (2 Step Pracess: notify originator on the date when resolution is determined i3 again when imolemented.) Resolver Organization:

I Was 10 resoived & implemented on the same date: Yes a No If Yes, date:

Date Resolved: Date Imolernented:

Last Name of Resolver: SIGNATURE OF RESOLVER:

of 1

rnai l t o g

Maintenance of Records and Documentation

Com prehensive records and documentation of activities are required to effectively manage the environmental, health and safety functions at all levels. A system must be established for managing and maintaining these records as well as responding to enquiries and requests -

for information.

Each Area, Region and Location must prepare and maintain records indicative of their EH&S performance.


a. The following categories of information,will be readily available:

Policies Organizational Roles and Responsibilities . Annual Plans Assessment, Prevention and Control Activities . Education and Training . Rules and Procedures Inspections and Audits . Incident Investigations Chemical Inventories Safety Equipment Issues Waste Reduction Programs

b. The record keeping process will comply with all legal requirements.

Pol~cies and Procedures: Health & Safety: HS5: 5 : 5 : Index Page 1 of I

V. Other OSHA Record Keeping Requirements

I n addition to the above requirements, several OSHA standards require record maintenance. These records typically cover such items as training, inspection and maintenance, a i r monitoring data and respirator evaluation and fit testing these include but may not be limited to the following:

A. Fire Extinguishers (1910.157(d) and 1926.150 (c) 1. Attached card indicating yearly inspection. 2. Attached plate indicating hydrostatic test. 3. Inspection log showing monthly inspection for charge and damage.

2. Cranes and Hoists (1910.179(j) and 1926.550 (a)) 1. Annual inspection by a competent person. 2. Visual inspection daily or prior to each use.

3 . Rigging Equipment (1926.251(a)) - Inspection prior to use on each shift and as necessary during use.

4. Asbestos (1910.1001 and 1926.58) 1. Records of fit-testing for respirator use. 2. Maintenance of monitoring records. 3. Records of employee training. 4. Maintenance of medical evaluations.

5. Hazard Communication (1910.1200) 1. Maintenance of hazardous substance list. 2. MSDS file. 3. Records of employee training.

6. Ground Fault (1926.400(f)) 1. Written description of program (see Work Practices). 2. Log of equipment and required testing.

7. Respirators 1. Records of medical evaluations. 2. Records of employee training.

Chart 1. Guide to Recordability of Cases Under the Occupational Safety Health Act (LINK)

ro1iCies a m r r o c c a u r ~ s : Health & barsty: HX: 1 : lndes Page L of 1

5.1 ASSESSMENT, PREVENTION AND CONTROL

Each Area, Region, and Location will develop and implement a structured approach for determining risks and potential hazards associated with each aspect o f their business. Prevention and control strategies and systems will than be implemented to - -

eliminate o r control identified risks. Each Region and Location will establish a means to assess, prevent, control and provide ongoing surveillance of all operations as they relate to EH&S activities.


A. The responsibility for the assessment, prevention and control function will be formally assigned.

B. All risks and potential hazards will be identified. C. The identification process will incorporate the use of results

of incident investigations, site inspections, job hazard analysis, analysis of regulatory requirements and Company standards.

D. Environmental and safety site assessments will be performed and incorporated into the business evaluation of any potential acquisition, divestiture, joint venture, or leasing o f real property.

E. Conduct 3HA reviews for all new products, processes, maintenance practices and construction installation processes.

F. Procedures and engineering controls will be developed to eliminate or control identified risks.

RECORD KEEPING:

A. Documentation which shows the assignment of responsibility for Assessment Prevention and Control.

B. Records of meetings etc, which indicate how risk assessment was accomplished, i.e., study of audits, job hazard analysis, and study of accident investigations.

C. Copies of survey forms which demonstrate that assessments were made of EH&S concerns where Leases were signed or renewed.

D. A copy of procedures and forms used to handle hazardous and non hazardous waste.

E. Copies of Emergency Plans, Disaster Plans, Earthquake, Fire, Spills, etc.

Policies and Procedures: Health &r Safety: HS5: 3: Index

5.3 JOB HAZARD ANALYSIS PROCESS

PERFORMING A JOB HAZARD ANALYSIS

A. Ident i fy the basic steps of the job. 6. Determine existing and/or potential hazards of each step. C. Develop recommendations to eliminate or control

D . L~-~~-.HAZMDAMLEIs~S.Ar"lPLES

JOB HAZARD ANALYSIS SAMPLES

JOB HAZARD ANALYSIS SAMPLE REGlON AND LOCATION

Anyt inle ( Service Superintendent and Field Mechanics ( Field Operations Manager

SPECIAL 011 PRlMARY HAZARDS '

More than two persons in hoistway creating overhead hazard, lack of communication, falling hazards. 1'ERSONAL PROTECTIVE EQUII'MENT R E Q U I m D OR RECOMMENDED

JOB OR OPERATION TITLE Reroping 2 tb 1 - 15 story elevator

NAME OF BUILDING I TITLE O F EklI'LOYEE DOlNC JOD Anywhere NAA DATE PERFORMED

Herd Hats, Leather Palm Gloves, safety Glasses, Safety Shoes I I

.Anywhere NAA ANALYSIS PERFORMED BY

Service Mechanic VERIFIED I3Y

BASIC JOB STEPS 1. Capture elevator and bump cwt by moving on Insp. lnto overhead.

2. Take elevator out of service.

EXISTING I POTENTIAL ItIAUlZDS Crushing in overhead

CORRECTIVE IVIEASURES Ensure refilge space tluring procedure and Communication with others involveti.

Unexpected movement of car. Public unaware of work in progress.

1

4. Station team n~en~be r s in position to change ropes. Two on car top, one in the pit, and one in the lnachine room.

All members ofwork crew lock aild tag out elevator. Place out of service signs and barricades.

Use oversized hoist for safely li~ctor, lnstall pads Under slings. Verib all rope clips ilre correct and tight. Trip governor, set car on safeties, & install si~fety sling,

I 1

5. Remove old ropes and install new t

3. Install rigging and chain hoist to lift car, placing slack into the ropes.

Dropping tools or material on person ia pit. Falling hazard car top.

Ones by attaching one to the other And pulling the new one into place with the old one.

Rigging collld let go or break.

Adjacent car may snag slack ropes or strike person

6. Coil up old ropes, clear all tools and materials. Remove rigging and return Car to service.

1

Keep all tools on car top to a ~ninimum. Secure tools And nlaterials where they can not be dislodged. Install plywood barrier to act as fill1 protection ancl kick board. Wear \lard hat in pit at ill1 times.

llemove diacent car from service, lock ilnd tag ollt. in pit. Lack of awareness or understanding as to what is Going on between team members.

I

Ensure adequate lighting in all locations and efycctive Two way communication.

Possible hand and back injuries. Ropes may not be tensioned correctly. Elevator miry not operateaon Normal operation correctly.

Wear gloves and back support belts. Use dollies ancl other material handling devices. Tel~sion cables. Remove telnporaryji~nlpers. Remove locks ancl tags. Test eleviltor operation before rettlrning to service.

JOB HAZARD ANALYSIS SAMPLES, CONT'D

I JOB HAZARD ANALYSIS I JOB OR OPERATION TITLE I SAMPLE REGlON AND LOCATION NAME OF BUILDING 1 TITLE OF EML'LOYEE DOING JOB

Anytime I Superintendent and Mechanic in Charge I Field Operations Manager

SPECIAL OR PRIMARY IIAZARDS '

Anywhere NAA DATE PERFORMED

Snagging or Crushing of person on car top. PERSONAL PROTECTIVE EQUIPMENT REQUIRED OR RECOMMENDED I-lard Hat, Safety Glasses Safety Shoes, Personal Fall Protection

I I I BASIC JOB STEPS EXISTING 1 POTENTIAL HAZARDS CORRECTIVE MEASURES 1. Capture elevator and place on TOCI Possible misoperation. Test and verib TOCl and Emergency Stop.

I

Anywhere NAA ANALYSIS PERFORMED BY

I I 2. Establish safe refuge space in reach I Snagging of clothing, tools. body parts. 1 Tighten clothing & remove tools, keys. beepers, etc.

VERIFIED BY

Of TOCI emergency stop switch. Possible crushing at top or side of hoistway. Note clearances and ensure proper position of be safe.

3 . Establish communication procedure between person in car & person on top.

4. Operate elevator up and down the Moistway

-

I

6. Egress form the car top. Snagging or crushing. Person on car top takes control by placing car on top of car inspection operat ion prior to departing the car

Lack of proper communication can be fatal.

5. Hoistway adjustments.

With person inside car and person on top verify Communication before n~nning car on high speed Person on top initiates and verifies the commancls.

,

I

Snagging or crushing.

Snagging or crushing.

- - - -

Person on car top takes control by placing car on top o f car inspection o.peration and pushing emergency stop prior to performing any work.

Start with a couple one floor runs in down direction to ensure clearances. Persoil on top places lla~ld on Emergency

, Stop Switch in case ~ ~ p r o b l e m s .

ul lLIL~ uuu 1 L V L L U U I C ~ . n t ~ i l ~ l l LS~ salzLy. ns i u . i u . 1 Page 1 0 1 2

Accident/Incident Investigations

Incident investigations must involve a methodical examination of the event directed toward determining the causes and developing remedial actions to control the risk.

All incidents must be immediately reported and investigated by line management.


a. NAA has a written procedure outlining specific requirements for incident reporting and investigation.

b. This procedure addresses all corporate requirements to include investigation of incidents involving only property damage or with the potential for serious physical harm.

c. Line managers and supervisors will personally conduct investigations to include completion of required reports.

d . Based on investigative findings, corrective action plans will be put in place to prevent recurrence. There will be a monitoring and follow-up process to assure closure on all action items.

e. The results of all investigations will be communicated to Company personnel.

RECORD KEEPING:

a. Documentation of accident investigations. b. Documentation which demonstrates that follow up

activities for prevention were conducted. c. Copies of communications to the Field summarizing

the findings and methods for prevention.

REPORTING PROCEDURES:

a. Accident Reporting Form - 3489. b. Guidelines for Filling Out Accident Report - 3489. c. Serious Accident Reporting - Policy 34.

Page ! o f 3

Serious Accident Review Procedure

1. Local management, in conjunction with the NAA Fatality Investigation Team is required to investigate and complete a formal report for each serious accident. The report, to be finalized within 14 days of occurrence should be sent to the Area Executive and the Otis Vice President, Safety and Environmental Protection.

2. EachOperationls Headquarters will establish a Fatality and Serious In jury Review Board to review all serious accidents. The Board will also review such other accidents and safety-related incidents (i.e., near misses) as may be recommended by local management, and/or the headquarters safety and environmental officer. Operational Review Board meetings led by the Area Executive and involving responsible management will be held preferably within seven days but no later than 14 days of a serious accident. Responsible management should be prepared to discuss the findings of their investigation to include a description of the incident, circumstances, root cause and actions taken and planned to prevent recurrence.

The Otis Area Executive, Vice President, Safety and Environmental Protection and the UTC Senior Vice President, Environmental and Business Practices, should be notified by the operation's management of the date and location of the Operation's Review Board meeting and may elect to participate in the Board's meeting.

The Area Executive will present the findings, conclusions and actions related to the serious accident at the next Safety and Environmental Leadership Committee meeting (Executive Committee meeting).

3. As directed by UTC, a Fatality and Serious Injury Review Board meeting chaired by the UTC President will be convened with the cognizant Area

of 3

Executive, Area Vice President, Managing Director and other responsible line management. This meeting will convene within 30 days of the accident. Location, attendance and specific meeting date will be determined and communicated through the office of the Otis Area Executive.

The report presented to the UTC Review Board will include, but is not limited to, the following :.

i. a chronology of events leading to and immediately following the incident, to include a description o f the site, photographs, video tapes, charts, etc.;

i i . an identification and analysis of the factors contributing to the incident, including determination o f root cause;

iii. details of training, policies and procedures, protective devices/equipment, etc., if any, which were in place to prevent the occurrence of accidents;

iv. a description of any legal o r regulatory actions resulting from the incident;

v. a summary of corrective actions taken; vi. recommended employee disciplinary

action/organizationaI sanctions to be imposed by the management as a result of the incident. These recommendations should reflect Otis Policy Statement #35, "Accountability for Safety and ~nv i ronmenta l Protection".

As soon as practical following the review, the UTC Review Board will communicate the findings t o the UTC Chief Executive Officer.

4. Within 45 days of a serious accident, operating management will submit a draft news article, marked confidential, containing lessons and preventative measures to the Otis Vice President, Safety and Environmental Protection. Following review by Safety, Legal and Communications, the article will be used in an awareness bulletin to all

Otis employees.

Y o l i ~ i c s ana k'roceaures: Health C;: Satery: HS ! 0: ! U . I Page 1 o f 2

Accident Investigating Reporting Guidelines

This report must be completed during the work shift the accident occurred. The form is to be completed in detail by the Supervisor of the injured employee, and is to be completed for al l medical/first aid treated acc idents , even if the employee is able to return to work. "In the event that a Supewisor is unavailable the investigation could be conducted by a Mechanic-In- Charge and or Plant Engineer if the accident is of a minor nature."

The report must be submitted t o the Workers' Compensation Administrator or' Plant Nurse at your location who will fax the front side only to the NAA Safety Department in Farmington, CT within 24 hours. I n addition, a copy of the accident report is mailed/faxed to the Manager, Safety and Environmental Control.

Fax Number 860-676-5940 within 24 hours

There may be times because of the nature of the accident, you may not be able to complete both sides of the accident, report form. When t h i s happens complete and process the front side of the report to your Workers' Compensation Administrator who will then follow the step below.

Clarification of OSHA 200 Log Recordable and Non- Recordable Injuries? Each case is distinguished by the treatment provided, rf the injury required medical treatment, it is recordable; if only first aid was required, it is not recordable. However, medical treatment is o n l y one of several criteria for determining OSHA recordability. Regardless of treatment, if the injury involved loss of consciousness, restriction of work o r motion or transfer to another job (Otis Re-Entry Program) the injury is recordable.

The office Workers' Compensation Administrator/Plant Nurse upon notification, will be responsible to fill out the required state form then forward to the CIGNA or State Claims Office serving your location. Note: I f the

ruLli;lcs ii~iu rroceuurss: nealcn CL baLety: HS 10: 10. !

-, accident report is suspect, kindly notify your Regional General Manager/Product Manager to notify the CIGNA claim representative for review prior to processing the claim for payment and on your monthly safety report.

A Close Call/An Accident form is to be prepared by the location upon determining that the organization will benefit from reporting the incident using this procedure. Lastly, the Location Manager, Superintendent, Supervisor and o r Production Manager will initiate pro- active safety measures for immediate abatement to include disciplinary action, i f warranted. (Refer to disciplinary policy for further details)

Page 3 of 2

6.0 EDUCATION AND TRAINING

Training and education are fundamental components of a Strong environmental, health and safepi system. Both have an enormous impact on program development, implementation and maintenance, Education and training should not be limited to certain segments of the workforce but must be considered as integral element of each employee's understanding of their job.

Provision will be made for the necessary education and training of all levels of employees.


a) There will be a training plan established that outlines and prioritizes the yearly training activity. This plan will include projected attendees, subjects and timing.

b) The training activity will be prioritized based on the assessment, prevention and control process.

All levels of managemen~/super~ision will be provided with the knowledge and skills necessary to manage EH&S.

Newly appointed managers and supervisors will receive instruction concerning EHBS duties and responsibilities of their position.

Periodic refresher classes will be conducted covering new regulations and work practices.

d) Employees . There will be specific induction training provided to all new starters.

Specific training will be provided for all workplace hazards, e.g.. lockout/tagout: working at heights/electrical; protective equipment: manual handling; hoistway access/egress; rigging; hoisting; false cars; defensive driving: etc.

e) Technical staff

All assigned safety and environmental staff will be provided with formal training directed at enhancing their professional skills and education.

- -

RECORD KEEPING:

a) Copy of the annual training plan.

b) Records of all EH&S training, i.e., attendees, topics, hours of training, training library, etc.

C) Record of meetings that indicate how the plan was established.

Following are typical exercises that you may perform to assist in strengthening your back muscles. ~f

you have experienced a back injury contact your treating physician prior to daily exercise as he/she will be able lo properly diagnose your condition, recommend and supervise an exercise program tailored for you.

HOME BACK STRtTCHlNG EXERCISES 1 Daily Exercise Starting Position

Lie flat on your back, with your hands on your abdomen, knees and hips straight. The curve of the low back should be flattened against the surface upon which you are exercising. It is irnpcnant that all exercises in the face-up position should be performed with the flat against the exercise surface.

Exercise $1

Raise the head and shoulders six inches from the exercise surface. Feel the abdominal muscles tighten under your fingertips. Make the abdominal wall as hard as possible without increasing the sit

UP -

Exercise #2

Maintain the starting position. with arms at the side. With one knee stiff and straight, raise the heel as far up as you can. The higher you raise your straight leg, the more you stretch the muscles behind your thigh (the hamstrings) and the more benefit you will get from this exercise. After 3 seconds, bend knee and grasp front of knee with both hands, bringing knee toward the chest as far as possible. Return to starting position. . Exercise #3

Raise the opposite straight leg, and repeat as above.

Exercise #4

Raise both lower limbs with the knees straight. The exercise is performed 2 or 3 weeks after the other exercises are started. Keep the palms down;'elbows straight, and arms at side or tucked under your body. as you prefer. The trunk should be fixed completely by contraction of the abdominal and back muscles to insure that there will be no "pelvic rock" when both limbs are raised. During this exercise, if the back curves away from the exercise surface, you may have some aggravation of back pain.

Turn face-down h the prone position, with a bolster in the form of a folded pillow under the lower abdomen and pelvis.-

Exercise #5

With both the arms at your sides, chin in, shoulders back, raise the chest from the exercise surface as high as it will go. Keep your head down so that you are looking at the bolster (a bolster is a long pillow).

Exercise #6

Raise the right limb with the knees straight as far back as possible. Return to starting position.

Exercise $7

Raise the left limb with the knee straight and repeat as above.

Aher one month, you may want to eliminate exercise #6 and #7 if you feel it is not necessary or otherwise advised i f you are under a treating physicians guidance.

6.1 EDUCATION A N D TRAINING .

Training and education are fundamental components of a strong environmental, health and safety system. Both have an enormous impact on program development, implementation and maintenance. Education and training should not be limited to certain segments of the work force but must be considered as integral element of each employee's understanding of their job.

Provision will be made for the necessary education and training of all levels of employees.


a. There will be a training plan established that outlines and prioritizes the yearly training activity. This plan will include projected attendees, subjects and timing.

b. The training activity will be prioritized based on the assessment, prevention and control process.

c. Management/Supervision o All levels of management/supervision will be

provided with the knowledge and skills necessary to manage EH&S.

o Newly appointed managers and supervisors will receive instruction concerning EH&S duties and responsibilities of their position.

o Periodic refresher classes will be conducted covering new regulations and work practices.

d . Employees -

o There will be specific induction training provided to all new starters.

o Specific training will be provided for all workplace hazards, e.g., lockout/tagout; working at heig hts/electrical; protective equipment; -manual handling; hoistway access/egress; rigging; hoisting; false cars; defensive driving; etc.

e. Technical staff o All assigned safety and environmental staff

will be provided with formal training directed a t enhancing their professional skills and education.

Location: lSuoervlsorlSu~erintendent: 1

yny,"t' 1 Video I 3 U P l -.... Paid Training Hours ' ,25 0.5 1 0.5

I

1 ~ m ~ l o v e e Name I I I

I I 1

Employee Name Employee Name .A

I Em~lovee Name I I I I

Employee Name I Employee Name

I I Employee Name Em~lovee Name I I Employee Name I 1 I E m ~ l o vee Name I

OTIS ELEVATOR COMPANY

LOCATION

EMERGENCY RESPONSE PLAN

SAMPLE

DATE: -

EMERGENCY NUMBERS

Fire 91 1 Police 911 Ambulance 911 FBI XXX-XXX-XXXX State Police 800-525-5555 National Response Center 800-424-8802 (Chemical, Biological, etc.) Poison Center XXX-XXX-XXXX or 1-800-492-2414

Location Associates to call (in order): home - cellular Nextel Direct

1. Joe xxxxx 555-555-0000 555-555-0000 555-555-0000 2. Joe2 xxxxx 555-555-0000 555-555-0000 555-555-0000 3. Joe3 xxxxx 555-555-0000 555-555-0000 555-555-0000 4. Joe4 xxxxx 555-555-0000 555-555-0000 555-555-0000 5. Joe5 xxxxx 555-555-0000 555-555-0000 555-555-0000 6. Joe6 xxxxx 555-555-0000 555-555-0000 555-555-0000

Regional Associates: home - cellular Nextel Direct

1. Bob xxxxx 555-555-0000 555-555-0000 555-555-0000 2. Bob2 xxxxx 555-555-0000 555-555-0000 555-555-0000 3. Bob3 xxxxx 555-555-0000 555-555-0000 555-555-0000 4. Bob4 xxxxx 555-555-0000 555-555-0000 555-555-0000 - -

BUILDING EXITS

Emergency exits are located at follows:

1. Front Main Entrance

2. Side Entrance

3. Warehouse Entrance in back of building

4. Warehouse Overhead Doors

In case of fire, please use nearest safe exit. All exits have been marked with overhead Exit signs.

COMMUMCATIONS CHAIN

Caller Joe xxxxx

People Called All Salaried Personnel

Joe2 xxxxx All Construction Personnel

Joe3 xxxxx Sew. Employees, last name A - M

Joe4 xxxxx Sew. Employees, last name N - Z

Joe5 xxxxx Mod & Open Order Employees

A personnel directory is located in the back of this booklet.

Note: If the Otis office is closed, but the field employees working, all associates should be notified using the above chain of command. The "Command Center" (discussed later) should be communicated to all employees.

In the event of bad weather, before coming to work, use judgment. We do not want to put people in jeopardy especially on the roadways coming into the city.

It will be the responsibility of the Location Manager to officially close down the office if conditions wmant. The above communication chain should be utilized.

Remember - Be prepared. It is recommended that all personnel keep a small bag of toiletries (toothbrush, toothpaste, razor, etc.) at the office in case we are detained in the building overnight. Keep an extra change of clothing in the trunk of your car.

Remember to use good judgment. Don't drive in dangerous conditions if you don't have to.

IN CASE OF FIRE

W M N N CALM AND EVACUATE BUILDING AT THE EXITS CLOSEST TO YOU !

Become familiar with the closest exits to your office, so that you understand the most efficient escape plan.

The fire should set off the smoke detectors and sprinklers. The emergency exit lights should illuminate.

Remain calm. Go to the nearest available exit. If possible, cover nose and mouth with a wet cloth. In case of smoke, stay close to the floor.

When approaching a closed door, use the palm of your hand and forearm to feel the lower, middle and upper parts of the door. If it is not hot, brace yourself against the door and open it slowly. If it is hot to the touch, do not open the door--seek an alternate escape route.

Heavy smoke and poisonous gases collect first along the ceiling. Stay below the smoke at all times.

If clothing catches fire, stop (don't run), drop to the ground, then roll over and over to smother the flames.

A11 employees should meet in the back parking lot behind the warehouse so that we can confirm that everyone has exited the building safely.

Once outside the building, and all personnel are accounted for, we can find a phone and call 91 1 to verify help is on the way. .

FIRE EXTINGUISHERS

Fire Extinguishers are located in the following places:

1. In the warehouse (next to X X X X )

2. In the office, adjacent to the XXXX.

3. In the office, adjacent to the XXXX.

4. In the warehouse (mounted to X X X X )

Fire Extinguishers should be checked and recharged each year. XXXX is responsible to coordinate this activity.

FIRST AID KITS

First Aid Kits are located in the following places:

1. In the office, near the XXXX.

2. In the warehouse next to XXXX.

First Aid kits should be checked each year for expiration of materials. XXXX is responsible for this activity.

OXYGEN KIT

An Oxygen kit is located between the restrooms. It should be checked each year and recharged as necessary. XXXX is responsible for this activity.

EYE WASH KITS

An eye wash kit is located to the right of the sink in the warehouse. It should be checked each year for expiration of materials. XXXX is responsible for this activity.

CHECK-IN & CHECK-OUT PROCEDURES (Option 1)

Each field associate should adopt the buddy system for purposes of checking in or checking out. Each supervisor is to ensure that each associate has a "buddy".

It is the responsibility of each associate to ensure that his buddy is checked in each moming and checked out each afternoon. In the event that you cannot contact your buddy by the end of the shift, you are to notify supervision immediately. The supervisor is then ' responsible to immediately investigate the whereabouts of the employee.

In the event of vacations, etc., the supervisoris responsible to ensure each mechanic has a buddy who is working. The supervisor can serve as an associates buddy in this case.

CHECK-IN & CHECK-OUT PROCEDURES (Option 2)

Normal Shifts Each moming, every mechanic is required to check in with the office. Construction mechanics should check in with thesuperintendent. Service mechanics should check in with the Service Supervisor. Maintenance mechanics should check in with Supervisor. Helpers shouldcheck in with the mechanic to whom they are reporting. For purposes of checking in, helpers who are up as a TM would check in as a mechanic. For multi-team construction/mod jobs, the mechani-in-charge can check in for the other mechanics on that job after verifying their presence. If a helper does not check in with the mechanic, it is the mechanic's responsibility to inform the office. If any mechanichelper does not check in, the supervisor must be notified. It is the responsibility of the supervisor to determine that person's whereabouts to ensure his safety.

At the conclusion of each person's shift, he is responsible to check out with the person with whom he checked in. If somebody does not check out, the supervisor must be notified. It is then the supervisor's responsibility to determine that person's whereabouts to ensure his safety. Night or Weekend Shifts

For shifts outside of normal working hours, the mechanic can either check in and out with his/her direct supervisor, or helshe can check in and out with Otisline. Either method is sufficient as long as it is consistently used and mutually agreed on (between mechanic and supervisor).

To check in and out with Otisline (1-800-458-6847), the following procedure should be followed:

At the start of the shift, the mechanic should contact Otisline with the message "Page my supervisor with 1-2-3 at time". At the end of the shift, the mechanic should contact Otisline and cancel thls prior message. In the event that the mechanic does not cancel the message, Otisline will begin paging the supervisor so that the supervisor can determine the mechanic's whereabouts to ensure his safety. To ensure that check-in with Otisline occurs, Hope will review the Otisline screen and check for the original checkn message.

EMERGENCY DISASTER PLAN

At no time should any Otis employee jeopardize their own or their family's safety or welfare to respond to a disaster situation. . The mechanic should use hislher own best judgment in responding and should do the best he/she can to safely restore units to their proper operation. In no case does Otis expect major or prolonged repairs to be made at this time. The mechanic should advise supervision of any further repairs required.

A major catastrophe will be considered to have occurred when phone service has been disrupted and/or travel has been restricted due to either a natural disaster (earthquakes, blizzards, or humcanes); a military or civil disaster (war, riot, etc.), or other disaster event (major fire, explosions).

Each supervisor shall periodically review and coordinate this action plan with their field personnel to assure the fastest response time possible while still ensuring the safety of all Otis personnel. While .no one can be totally prepared or plan for every emergency, this plan should be used as a guide, with each situation being assessed on an individual basis.

ACTION PLAN

A command center will be set up at the Otis office on Fairview Ave. to allow field employees to check in either by phone, 2-way radio or KDT if possible, or in person with supervision. Supervision will coordinate with local emergency services to handle entrapments, shutdowns, and repairs of damaged elevator equipment. If the Otis office is damaged or otherwise inaccessible, and no temporary quarters within city limits can be found, the command center will be located in one of the following locations in the following order:

I.. lLOCATlIOlN 2. LOCATION2

If all above locations are inaccessible, the Location Manager will determine an alternate location for the command center.

A11 employees should be notified of the command center location using the Communication Chain @age 3).

Service priority will be determined based on the type of emergency, time of day, and extent of damage to localities. Priorities will be further broken down by the following customer types, with Otis maintenance customers being serviced first:

Hospitals/Heal th Care Facilities Residential High Rise Buildings Housing for the Elderly Schools (if in session) Communications Buildings (Telephone, etc .) State Office Buildings Commercial High Rise Buildings

Coverage will be assigned by supervision according to a mechanic's home base during other than regular business hours. During regular business hours, coverage shall coincide with each mechanic's regular service temtory. Personnel without a normal service route (repair mechanics, mod teams, construction teams, helpers, sales personnel, etc.) should contact command center to be teamed up (whenever possible) with a route mechanic for safety purposes.

The "maintenance teamsJ' (as described above) should systematically visit their contractual custom- following the priority order set forth above. Once all of the priority service customers have been attended to, and if travel is not restricted, personnel should meet at the command center to evaluate the situation and determine further courses of action.

HOW TO HANDLE ANTHRAX AND OTHER BIOLOGICAL AGENT THREATS

Many facilities in communities around the country have received anthrax threat letters. Most were empty envelopes; some have contained powdery substances. The purpose of these guidelines is to recommend procedures for handling such incidents. DO NOT PANIC

P

1. Anthrax organisms can cause infection in the skin, gastrointestinal system, or the lungs. To do, so the organism must be rubbed into abraded skin, swallowed, or inhaled as a fine, aerosolized mist. Disease can be prevented after exposure to the anthrax spores by early treatment with the appropriate antibiotics. Anthrax is not spread fiom one person to another person.

2. For anthrax to be effective as a covert agent, it must be aerosolized into very small particles. This is difficult to do, and requires a great deal of technical skill and special equipment. If these small particles are inhaled, life-threatening lung infection can occur, but prompt recognition and treatment are effective.

If you receive a suspicious, unopened letter or package marked with threatening message such as LLANTHRAX" or with powder and powder spills out onto surface:

1. Do not shake or empty the contents of any suspicious envelope or package. Do not try to clean up the envelope.

2. If there is no leakage, PLACE the envelope or package in a plastic bag or some other type of container to prevent leakage of contents. If the envelope is soiled, go to step #3.

3. If you do not have any container, then COVER the envelope or package with anything (e.g., clothing, paper, trash can, etc.) and do not remove this cover. . 4. Then LEAVE the room and CLOSE the door, or section off the area to prevent others fiom entering (i.e., keep others away).

5. WASH your hands with soap and water to prevent spreading any powder to your face. If clothing was soiled or contaminated, REMOVE clothing as soon as possible and place in a plastic bag, or some other container that can be sealed. Thls clothing bag should be given to the emergency responders for proper handling.

6. Report the incident to local police, and notify the Location Manager or an available Supervisor. -

7. LIST all people who were in the room or area when this suspicious letter or package was recognized. Give this list to both the local public health authorities and law enforcement officials for follow-up investigations and advice.

8. SHOWER with soap and water as soon as possible. Do Not Use Bleach Or Other Disinfectant On Your Skin.

POSSIBILITY OF ROOM CONTAMINATION BY AEROSOLIZATION (For example: small device triggered, warning that air handling system is contaminated, or warning that a biological agent released in a public space):

1. Turn off local fans or ventilation units in the area.

2. LEAVE area immediately.

3. CLOSE the door, or section off the area to prevent others fiom entering (i-e., keep others away).

4. Report the incident to local police, and notify the Location Manager or an available Supervisor.

5. SHUT down air handling system in the building, if possible.

6. If possible, list all people who were in the room or area. Give this list to both the local public health authorities so that proper instructions can be given for medical follow-up, and to law enforcement officials for further investigation.

HOW TO IDENTIFY SUSPICIOUS PACKAGES AND LETTERS:

Some characteristics of suspicious packages and letters include the following.. .

Excessive postage

Handwritten or poorly typed addresses

Incorrect titles

- Title, but no name

Misspellings of common words

Oily stains, discolorations or odor

- No return address

Excessive weight

Lopsided or uneven envelope

Protruding wires or aluminum foil

Excessive security material such as masking tape, string, etc.

Visual distractions

Ticking sound

Marked with restrictive endorsements, such as ccPersonal" or "Confidential"

Shows a city or state in the postmark that does not match the return address

INFORMATION ON TERRORISM

Terrorists look for visible targets where they can avoid detection before or after an attack such as international airports, large cities, major international events, resorts, and high- profile landmarks.

Prepare to deal with a terrorist incident by adapting many of the same techniques used to prepare for other crises.

Be alert and aware of the surrounding area. The very nature of terrorism suggests that there may be little or no warning.

Take precautions when traveling. Be aware of conspicuous or unusual behavior. Do not accept packages fiom strangers. Do not leave luggage unattended.

Learn where emergency exists are located. Think ahead about how to evacuate a building, subway or congested public area in a hurry. Learn where staircases are located.

Notice your immediate surroundings. Be aware of heavy or breakable objects that could move, fall or break in an explosion.

Preparing for a Building Explosion The use of explosives by terrorists can result in collapsed buildings and fires. People who live or work in a multi-level building can do the following: . Review emergency evacuation procedures. Know where fire exits are located.

Keep fire extinguishers in working order. Know where they are located, and how to use them. Learn first aid. Contact the local chapter of the American Red Cross for additional information.

Keep the following items in a designated place on each floorof the building.

Portable, battery-operated radio and extra batteries

several flashlights and extra batteries

First aid kit and manual

Several hard hats

Fluorescent tape to rope off dangerous areas

Bomb Threats: If you receive a bomb threat, get as much information fiom the caller as possible. Keep the caller on the line and record everything that is said. Notify the police and the building management.

After you've been notified of a bomb threat, do not touch any suspicious packages. Clear the area around the suspicious package and notify the police immediately. In evacuating a building, avoid standing in front of windows or other potentially hazardous areas. Do not restrict sidewalk or streets to be used by emergency officials.

In a building explosion, get out of the building as quickly and calmly as possible.

If items are falling off of bookshelves or from the ceiling, get under a sturdy table or desk.

If you are trapped in debris:

Use a flashlight.

Stay in your area so that you don't kick up dust. Cover your mouth with a handkerchief or clothing.

Tap on a pipe or wall so that rescuers can hear where you are. Use a whistle if one is available. Shout only as a last resort--shouting can cause a person to inhale dangerous amounts of dust.

Assisting Victims

Untrained persons should not attempt to rescue people who are inside a collapsed - building. Wait for emergency personnel to arrive.

Exits

First Aid Kits

@ Fire Extinguishers

AGREEMENT FOR

INDEPENDENT CONTRACTOR SERVICES -ELEVATOR MAINTENANCE SERVICES-

This Agreement For Independent Contractor Services (the "Agreement") is made and entered into by and between the County of Stanislaus ("County") and Otis Elevator Company ("Contractor") on &l? / # ,2005.

Recitals

WHEREAS, the County has a need for services involving comprehensive preventative maintenance service to assure maximum peak elevator performance and reduce elevator down time; and

WHEREAS, the Contractor is specially trained, experienced and competent to perform and has agreed to provide such services;

NOW, THEREFORE, in consideration of the mutual promises, covenants, terms and conditions hereinafter contained, the parties hereby agree as follows:

Terms and Conditions

1. Scope of Work

1 . I This Agreement shall consist of this Agreement; the Request For Proposal RFP No. 04-40-BLS, dated November 4, 2004, including all addendums to that RFP; and the Otis Elevator Company Proposal to the County of Stanislaus, in response to RFP 04-40-BLS, dated January 19, 2005, including the updated Elevator Maintenance RFP Pricing Format faxed to County by Contractor on April 7, 2005.

1.2 The Contractor shall furnish to the County upon execution of this Agreement or receipt of the County's written authorization to proceed, those services and work set forth in Exhibit A, attached hereto and, by this reference, made a part hereof.

1.3 All documents, drawings and written work product prepared or produced by the Contractor under this Agreement, including without limitation electronic data files, are the property of the Contractor; provided, however, the County shall have the right to

reproduce, publish and use all such work, or any part thereof, in any manner and for any purposes whatsoever and to authorize others to do so. If any such work is copyrightable, the Contractor may copyright the same, except that, as to any work which is copyrighted by the Contractor, the County reserves a royalty-free, non- exclusive, and irrevocable license to reproduce, publish, and use such work, or any part thereof, and to authorize others to do so.

1.4 Services and work provided by the Contractor at the County's request under this Agreement will be performed in a timely manner consistent with the requirements and standards established by applicable federal, state and County laws, ordinances, regulations and resolutions, and in accordance with a schedule of work set forth in Exhibit A. If there is no schedule, the hours and times for completion of said services and work are to be set by the Contractor; provided, however, that such schedule is subject to review by and concurrence of the County.

2. Consideration

2.1 County shall pay Contractor as set forth in Exhibit A.

2.2 Except as expressly provided in Exhibit A of this Agreement, Contractor shall not be entitled to nor receive from County any additional consideration, compensation, salary, wages or other type of remuneration for services rendered under this Agreement. Specifically, Contractor shall not be entitled by virtue of this Agreement to consideration in the form of overtime, health insurance benefits, retirement benefits, disability retirement benefits, sick leave, vacation time, paid holidays or other paid leaves of absence of any type or kind whatsoever.

2.3 County will not withhold any Federal or State income taxes or Social Security tax from any payments made by County to Contractor under the terms and conditions of this Agreement. Payment of all taxes and other assessments on such sums is the sole responsibility of Contractor. County has no responsibility or liability for payment of Contractor's taxes or assessments.

2.4 Pursuant to Penal Code section 484b and to Business and Professions Code section 71 08.5, the Contractor must apply all funds and progress payments received by the Contractor from the County for payment of services, labor, materials or equipment to pay for such services, labor, materials or equipment. Pursuant to Civil Code section 1479, the Contractor shall direct or otherwise manifest the Contractor's intention and desire that payments made by the Contractor to subcontractors, suppliers and material men shall be applied to retire and extinguish the debts or obligations resulting from the performance of this Agreement.

Term

3.1 The term of this Agreement shall be from the date of approval of this Agreement until completion of the agreed upon services unless sooner terminated as provided below or unless some other method or time of termination is listed in Exhibit A.

3.2 Should either party default in the performance of this Agreement or

materially breach any of its provisions, the other party, at that party's option, may terminate this Agreement by giving written notification to the other party.

3.3 This Agreement shall terminate automatically on the occurrence of (a) bankruptcy or insolvency of either party, (b) sale of Contractor's business, (c) cancellation of insurance required under the terms of this Agreement, and (d) if, for any reason, Contractor ceases to be licensed or otherwise authorized to do business in the State of California, and the Contractor fails to remedy such defect or defects within thirty (30) days of receipt of notice of such defect or defects.

3.4 Should funding for the maintenance services that are the subject of this Agreement no longer be available to the County, the County may terminate this Agreement by providing thirty (30) days' written notice to Contractor. Termination of this Agreement shall not affect the County's obligation to pay for all fees earned and reasonable costs necessarily incurred by the Contractor as provided in Paragraph 2 herein, subject to any applicable setoffs.

4. Required Licenses, Certificates and Permits

Any licenses, certificates or permits required by the federal, state, county or municipal governments for Contractor to provide the services and work described in Exhibit A must be procured by Contractor and be valid at the time Contractor enters into this Agreement. Further, during the term of this Agreement, Contractor must maintain such licenses, certificates and permits in full force and effect. Licenses, certificates and permits may include but are not limited to driver's licenses, professional licenses or certificates and business licenses. Such licenses, certificates and permits will be procured and maintained in force by Contractor at no expense to the County.

5. Office Space, Supplies, Equipment, Etc.

Unless otherwise provided in Exhibit A, Contractor shall provide such office space, supplies, equipment, vehicles, reference materials and telephone service as is necessary for Contractor to provide the services identified in Exhibit A to this Agreement. County is not obligated to reimburse or pay Contractor for any expense or cost incurred by Contractor in procuring or maintaining such items. Responsibility for the costs and expenses incurred by Contractor in providing and maintaining such items is the sole responsibility and obligation of Contractor.

6. Insurance

6.1 Contractor shall take out, and maintain during the life of this Agreement, insurance policies with coverage as follows:

6.1 . I General Liabilitv. Comprehensive general liability insurance covering bodily injury, personal injury, property damage, products and completed operations with limits of One Million Dollars

($1,000,000) per incident or occurrence. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to any act or omission by Contractor under this Agreement or the general aggregate limit shall be twice the required occurrence limit.

6.1.2 Automobile Liabilitv Insurance. If the Contractor or the Contractor's officers, employees, agents, representatives or subcontractors utilize a motor vehicle in performing any of the work or services under this Agreement, ownedlnon-owned automobile liability insurance providing combined single limits covering bodily injury, property damage and transportation related pollution liability with limits of One Million Dollars ($1,000,000) per incident or occurrence.

6. I .3 Workers' Compensation Insurance. Workers' Compensation insurance as required by the California Labor Code. In signing this contract, the Contractor certifies under section 1861 of the Labor Code that the Contractor is aware of the provisions of section 3700 of the Labor Code which requires every employer to be insured against liability for workmen's compensation or to undertake self-insurance in accordance with the provisions of that code, and that the Contractor will comply with such provisions before commencing the performance of the work of this Agreement.

6.2 Any deductibles, self-insured retentions or named insureds must be declared in writing and approved by County. The County, in its sole discretion, may waive the requirement to reduce or eliminate deductibles or self-insured retentions, in which case, the Contractor agrees that it will be responsible for and pay any self- insured retention or deductible and will pay any and all costs, losses, related investigations, claim administration and defense expenses related to or arising out of the Contractor's defense and indemnification obligations as set forth in this Agreement.

6.3 The Contractor shall obtain a specific endorsement to all required insurance policies, except Workers' Compensation insurance, naming the County and its officers, officials and employees as additional insureds regarding: (a) liability arising from or in connection with the performance or omission to perform any term or condition of this Agreement by or on behalf of the Contractor, including the insured's general supervision of the Contractor; (b) services, products and completed operations of the Contractor; (c) premises owned, occupied or used by the Contractor; and (d) automobiles owned, leased, hired or borrowed by the Contractor. For Workers' Compensation insurance, the insurance carrier shall agree to waive all rights of subrogation against the County and its officers, officials and employees for losses arising from the performance of or the omission to perform any term or condition of this Agreement by the Contractor.

6.4 The Contractor's insurance coverage shall be primary insurance regarding

the County and County's officers, officials and employees. Any insurance or self- insurance maintained by the County or County's officers, officials and employees shall be excess of the Contractor's insurance and shall not contribute with Contractor's insurance.

6.5 Any failure to comply with reporting provisions of the policies shall not affect coverage provided to the County or its officers, officials, employees or volunteers.

6.6 The Contractor's insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability.

6.7 Each insurance policy required by this section shall be endorsed to state that coverage shall not be suspended, voided, canceled by either party except after thirty (30) days' prior written notice has been given to County. The Contractor shall promptly notify, or cause the insurance carrier to promptly notify, the County of any change in the insurance policy or policies required under this Agreement, including, without limitation, any reduction in coverage or in limits of the required policy or policies.

6.8 Insurance shall be placed with California admitted insurers (licensed to do business in California) with a current rating by Best's Key Rating Guide acceptable to the County; provided, however, that if no California admitted insurance company provides the required insurance, it is acceptable to provide the required insurance through a United States domiciled carrier that meets the required Best's rating and that is listed on the current List of Eligible Surplus Line Insurers maintained by the California Department of Insurance. A Best's rating of at least A-:VII shall be acceptable to the County; lesser ratings must be approved in writing by the County.

6.9 Contractor shall require that all of its subcontractors are subject to the insurance and indemnity requirements stated herein, or shall include all subcontractors as additional insureds under its insurance policies.

6.10 At least ten (1 0) days prior to the date the Contractor begins performance of its obligations under this Agreement, Contractor shall furnish County with certificates of insurance, and with original endorsements, showing coverage required by this Agreement, including, without limitation, those that verify coverage for subcontractors of the Contractor. The certificates and endorsements for each insurance policy are to be signed by a person authorized by that insurer to bind coverage on its behalf. All certificates and endorsements shall be received and, in County's sole and absolute discretion, approved by County.

6.1 1 The limits of insurance described herein shall not limit the liability of the Contractor and Contractor's officers, employees, agents, representatives or subcontractors.

7. Defense and Indemnification

7.1 To the fullest extent permitted by law, Contractor shall indemnify and hold harmless the County and its agents, officers and employees from and against all claims, damages, losses, judgments, liabilities, expenses and other costs, including litigation costs and attorneys' fees, arising out of, resulting from, or in connection with the performance of this Agreement by the Contractor or Contractor's officers, employees, agents, representatives or subcontractors and resulting in or attributable to personal injury, death, or damage or destruction to tangible or intangible property. The Contractor's obligation to indemnify the County for any judgment, decree or arbitration award shall extend only to the percentage of negligence or responsibility of the Contractor in contributing to such damage or loss.

7.2 Notwithstanding any indemnity or other provision to the contrary, under no circumstances shall either party be liable for special, indirect, or consequential damages of any kind, including, but not limited to, loss of profits, loss of good will, loss of business opportunity, additional financing costs or loss of use of any equipment or property, whether in contract, tort (including negligence), warranty or otherwise. Further, under no circumstances shall either party be liable for loss, damage or delay due to any cause beyond that party's reasonable control, including, but not limited to, acts of government, strikes, lockouts, labor disputes, fire explosion, theft, weather damage, flood, earthquake, riot, civil commotion, war, mischief, or act of God.

7. Status of Contractor

8.1 All acts of Contractor and its officers, employees, agents, representatives, subcontractors and all others acting on behalf of Contractor relating to the performance of this Agreement, shall be performed as independent contractors and not as agents, officers or employees of County. Contractor, by virtue of this Agreement, has no authority to bind or incur any obligation on behalf of County. Except as expressly provided in Exhibit A, Contractor has no authority or responsibility to exercise any rights or power vested in the County. No agent, officer or employee of the County is to be considered an employee of Contractor. It is understood by both Contractor and County that this Agreement shall not be construed or considered under any circumstances to create an employer-employee relationship or a joint venture.

8.2 At all times during the term of this Agreement, the Contractor and its officers, employees, agents, representatives or subcontractors are, and shall represent and conduct themselves as, independent contractors and not employees of County.

8.3 Contractor shall determine the method, details and means of

performing the work and services to be provided by Contractor under this Agreement. Contractor shall be responsible to County only for the requirements and results specified in this Agreement and, except as expressly provided in this Agreement, shall not be subjected to County's control with respect to the physical action or activities of Contractor in fulfillment of this Agreement. Contractor has control over the manner and means of performing the services under this Agreement. Contractor is permitted to provide services to others during the same period service is provided to County under this Agreement. If necessary, Contractor has the responsibility for employing other persons or firms to assist Contractor in fulfilling the terms and obligations under this Agreement.

8.4 If in the performance of this Agreement any third persons are employed by Contractor, such persons shall be entirely and exclusively under the direction, supervision and control of Contractor. All terms of employment including hours, wages, working conditions, discipline, hiring and discharging or any other term of employment or requirements of law shall be determined by the Contractor.

8.5 It is understood and agreed that as an independent Contractor and not an employee of County, the Contractor and the Contractor's officers, employees, agents, representatives or subcontractors do not have any entitlement as a County employee, and do not have the right to act on behalf of the County in any capacity whatsoever as an agent, or to bind the County to any obligation whatsoever.

8.6 It is further understood and agreed that Contractor must issue W-2 forms or other forms as required by law for income and employment tax purposes for all of Contractor's assigned personnel under the terms and conditions of this Agreement.

8.7 As an independent Contractor, Contractor hereby indemnifies and holds County harmless from any and all claims that may be made against County based upon any contention by any third party that an employer-employee relationship exists by reason of this Agreement.

9. Records and Audit

Contractor shall maintain and keep all writings, documents and records prepared or compiled in connection with the performance of this Agreement for a minimum of four (4) years from the termination or completion of this Agreement. Contractor agrees, upon reasonable request, to substantiate that Contractor's billing is in conformity with the terms of the Agreement and to furnish documents verifying each charge billed to the County or other documents to the extent required by law.

The Contractor agrees to keep confidential all information obtained or learned during the course of furnishing services under this Agreement and to not disclose or reveal such information for any purpose not directly connected with the matter for which services are provided.

1 1. Nondiscrimination

During the performance of this Agreement, Contractor and its officers, employees, agents, representatives or subcontractors shall not unlawfully discriminate in violation of any federal, state or local law, rule or regulation against any employee, applicant for employment or person receiving services under this Agreement because of race, religion, color, national origin, ancestry, physical or mental handicap, medical condition (including genetic characteristics), marital status, age, political affiliation or sex. Contractor and its officers, employees, agents, representatives or subcontractors shall comply with all applicable Federal, State and local laws and regulations related to nondiscrimination and equal opportunity, including without limitation the County's nondiscrimination policy; the Fair Employment and Housing Act (Government Code sections 12900 et seq.); California Labor Code sections 1 101, 1 102 and 1 102.1 ; the Federal Civil Rights Act of 1964 (P.L. 88-352), as amended; and all applicable regulations promulgated in the California Code of Regulations or the Code of Federal Regulations.

12. Assiqnment

This is an agreement for the services of Contractor. County has relied upon the skills, knowledge, experience and training of Contractor and the Contractor's firm, associates and employees as an inducement to enter into this Agreement. Contractor shall not assign or subcontract this Agreement without the express written consent of County. Further, Contractor shall not assign any monies due or to become due under this Agreement without the prior written consent of County.

13. Waiver of Default

Waiver of any default by either party to this Agreement shall not be deemed to be waiver of any subsequent default. Waiver or breach of any provision of this Agreement shall not be deemed to be a waiver of any other or subsequent breach, and shall not be construed to be a modification of the terms of this Agreement unless this Agreement is modified as provided below.

14. Notice

Any notice, communication, amendment, addition or deletion to this Agreement, including change of address of either party during the term of this Agreement, which Contractor or County shall be required or may desire to make shall be in writing and may be personally served or, alternatively, sent by prepaid first class mail to the respective parties as follows:

To County: County of Stanislaus Department of Public Works Attention: Gregg Halladay, Deputy Director 101 0 10" Street, Suite 3500 Modesto, CA 95354

To Contractor: Otis Elevator Company Attention: Nicole Fields, Account Manager 4604 Roseville Road, Suite 112 North Highlands, CA 95660

15. Conflicts

Contractor agrees that it has no interest and shall not acquire any interest direct or indirect which would conflict in any manner or degree with the performance of the work and services under this Agreement.

16. Severa bilitv

If any portion of this Agreement or application thereof to any person or circumstance shall be declared invalid by a court of competent jurisdiction or if it is found in contravention of any federal, state or county statute, ordinance or regulation the remaining provisions of this Agreement or the application thereof shall not be invalidated thereby and shall remain in full force and effect to the extent that the provisions of this Agreement are severable.

17. Amendment

This Agreement may be modified, amended, changed, added to or subtracted from by the mutual consent of the parties hereto if such amendment or change is in written form and executed with the same formalities as this Agreement and attached to the original Agreement to maintain continuity.

18. Entire Agreement

This Agreement supersedes any and all other agreements, either oral or in writing, between any of the parties herein with respect to the subject matter hereof and contains all the agreements between the parties with respect to such matter. Each party acknowledges that no representations, inducements, promises or agreements, oral or otherwise, have been made by any party, or anyone acting on behalf of any party, which are not embodied herein, and that no other agreement, statement or promise not contained in this Agreement shall be valid or binding.

19. Advice of Attornev

Each party warrants and represents that in executing this Agreement, it has received independent legal advice from its attorneys or the opportunity to seek such advice.

20. Construction

Headings or captions to the provisions of this Agreement are solely for the convenience of the parties, are not part of this Agreement, and shall not be used to

interpret or determine the validity of this Agreement. Any ambiguity in this Agreement shall not be construed against the drafter, but rather the terms and provisions hereof shall be given a reasonable interpretation as if both parties had in fact drafted this Agreement.

21. Governinq Law and Venue

This Agreement shall be deemed to be made under, and shall be governed by and construed in accordance with, the laws of the State of California. Any action brought to enforce the terms or provisions of this Agreement shall have venue in the County of Stanislaus, State of California.

IN WITNESS WHEREOF, the parties have executed this Agreement on the day and year first hereinabove written.

COUNTY OF STANISLAUS OTIS ELEVATOR COMPANY

By: k ) a Jeff Grover Brad lveb Chairman of the Board of Supervisors Contract Specialist

"County" "Contractor"

ATTEST: Christine Ferraro Tallman Taxpayer Identification No. 13-5583389 Clerk of the Board of Supervisors of the

APPROVED AS TO CONTENT: Department of Public Works

By:

Deputy Director

APPROVED AS TO FORM: Michael H. Krausnick Countv Counsel D By:

Edward R. ~ u r r o u ~ h s / Deputy County Counsel

H:\Halladay\Elevators\Otis Elev Maintenance Contract.doc

EXHIBIT A

AGREEMENT FOR

INDEPENDENT CONTRACTOR SERVICES -ELEVATOR MAINTENANCE SERVICES-

A. SCOPE OF WORK

The Contractor shall provide services under this Agreement as set forth in the County of Stanislaus, Purchasing Division's Request For Proposal (RFP) No. 04-40- BLS dated November 4, 2004, the Contractor's Proposal to the County For Elevator Maintenance Services, dated January 19, 2005 (the "Proposal"), and the updated Elevator Maintenance RFP Pricing Format faxed to County by Contractor on April 7, 2005, all of which is attached hereto and, by this reference, made a part hereof.

B. COMPENSATION

The Contractor shall be compensated for the services provided under this Agreement as follows:

1. Contractor will be compensated as set forth in the updated "Elevator Maintenance RFP Pricing Format " that was faxed to the County on April 7, 2005, except as provided below.

2. Elevators Currentl~ Under Contract with Contractor.

(a) The elevators described in the April 7, 2005, RFP Pricing Format describe the individual elevators by item number. Elevators 3, 19, 20, 21, and 24 are currently under maintenance contracts with the Contractor.

(b) As set forth on page 23 of the RFP, it is the County's goal to bring all of the elevators listed in Schedule A of the RFP at pages 24-25 within this contract as the other contracts expire.

(c) The contract for Elevator No. 3, County Annex VI, located at 801 - I oth street, Modesto, is scheduled to expire on December 31, 2005. The parties agree that upon the expiration of that contract, Elevator No. 3 will automatically be covered under this Agreement. No additional notice of termination will be required or provided. It is anticipated that Elevator No. 3 will come under this Agreement about January 1, 2006. The initial compensation for Elevator No. 3 will be that set forth in the updated "Elevator Maintenance RFP Pricing Format " that was faxed to the County on April 7, 2005 and shall be subject to adjustment in accordance with Section 5 below.

(d) The contract for maintenance of Elevators 19, 20, 21, and 24 is due to expire on April 30, 2010. Upon the termination of that contract, Elevators 19, 20, 21,

and 24 will automatically be covered by this Agreement, provided that the County exercises its option for both one-year extensions as provided for in Paragraph C below and this Agreement is still in effect. It is anticipated that Elevators 19, 20, 21, and 24 will come under this Agreement about May 1, 201 0. The compensation for Elevators 19, 20, 21, and 24 will be that set forth in the updated "Elevator Maintenance RFP Pricing Format " that was faxed to the County on April 7, 2005, including any applicable adjustment pursuant to Section 5 below.

3. The parties hereto acknowledge the maximum amount to be paid by the County for services provided under this Agreement shall not exceed Two Hundred and Seventy Five Thousand Dollars ($275,000.00), including, without limitation, the cost of any subcontractors, consultants, experts or investigators retained by the Contractor to perform or to assist in the performance of its work under this Agreement. This section does not establish an agreement that the Contractor will receive the amount of $275,000.00, but only sets forth a limitation on the maximum amount that may be expended under the terms of this Agreement.

4. The amounts set forth in the "Elevator Maintenance RFP Pricing Format", that was faxed to the County on April 7 , 2005, shall be considered lump sums for services provided as specified for the entire month of service. Payment for partial months. should it become necessary, shall be by prorating the amounts shown. Invoicing shall be completed no more than once per month.

The rates shown for load testing pricing and labor billing shall be applicable only to services not included in the lump sum amounts as specified.

5. The amount of compensation paid to Contractor during the initial three year period of this agreement for the services included in the lump sum amounts as specified shall be fixed. During the two one-year renewal periods, the amount of compensation paid to the Contractor under this Agreement may be adjusted not more often than once during a 12-month period, to reflect changes in the Contractor's costs to provide services under this Agreement, including, without limitation, the cost of insurance and the cost of reasonably necessary supplies and materials, as well as labor costs. Costs for reasonably necessary supplies and materials shall be increased or decreased by the percentage increase or decrease shown by the index of "Wholesale Commodity Prices for Metal and Metal Products" published by the U.S. Department of Labor, Bureau of Statistics, for the effective date of the increase or decrease as compared with the index corresponding with commencement of services under this agreement.

Costs for labor shall be increased or decreased by the percentage increase or decrease in the straight time hourly labor rate cost, at the time of the increase or decrease, as compared to the straight time hourly labor cost on 111105 which was $65.42. The term straight time hourly labor cost means the sum of the straight time hourly labor rate and the average hourly cost of fringe benefits paid to elevator examiners within the Far Western Region of Otis Elevator Company. The changed contract price shall become effective thirty (30) days after the adjusted contract price is determined by the parties. In no event shall any increase exceed seven percent (7%) in any one 12 month period

That portion of the contract price attributable to a changed cost item (such as the cost of insurance) shall be increased by the percentage of increase for that particular cost, as compared to the cost for that item as it was most recently adjusted or, if there has been no previous adjustment, the cost at the time of initial contract. The changed contract price shall become effective on the anniversary1 commencement date based on the increase or decrease of the material index and labor costs above.

6. The rates shown for load testing pricing and labor billing shall be fixed for a minimum of one year from the commencement of services under this agreement. During subsequent years, these rates may be adjusted not more often than once during a 12-month period, to reflect changes in the Contractor's costs to provide services under .

this Agreement resulting from changes in labor costs. Changes in labor costs shall be as described in Section 5 above.

C. TERM

The term of this Agreement shall be three (3) years, commencing on the date that the Chairman of the Board of Supervisors approves the Agreement. The Agreement may be renewed annually for two (2) one-year periods at the expiration of the initial three-year term.

D. SPECIAL CONDITION

Contractor will, at Contractor's expense, furnish and install an oil level monitoring device ("SBC REM Device") that will transmit oil level data to Contractor's OTISLINE@ center on each of the following hydraulic elevator units:

Elevators Nos., 14, 15, 16, 17, 18, 23, and 25 as shown on the updated "Elevator Maintenance RFP Pricing Format " that was faxed to the County on April 7, 2005.

The SBC REM Devices shall remain the property of Contractor. Contractor shall monitor the oil level in the tank of all hydraulic elevators listed above "Unit(s)". Monitoring includes a circuit in the controller that will inhibit the Units' operation if the oil level in the tank falls below a certain acceptable level according to the "SBC REM Device". In the event that Contractor receives a REM message indicating that the oil level in any of the hydraulic elevator Unit(s) has fallen below a certain acceptable level, the Unit(s) will be automatically disabled and Contractor's OTlSLlNE customer service representative will dispatch Otis personnel to perform the necessary minor emergency callback services. Compensation for these services shall be as specified herein. If a Full-Load Leak Down test is required to determine if a unit is leaking, Contractor shall perform said test at County expense. County to provide, at County expense, one (1) outside telephone line to the elevator machine room that allows data calls to and from a toll-free number at Contractor's OTlSLlNE dispatch center within thirty (30) days of the commencement date for the full term of contract, including any extensions. The telephone line may be a separate line dedicated to the monitoring unit or may be an existing line that is shared between another telephone and the monitoring unit.

Notwithstanding the term of the contract stated herein, and at our sole option, Contractor may discontinue service on the Unit(s) at any time prior to the expiration of

the existing term, if County disconnects, or causes the outside telephone line to the Unit(s) in the elevator machine room to be disconnected. To the fullest extent permitted by law, County agrees to hold Contractor harmless, to defend Contractor, and indemnify Contractor against any claim or suit for personal injury or property damage arising out of or related to County's failure to maintain the outside telephone line to the Unit(s) in the machine room(s), unless such damage or injury arises from Contractor's sole negligence.

(Nothing below this line)

H:\Halladay\Elevators\Otis Elev Maintenance Contract.doc

FIRST AMENDMENT TO

AGREEMENT FOR INDEPENDENT CONTRACTOR SERVICES

BETWEEN

COUNTY OF STANISLAUS

AND OTIS ELEVATOR COMPANY

Reference is made to the Agreement for Independent Contractor Services (the "Agreement") dated June 14, 2005 by and between the County of Stanislaus ("County") and Otis Elevator Company ("Contractor").

WHEREAS, Section C of Exhibit A to the Agreement states in relevant part:

"The Agreement may be renewed annually for two (2) one-year periods at the expiration of the initial three-year term;" and

WHEREAS, the initial three-year term will expire on June 13, 2008; and

WHEREAS, the parties have agreed to extend the contract one (1) year.

NOW THEREFORE, the parties hereby agree as follows:

1. Section C of Exhibit A to the Agreement shall read as follows:

"The term of this Agreement shall be four (4) years, commencing June 14, 2005 through June 13,2009. The Agreement may be renewed for one (1) additional year at the expiration of the current term. Either party may terminate this Agreement for convenience and without cause upon providing thirty (30) days prior written notice to the other party."

2. All other terms and conditions of the Agreement shall remain in full force and effect.

[SIGNATURES SET\FORTH ON THE NEXT PAGE]

IN WITNESS WHEREOF, the parties have executed this First Amendment as of the day of June, 2008.

COUNTY /- OF STANISLAUS OTIS ELEVATOR COMPANY

By:

Board of Supervisors "Contractor"

"County" Dated: 6 / q ,2008

Dated: b//o/0)) ,2008

ATTEST:Christine Ferraro Tallman Clerk of the Board of Supervisors of the County of Stanislaus, California

By: ~ e M # c l e r k /

Dated: 0 , 2008

APPROVED AS TO CONTENT: ~ ~ > ( & I f l p P ~ ~ ~ & ~ General Services Agency

ilities Maintenance Div.

By:

Bob Carpenter, Manager Dated: ,2008

APPROVED AS TO FORM: John P. Doering, County ~ouns/

By: Edward R. BurrouggDeputy County Counsel I*-, 3 ,2008 Dated:

june 14, 2005 - board of supervisors agenda · pdf fileprogram itto call otisline...

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