Industrial Safety Management:

The organization and coordination of the activities of a business in order to achieve

defined objectives:
Management is often included as a factor of production along with‚ machines,
materials, and money. According to the management guru Peter Drucker (1909-2005),
the basic task of management includes both marketing and innovation. Practice of
modern management originates from the 16th century study of low-efficiency and
failures of certain enterprises, conducted by the English statesman Sir Thomas More
(1478-1535)
General Principles of management:-
The principles were developed under fundamental assumptions as follows:
• Organization and individuals behave in conformity with rational economic
principles.
• One best way to organize production is through systematic and scientific
investigations.
• Organization is established to fulfill production-related and economic goals.
Principles of management are statements that are based on a fundamental truth.
These principles serve as a guideline for decision-making and management actions.
They are drawn up by means of observations and analyses of events that managers
encounter in practice. Henri Fayol was able to synthesize 14 principles of management
after years of study, namely:
1. Division of Work:-In practice, employees are specialized in different areas and
they have different skills. Different levels of expertise can be distinguished within the
knowledge areas (from generalist to specialist). Personal and professional
developments support this. According to Henri Fayol specialization promotes
efficiency of the workforce and increases productivity. In addition, the specialization
of the workforce increases their accuracy and speed. This management principle of
the 14 principles of management is applicable to both technical and managerial
activities.

2. Authority and Responsibility ;-In order to get things done in an organization,

management has the authority to give orders to the employees. Of course with this
authority comes responsibility. According to Henri Fayol, the accompanying power or
authority gives the management the right to give orders to the subordinates. The
responsibility can be traced back from performance and it is therefore necessary to
make agreements about this. In other words, authority and responsibility go together
and they are two sides of the same coin.
3. Discipline :-This third principle of the 14 principles of management is about
obedience. It is often a part of the core values of a mission and vision in the form of
good conduct and respectful interactions. This management principle is essential and is
seen as the oil to make the engine of an organization run smoothly.
4. Unity of Command :-The management principle ‘Unity of command’ means that
an individual employee should receive orders from one manager and that the employee
is answerable to that manager. If tasks and related responsibilities are given to the
employee by more than one manager, this may lead to confusion which may lead to
possible conflicts for employees. By using this principle, the responsibility for
mistakes can be established more easily.
5. Unity of Direction :-This management principle of the 14 principles of management
is all about focus and unity. All employees deliver the same activities that can be
linked to the same objectives. All activities must be carried out by one group that
forms a team. These activities must be described in a plan of action. The manager is
ultimately responsible for this plan and he monitors the progress of the defined and
planned activities. Focus areas are the efforts made by the employees and coordination.
6. Subordination of Individual Interest :-There are always all kinds of interests in an
organization. In order to have an organization function well, Henri Fayol indicated that
personal interests are subordinate to the interests of the organization (ethics). The
primary focus is on the organizational objectives and not on those of the individual.
This applies to all levels of the entire organization, including the managers.
7. Remuneration :- Motivation and productivity are close to one another as far as the
smooth running of an organization is concerned. This management principle of the 14
principles of management argues that the remuneration should be sufficient to keep
employees motivated and productive. There are two types of remuneration namely
non-monetary (a compliment, more responsibilities, credits) and monetary
(compensation, bonus or other financial compensation). Ultimately, it is about
rewarding the efforts that have been made.
8. The Degree of Centralization: - Management and authority for decision-making
process must be properly balanced in an organization. This depends on the volume and
size of an organization including its hierarchy. Centralization implies the concentration
of decision making authority at the top management (executive board). Sharing of
authorities for the decision-making process with lower levels (middle and lower
management), is referred to as decentralization by Fayol. Henri Fayol indicated that an
organization should strive for a good balance in this.
9. Scalar Chain :- Hierarchy presents itself in any given organization. This varies
from senior management (executive board) to the lowest levels in the organization.
Henri Fayol ’s “hierarchy” management principle states that there should be a clear
line in the area of authority (from top to bottom and all managers at all levels). This
can be seen as a type of management structure. Each employee can contact a manager
or a superior in an emergency situation without challenging the hierarchy. Especially,
when it concerns reports about calamities to the immediate managers/superiors.

10. Order :- According to this principle of the 14 principles of management,

employees in an organization must have the right resources at their disposal so that
they can function properly in an organization. In addition to social order (responsibility
of the managers) the work environment must be safe, clean and tidy.
11. Equity :-The management principle of equity often occurs in the core values of an
organization. According to Henri Fayol, employees must be treated kindly and equally.
Employees must be in the right place in the organization to do things right. Managers
should supervise and monitor this process and they should treat employees fairly and
impartially.
12. Stability of Tenure of Personnel :- This management principle of the 14
principles of management represents deployment and managing of personnel and this
should be in balance with the service that is provided from the organization.
Management strives to minimize employee turnover and to have the right staff in the
right place. Focus areas such as frequent change of position and sufficient development
must be managed well.

13. Initiative :- Henri Fayol argued that with this management principle employees
should be allowed to express new ideas. This encourages interest and involvement and
creates added value for the company. Employee initiatives are a source of strength for
the organization according to Henri Fayol. This encourages the employees to be
involved and interested.
14. Esprit de Corps:- The management principle ‘esprit de corps’ of the 14 principles
of management stands for striving for the involvement and unity of the employees.
Managers are responsible for the development of morale in the workplace; individually
and in the area of communication. Esprit de corps contributes to the development of
the culture and creates an atmosphere of mutual trust and understanding.

MANAGEMENT AND TYPES OF MANAGEMENT Management in businesses

and other organizations, including not-for-profit organizations and government bodies,
refers to the individuals who set the strategy of the organization and coordinate the
efforts of employees (or volunteers, in the case of some voluntary organizations) to
accomplish objectives by using available human, financial and other resources
efficiently and effectively. Management typically includes planning, organizing,
selecting the staff, leading or directing, and controlling an organization to accomplish
various goals. Resourcing encompasses the deployment and manipulation of human
resources, financial resources, technological resources, natural resources and other
resources. Management is also an academic discipline, a social science whose
objective is to study social organization.
Types of Management:
Top-Level Management
Top-level managers include boards of directors, presidents, vice-presidents, CEOs,
general managers, and senior managers, etc.Top-level managers are responsible for
controlling and overseeing the entire organization. Rather than direct the day-to-day
activities of the firm, they develop goals, strategic plans, and company policies, as well
as make decisions about the direction of the business.Top managers need to have more
conceptual skill than technical skill. They understand how competition, world
economies, politics, and social trends affect organizational effectiveness.
Middle management: This management is the intermediate management level
accountable to top management and responsible for leading lower level managers.
1. Recognize the specific responsibilities and job functions often assigned to
middle-level management professionals
2. Middle management isatthecenterofahierarchical organization, subordinate to
the senior management but above the lowest levels of operational staff.
3. Middle managers are accountable to top management for their department's
function. They provide guidance to lower-level managers and inspire them to
perform better.
4. Middle-management functions generally revolve around enabling teams of
workers to perform effectively and efficiently and reporting
these performance indicators to upper management.
 5. Middle management may be reduced in organizations as a result of
reorganization. Such changes can take the form of downsizing, "de-layering,"
"
and outsourcing.
Middle Management :-Most Most organizations have three management levels: first-level,
first
middle-level, and top-level
level managers. These managers are classified according to
a hierarchy of authorityand
and perform different tasks. In many organizations, the number
of managers in each level gives the organization a pyramid structure. Middle
management is the intermediate leadership level of a hierarchical organization, being
subordinate to the senior management but above the lowest levels of operational staff.
For example, operational supervisors may be considered middle management; they
may also be categorized as nonnon-management
ment staff, depending upon the policy of the
particular organization.

Frontline managers oversee primary production activities on a daily basis, so they

need very high interpersonal and technical skills.
Frontline management is the level of management that oversees a company's primary
production activities. Frontline managers assign employees tasks, supervise employees,
ensure quality and quantity production, make recommendations, channel employee
problems to other managers, provide technical expertise, check quality, and deal with
customers and clients.
lients. Frontline managers who are responsible for dealing directly
with the operating personnel need very high interpersonal and technical skills.
Frontline managers are actively involved in operations; examples of frontline
management include a store man ager or manufacturing facility manager.
manager
Frontline managers are managers who are responsible for a work group to a higher
level of management. They are normally in the lower layers of the management
hierarchy, and the employees who report to them do not themselves have any
managerial or supervisory responsibility. Frontline management is the level of
management that oversees a company's primary production activities.
Frontline managers consist of supervisors, section leads, foremen, and so on. They
focus on controlling and directing. They usually perform the following functions:

1. assign employees' tasks

2. guide and supervise employees on day-to-day activities
3. ensure quality and quantity production
4. make recommendations
5. channel or redirect employee problems
6. provide technical expertise
7. monitor work processes
8. deal with customers and clients
9. measure operational performance
10. Frontline managers also serve as role models for employees in providing
basic supervision, motivation, career planning, and performance feedback.
General management:-focuses on the entire business as a whole (a top-down
organizational view).A functional manager is a person who has management authority
over an organizational unit—such as a department—within a business, company, or
other organization. Under functional management, direct reports reside in the same
department.
A general manager is responsible for all areas and oversees all of the firm's functions
and day-to-day business operations. The general manager has to communicate with all
departments to make sure the organization performs well.
General management and functional management have many similarities; the primary
difference is that a functional manager focuses on one facet of an organization, while
the general manager must keep everything in view.
Functional Management:-
Besides the heads of a firm's product and/or geographic units, the company's top
management team typically consists of several functional heads (such as the chief
financial officer, the chief operating officer, and the chief strategy officer). A
functional manager is a person who has management authority over an organizational
unit—such as a department—within a business, company, or other organization.
Functional managers have ongoing responsibilities and are not usually directly
affiliated with project teams, other than ensuring that goals and objectives are aligned
with the organization's overall strategy and vision.
General managers:-include owners and managers who head small-business
establishments with duties that are primarily managerial. Most commonly, the term
general manager refers to any executive who has overall responsibility for managing
both the revenue and cost elements of a company's income statement. This means that
a general manager usually oversees most or all of the firm's marketing and sales
functions, as well as the day-to-day operations of the business. Frequently, the general
manager is responsible for effective planning, delegating, coordinating, staffing,
organizing, and decision making to attain profitable results for an organization.

Line and Staff Function for safety, Health, Environment

Line & Staff Organization :'Line & staff organization' is a combination of line and
functional structures, line of authority flows in a vertical line, but staff specialists are
attached to line positions to advise them on important matters and these specialists do
not have power of command over subordinates in other departments, but they possess
it over subordinates in their own department
E.g. Chief Safety Officer has command over safely officers in his department but he
has no command over accounts officer in other department. He has only advisory
relationship with other departments like production, personnel, HRD etc. A common
model of line & staff organization

Advantages
1. Relief to line managers
2. Expert advice (specialization) 3. Better
decisions
4. Training of personnel
5. Flexibility – opportunity for
advancement
Disadvantages
Line-staff conflicts
Confusion in relationships
Staff becomes ineffective or irresponsible
Expensive for small units

Line and Staff Function:-

Authority :-
Authority means “legal” or delegated power or right to a person.Government
official have powers vested in them by law and therefore they are called Government
authorities.Authority can be delegated .it is also decentralisation of power downward.
A safety officer can delegated his authority to permit some work to safety
supervisor..Authority gives right to aamanagers and disobedience of his order injuries
his right for which a penality is possible
According to some scientist:-
 Henry fayal:-Authority is the right to give orders and the power to exact
obedience.
 Herbert Simon:- It is the power to make dicisions which guide actions of others.
 Terry:- It is excersied by making decisions and seeing that they are carried out.
Characteristics of Authority:-
a. Legitimacy: -It determines the effectiveness of authority. Hence it is the
hall mark of the concept of authority. According to Robert Dahl “A
commands B and B feels A has perfect right to do so and to which he has
complete obligation to obey. Power of this kind is often said to be
legitimate………. Legitimate power is often called authority.”
b. Dominance:--Authority is capacity of the individual to command others.
An individual or a group which possesses authority exercises dominance
over other individuals. Authority is a command of superior to an inferior.
c. An informal power:--It is not a formal power as it lacks characteristics
which are the main features of power. According to Fredrick “Authority is
not a power but something that accompanies power.” It is the quality in
men and things which adds to their power, something which creates
power but it is not itself power.
d. Rationality:--This is the main characteristic of authority. In the words of
Fredrick, ‘The man who has authority possesses something that I would
describe as the capacity for reasoned elaboration for giving convincing
reasons for what he does or proposes to have others to do.” Evidently the
basis of authority is logic or reason.
e. Accountability:--The individual or a group of individuals who possess
authority are responsible to some higher authority. In a democratic system
accountability is the most significant characteristic of authority.
Scope of Authority;-
 Biological and physical limitation
 Legal and social constrains
 Economics constrains
 Limited span
  Organizational limitation
Responsibility:- Being a good manager is a challenging job. You are not only
responsible for supervising your employees and making sure the work they do is of
high quality and completed on time. You must also be effective at interacting with your
own supervisors in upper management. While the specific duties of a manager differ
by the position and company, there are a few common responsibilities all managers
must deal with.
1. Get the Job Done :-One of the most important functions of a manager is to
ensure that the people in your department do the job that needs to be done on
time and with the highest degree of quality possible.
2. Be a Leader :-As a manager, you set the tone for your department. If you're
upbeat and positive, your employees will be as well. It is your responsibility to
lead by example -- not only in regard to your own attitude but also your personal
work ethic and how you interact with other people. Treat others with respect,
whether they are other managers, subordinates, superiors, customers, suppliers
or other stakeholders
3. Evaluate Performance and Processes :--To be an effective manager, you need
to know that your employees are being as productive as possible and that the
processes in place to facilitate completion of their tasks are working optimally.
For this reason, it's important to not only evaluate your workers' performance,
but also the processes they're using during the course of each workday.
4. Traits of a Good Manager :-No matter what industry you work in, there are
several characteristics that good managers have in common. Don't be afraid to
praise employees for good performance. If you need to reprimand a worker,
don't do it in front of other employees. Instead, talk to the worker one-on-one in
your office to discuss the problem. Communicate with your employees openly
and often. Keep them informed of what's happening in the company at weekly
staff meetings
Power of management :-means ability to do or capacity to do something to act. To
control, to exercise force or enforcement etc. Power also comes with authority because
authority gives right and that right gives power. Powerless person cannot manage or do
anything. Subordinate do not follow his orders and goals of management can never be
achieved .Therefore power should be vested by giving authority to managers

Span of control:- It is a very important concept of organizing function of

management. It refers to the number of subordinates that can be handled effectively by
a superior in an organization. Span of control or span of management is a dimension of
 organizational design measured by the number of subordinates that report directly to a
given manager. It represents a numerical limit of subordinates to be supervised &
controlled by a manager.
ACCOUNTABILITYANDRESPONSIBILITY:
The main difference between responsibility and accountability is that
responsibility can be shared while accountability cannot. Being accountable
not only means being responsible for something but also ultimately being
answerable for your actions. Also, accountability is something you hold a
person to only after a task is done or not done. Responsibility can be before
and/or after a task.
ACCOUNTABILITY:
In ethics and governance, accountability is answerability, blameworthiness,
liability, and the expectation of account-giving.
RESPONSIBILITY:
Responsibility may refer to: being in charge, being the owner of a task or
event.
Ex. It is Tom's responsibility to make sure there are supplies in the office room. So Tom will
be aware of this task and keep bringing in more supplies before they run out. At this point,
you cannot say Tom has been held accountable (answerable) for performing this task. Tom
is responsible for the office supplies, but he is only held accountable — owes an explanation
for his actions — if the supplies ever run out.

SPAN OF MANAGEMENT
Definition: The Span of Management refers to the number of subordinates who can be
managed efficiently by a superior. Simply, the manager having the group of
subordinates who report him directly is called as the span of management.

The Span of Management has two implications:

1. Influences the complexities of the individual manager’s job

2. Determine the shape or configuration of the Organization

The span of management is related to the horizontal levels of the organization

structure. There is a wide and a narrow span of management. With the wider span,
there will be less hierarchical levels, and thus, the organizational structure would be
flatter. Whereas, with the narrow span, the hierarchical levels increases, hence the
organizational structure would be tall.

Both these organizational structures have their advantages and the disadvantages.
But however the tall organizational structure imposes more
more challenges:

 Since the span is narrow, which means less number of subordinates under one
superior, requires more managers to be employed in the organization. Thus, it
would be very expensive in terms of the salaries to be paid to each senior.
 With more levels in the hierarchy, the communication suffers drastically. It takes a
lot of time to reach the appropriate points, and hence the actions get delayed.
 Lack of coordination and control because the operating staff is far away from the
top management.

DELEGATION AND DECENTRALIZATION OF AUTHORITY:

Delegation of Authority :-
:
All activities are not performed by one person. Authority should be provided to the
subordinates too. Process of transferring authority and creation of responsibility
between superior and subordinates to accomplish a certain task is called delegation of
authority.
Some of the main principle of delegation are mentioned below:
  Principle of absoluteness of responsibility– according to it, responsibility can’t
be delegated. Only authority can be delegated. The person who delegates
authority is himself responsible for his seniors.
 Principle of unity of command– according to it, subordinates must be
commanded by one superior, they should take their task from one superior and
should be accountable fro their responsibility toward the superior level of
operation
 Principle of functional definition of authority and responsibility– as per this
principle. Duties and task assigned by the superior and the authority given to
fulfill the task should be clearly explained and decided. Bt this subordinates can
know about the limit of one’s right, duties and responsibility.
 The scalar chain– according to it, authority flows from top to bottom. So that
scalar chain is the basis of relationship between the superior and subordinates. It
emphasizes the relation between superior and subordinates by which delegation
will be easier.
 Principle of parity of authority and responsibility– parity of authority and
responsibility is one of the important principles of delegation of authority. There
is equality in assigned task and power to do the work. Authority to the
subordinates is given by the superior on the basis of assigned task. So Authority
to the subordinates is given nether more or less than the task otherwise their can
be improper utilization of authority and mismanagement of task.

Decentralization:-Decentralization is the process of redistributing or dispersing

functions, powers, people or things away from a central location or authority
A few definitions are given below:
1. “Decentralisation refers to tire systematic effort to delegate to the
lowest levels all authority except that which can only be exercised
at central points.” —Louis A. Allen
2. “Decentralisation means the division of a group of functions and
activities into relatively autonomous units with overall authority
and responsibility for their operation delegate to timd of cacti
unit.’—Earl. P. Strong
3. “Decentralisation is simply a matter of dividing up the managerial
work and assigning specific duties to the various executive skills.”
Degree of Decentralisation:-The degree of decentralisation is determined by:
 Nature of the authority delegated,
 How far down in the organisation it is delegated,
  How consistently it is delegated.
Factor determining decentralizing:-
 Size of Organization: - Decentralization depends upon size of organization.
Larger the size of organization more the number of decision making areas will
be there. So it will not be possible for single head to make all the decisions
alone. Also the decision making process will be slow as communication process
will be very long. Therefore need of decentralization would be more important.
 History of organization:- Decentralization depends upon how the organization
developed over the period of time. Normally those organizations which expand
under the direction of owner-founder show resistance to decentralization.
 Management philosophy: The character of top leader of organization influence
the extent of authority is centralized or decentralized.
 Availability of mangers: - The shortage of quality manager also influences the
extent of authority to be decentralized. If good managers are available then there
is more possibility of decentralization of work.
 Costliness of decision: - The costliness of decisions in most important factor
that effect the decentralization process. Decisions involving heavy costs or
investment will be with top management like decision making for purchasing
capital goods, land or machinery will be with top management and purchase of
normal routine goods like daily stationary furniture will be made by department.
 Rate of change in organization: - The rate of change in organization also
affects the decentralization decision. If the organization is fast developing and it
is facing problems of expansion there is more chances of decentralization of
authority for reducing burden from top management.
 Nature of activities: - The nature of operation s also determine the extent of
decentralization i.e. whether the operation of organization are concentrated at
one place or region or dispersed over different areas. If activities are dispersed in
different territories then decentralization is must.
Major Differences betweenDelegation and Decentralization
 Responsibility:-In delegation, a superior delegates or transfers some rights and
duties to a subordinate but his responsibility in respect of that work does not
end. On the other hand, decentralization relieves him from responsibility and the
subordinate becomes liable for that work.
 Process:-Delegation is process while decentralization is the end result of a
deliberate policy of making delegation of authority to the lowest levels in
managerial hierarchy.
  Need.:-Delegation is almost essential for the management to get things done in
the organization i.e., delegating requisite authority for performance of work
assigned. Decentralization may or may not be practiced as a systematic policy in
the organization.
 Control:-In delegation the final control over the activities of organization lies
with the top executive while in decentralization the power of control is exercised
by the unit head to which the authority has been delegated.
 Authority:-Delegation represents selecting dispersal of authority whereas
decentralization signifies the creation of autonomous and self-sufficient units or
divisions.
 Scope:-Delegation hardly poses any problem of co- ordination to the delegator
of authority. While decentralization poses a great problem in this regard since
extreme freedom of action is given to the people by creating self-sufficient or
autonomous units.
 Good Results:-Decentralization is effective only in big organizations whereas
delegation is required and gives good results in all types of organizations
irrespective of their size.
 Nature:-Delegation is the result of human limitation to the span of management.
Decentralization is the other hand, is the result of the big size and multi-furious
functions of the enterprise.
1.4Role of management in industrial safety:-

Planning

Definition: Planning is the function of management that involves setting

objectives and determining a course of action for achieving those objectives. Planning
requires that managers be aware of environmental conditions facing their organization
and forecast future conditions. It also requires that managers be good decision makers.
 Planning is a process consisting of several steps. The process begins with
environmental scanning which simply means that planners must be aware of the
critical contingencies facing their organization in terms of economic conditions, their
competitors, and their customers. Planners must then attempt to forecast future
conditions. These forecasts form the basis for planning.
Planners must establish objectives, which are statements of what needs to be
achieved and when. Planners must then identify alternative courses of action for
achieving objectives. After evaluating the various alternatives, planners must make
decisions about the best courses of action for achieving objectives. They must then
formulate necessary steps and ensure effective implementation of plans. Finally,
planners must constantly evaluate the success of their plans and take corrective action
when necessary.
There are many different types of plans and planning.
Strategic planning :-involves analyzing competitive opportunities and threats, as well
as the strengths and weaknesses of the organization, and then determining how to
position the organization to compete effectively in their environment. Strategic
planning has a long time frame, often three years or more. Strategic planning generally
includes the entire organization and includes formulation of objectives. Strategic
planning is often based on the organization’s mission, which is its fundamental reason
for existence. An organization’s top management most often conducts strategic
planning.
Tactical planning :-is intermediate-range (one to three years) planning that is
designed to develop relatively concrete and specific means to implement the strategic
plan. Middle-level managers often engage in tactical planning.
Operational planning :-generally assumes the existence of organization-wide or
subunit goals and objectives and specifies ways to achieve them. Operational planning
is short-range (less than a year) planning that is designed to develop specific action
steps that support the strategic and tactical plans.
Definition of Planning by
 Planning refers to a preview of future activities.by Henry fayal
 It is fundamentally a mental predispositions to do thing in an orderly way, to
think before acting and to act in the light of react rather than guesses. by Urwick
Nature of planning
 It is a primary and important function of management.
  It goal oriented. And an intellectual or rational process.
 It is a pervasive, flexible,continuous process and conscious process.
 Accuracy is essential to planning and is a choice of alternatives.
Scope of planning
In accuracy,rigidity,cost,incertainty,Timeconsumption,attitude of
management,lack of orientation,Training for managers,false sense of security,Faults in
planning system,Ressistance to change,Environmentlon strains.
Procedure of planning:--Basic steps in planning are as under:-
 Identify problems
 Establish objectives or goals
 Develop planning premises e.g. land ,labor,capital,kmarket,money,time,
procedure,publicrelation,reputation,morals,policy
 Determine alternatives course of action
 Evaluate the alternate
 Select a course of action
 Formulate derivatives plan ans sub-plan as per need.
Range of planning Based on time schedule three types of plans can be prepared as
under
Short term:-For a period up to one years.they are specific and detaile and cover forms
and contents of long term plan.they are prepared on the basis of stretigic and tactical
plan
e.g.:-daily operation,repairs,maintainance
 Medium term:-for a more than one year or less than 5 years they are
coordinative and tactical in nature.they less detiled than short term,
e.g. proposed product and its safety aspects, emergency planning, ,inspection,
individual training.
 Long Term:-For a period of 5,10,15 or more years.it consider future changes in
environment and provide overall target towards which all activitiy of all
organisationae to be directed
Variety of planning
 Bases on objective:-production plan ,sale plan, financial investment, expansion,
r&d,training existing business, reform oriented plans
 Based on Time:-short,medium,long term plans are explained earlier
 Single use plan:- programs ,projects, budgets etc.
  Repeated use plan:- they consider objective ,policies, procedure rules and
strategies.

Strategic planning:- Is a type of plan to meet challenges ,comptitions,emergencies and

other environmental forces. On-site and off-sites emergencies plan are a best example.
Management by Objectives (MBO) This concept was given by Alfred Slown in 1950
but popularized in 1954. MBOis a personnel management technique where managers
and employees work together to set, record and monitor goals for a specific period of
time. Organizational goals and planning flow top-down through the organization and
are translated into personal goals for organizational members. The technique was first
championed by management expert Peter Drucker and became commonly used in the
1960s.

The core concept of MBO is planning, which means that an organization and its
members are not merely reacting to events and problems but are instead being
proactive. MBO requires that employees set measurable personal goals based upon the
organizational goals. For example, a goal for a civil engineer may be to complete the
infrastructure of a housing division within the next twelve months. The personal goal
aligns with the organizational goal of completing the subdivision.

MBO is a supervised and managed activity so that all of the individual goals can
be coordinated to work towards the overall organizational goal. You can think of an
individual, personal goal as one piece of a puzzle that must fit together with all of the
other pieces to form the complete puzzle: the organizational goal. Goals are set down
in writing annually and are continually monitored by managers to check progress.
Rewards are based upon goal achievement.

Process (steps) of MBO :

Steps in sequence are:

1. Set objectives of the organisation.
2. Set objectives of the departments.
3. Set objectives of the individuals.
4. Develop action plans.
5. Implement plans.
 6. Take periodic reviews.
7. Appraise results.
8. Take corrective action for improvement.
Advantages of MBO :
They are :
1. Better management.
2. Clarifies organisation.
3. Harmony of objectives.
4. Motivation.
5. Evaluation of results.
6. Development of managers.
7. Improvement in superior - subordinate relations.

Scope (limitations) of MBO:

1. Difficulty of introducing for reaching changes.
2. Difficulty in setting goals.
3. Too much emphasis on results.
4. Pressure on employees.
5. Too high expectations.
6. Neglect of some important goals.
7. Not useful for all.
8. Rigidity.
Requisites (preconditions) of MBO :
1. Setting real objectives.
2. Ends - means distinction.
3. Clarity of objectives.
4. Active support from all participants
5. Active support of top management.
6. Three elements that objectives should be - helpful in evaluating performance,
measurable and
1. Convertible into targets.
7. Multiple objectives and sub-optimization.
8. Displacement of objectives.
9. Quantitative cum qualitative objectives.
10. Receptivity.
11. Training for fulfillment of objectives.
12. The 'why' spirit (why cannot be obtained?)
13. Individual growth.
14. Study of environment and flexibility.
15. Provision of performance.
Role of MBO in Safety: The concept of MBO is much more useful in setting and
achieving safety goals because it is a participative approach and safety being
everybody's duty and everybody's target (goal) this approach is best fitting for safety
management. First safety goals for the whole organization should be decided by the
safety department. They may be:
1. Safety policy.
2. Some million man-hours work without accident.
3. Clean environment at all workplaces.
4. Productivity with safety.
5. Hazards detection and removal.
6. Maintenance of guards and safety devices.
7. Use of safety equipment.
8. Accident reporting, detailed investigation and record for cost and lesson.
9. Safety inspections and control techniques.
10. Safety committee, its objectives and functions.
11. Ergonomic improvements.
12. Occupational health & hygiene.
13. Compliance of statutory provisions.
14. Formation of other safety rules for specific works, SOPs and safety permit
systems.
15. Induction, on-going and periodical safety programmes.
Definitions of Policy:

 Koontz and O'Donnell - Policies are general statements of understandings

which guide or channel thinking in decision making of subordinates.
 Dalton McFarland- Policies are planned expressions of the company's official
attitudes towards the range of behaviour within which it will permit or desire its
employees to act.

Policy may be express or implied, verbal or written. Mostly it is in a short

document form in writing. Objectives indicate destination and policy provides its route.
Policy is the basic guidelines of attitudes, intentions, commitments or
determination of the top management telling employees and the public its broad
objectives and means to achieve them.

Types of Policies: They are classified as basic, general or departmental policies,

production policy, sales policy, purchasing policy, accounting policy, marketing
policy, finance policy, personnel policy, safety/health or environment policy, imposed
policy, appealed policy, originated policy, opportunism policy (in politics and
military), restrictive or permissive policy '(nature), written or implied policy etc.

Safety Policy is statutorily required u/s 7A(3) and 41B(2) of the Factories Act, 1948
and its details arc prescribed u/r 12-C and 68-0 of the Gujarat Factories Rules, 1963.

Steps in Policy Formulation :

1. Define policy area.
2. Identify policy alternatives.
3. Evaluate policy alternatives.
4. Select the best alternative.
5. Make policy document (if more details are required then policy manual).

Follow statutory guidelines.

a. Communicate for implementation.
b. See its application into operational plans and all activities.
c. Review and revise to keep it up-to-date.
ORGANISING FOR SAFETY:

Definition:-
It refers an activity, process or function of management i.e. organizing.
It is used in a dynamic way referring to process by which the structure is
created, maintained and used.
 Chester Barnard-It is a system of co-operative activities
 McFarland-It is an identifiable group of people contributing their efforts
towards the attainment of goals. of two or more persons.
  Joseph L. Massie- Organization is defined as the structure and process by
which co-operative group of human beings allocates its tasks among its
members, identifies relationship and integrates its activities towards common
objectives.
 John Pfeiffer- It is essentially a matter of relationship of man to man, job to job
and departmentto department.

Need of Organization:Organization is the foundation or framework of the whole

structure of management and contributes greatly to success and continuity of an
enterprise in the following ways
1. Facilitates administration and other functions of management process.
2. Facilitates growth and diversification.
3. Permits optimum use of technological improvements.
4. Encourages use of human beings.
5. Stimulates creativity.
6. Attains maximum efficiency with minimum costs.

Planning is the brain of a business unit while organization is its physical structure.
All managerial
Functions like planning, directing, co-ordinating, controlling, budgeting, staffing
etc. are performed· through the medium of organisation.

Nature and Principle: Briefly they can be stated as under

1. It is a set up to realise the objectives (common purpose).
2. It is a co-operative activity.
3. It is a process (function) and structure both.
4. Division into Departments or groups. Division of labour.
5. Delegation of authority and responsibility. The chain of superior -
subordinate relationship isknown as 'chain of command'. (Authority
structure).
6. Importance of human element (people).
7. Vertical and horizontal relationship between man to man, job to job .and
department to department.
8. It is closely linked with planning. Other functions of management are not
possible withoutorganisation.
9. It is flexible and accommodates environmental changes.
10. It is stable and resists challenges.
11. Provides supervision, control and review.
12. Provides mechanism of co-ordination.
 13. Provides channels of communication.
14. Provides policies, procedures, rules and regulations for systematic
functioning.
15. Backbone of management and regenerates everything from beginning.

Principles of Organisation (Features of a good Organisation Structure) :

They aresummarised as under

a. Unity of objective - all are geared to common objectives.
b. Span of control - each superior has limited subordinates to report
him.
c. Unity of command - each subordinate has only one superior to
get command.
d. Scalar principle - clear chain of command from top to bottom.
e. Co-ordination - should exist among all individuals and groups.
f. Communication - should be open and clear.
g. Facilitates leadership.
2. Parity of authority and responsibility - exist by way of delegation.
3. Exception principle - only matters beyond control may be referred to
higher levels.
4. Functional definition - Functions (duties), authority and responsibility
of every position should beclearly defined so as to avoid duplication or
overlapping.
5. Efficiency - optimum use of resources at minimum possible costs.
6. Flexibility - should accommodate changes.
7. Stability - should resist challenges.
8. Continuity - by training and development of executives and
employees.
9. Balance - between centralisation and decentralisation.
10. Division of work - one member one function.
11. Unity of direction - clear-cut direction at all levels. Directions should
be simple, easy to understand and unambiguous.
12. Simplicity and clarity - they add to efficacy of organisation.
Organizing for safety, Health, Environment.
 Planning:It includes setting safety objectives, formulating safety policy, safety
programming,budgeting and determining safe or standard procedures. Good
planting at the design stage always helps.
 Planning for site, effluent disposal, facilities for storing and handling raw
materials, intermediates andproducts, types of floor, roof, construction, lighting,
 ventilation, layout of machinery, pressure vessels,lifting machines, hazardous
processes, boilers, storage tanks, repair services, auxiliaries, utilities,
fireprotection, training, welfare and sanitary facilities etc., must consider safety
points at this initial stage sothat the planning and design defects can be
eliminated or minimised from the beginning. Previous plansapproval and
correction after operation are also necessary.

2. Organising:It includes establishment of the formal structure of authority

through which worksubdivisions are defined, arranged, and co-ordinated for the
planned safety objectives.An organisational set-up describes four classes of
management - Top or Executive, Intermediate,Middle and Supervisory
management. The set-up may vary according to the size and nature
ofestablishment. A model safety organization.

The Company Board decides the safety policy and objectives and
monitors its implementation. Managing Director is reportable to the Board for
implementation of safety policy. Safety executive or safety department reports to
MD. Managers are answerable to the Safety Department or Executive for
application of the safety arrangements. Supervisors are reportable to the
Managers for shop floor extension and application of safety policy, rules and
procedures. Workers are responsible to their supervisors for effectively carrying
out the safety rules and precautions. Safety Representatives selected from
workers and supervisors advise and assist to Safety Committee for promoting
health and safety.
 Safety Committee advises on all matters of safety and health to the Managers and
the Managing Director.

 Staffing : It includes personnel function of recruitment and training the staff and
maintainingsafe and favourable conditions of work through personnel.
 Directing : It is a continuous task of taking decisions, ordering, instructing,
guiding and advisingon all maters of safety.
 Controlling : It includes performing, evaluating and correcting the performance
according to
objectives, procedures and plans. It is concerned with quality, times, uses and cost
in safety matters.
  Co-ordinating : It includes interrelating and synchronising the different
activities for achievingsafety goals

Organization structure, Function and responsibility

The main points that follow from above definitions of organization are :
1. A business unit is divided into different sections or departments.
2. Each section or department is assigned a definite function or duty.
3. The authority and responsibility of each section or department or a group of
people are clearlydefined.
4. The interrelationship among various departments and among the groups of
people working inthem is clearly specified.

See Fig.for a general organization structure.

Safety Organization defined:Inferring from above general definitions. Safety

organisation canbe defined as the structure and process by which groups of people
(employees) are divided into sectionsor departments, each section or department is
assigned specific safety function or duty. Authority andresponsibility of everybody is
clearly defined and interrelationship between them is specified for theaccomplishment
of organisational safely goals.
A large unit may have safely department which may have groups of people for
division of suchsafety function and responsibilities. But in a small unit (majority) if
such division is not possible and onlya few persons are available for safety work, they
will be assigned specific duty and other departmentalheads (production, purchase,
personnel etc.) will be explained their role and responsibility towards safetygoals. All
supervisors shall be integrated with safety as part of their duty. 'Safety is everybody's
duty' willbe explained to all with their safety duty given in writing or by displaying at
their workplaces.
Directing for Safety
Directing : It is a continuous task of taking decisions, ordering, instructing, guiding
and advising on all maters of safety.

Definition:-
 Urwick and Brech - Directing is the guidance, the inspiration, the leadership of
those men andwomen that constitute the real core of the responsibility of
management.
 J. L. Massie - Directing concerns the total manner in which a manager
influences the actions ofsubordinates. It is the final action of a manager in
getting others to act after all preparations havebeen completed.

Process : The process of directing consists of , the following steps :

 Issue orders and instructions. They should be clear, complete and within
capabilities of thefollowers.
 Provide and continue guidance and supervision to ensure that the assigned tasks
are carried outeffectively and efficiently.
 Maintain discipline and reward for good work.
 Inspire and motivate to work hard to achieve the goals.
Principle and technique
Principles of Direction :
They are :
1. Harmony of objectives -Management should take care of personal goals of
employees with the organizational goals.
2. Unity of command. -One subordinate should get orders/instructions from one
superior only.
3. Direct supervision -There should be personal or direct supervision.
4. Good communication - Helps to improve understanding and speed of work.
5. Maximum contribution - Managers should try to get maximum possible
contribution from eachsubordinate.
6. Appropriate techniques - The techniques should be suitable to superior,
subordinates and situationto get efficiency.
7. Strategic use of informal organization- Some informal groups should be
contacted to decidedirection.
8. Comprehension - Orders should be clear, complete and understandable.
9. Good Leadership - Managers should guide and counsel subordinates to win
their confidence andtrust.
 10. Follow-up - Managers should follow-up their orders and modify if necessary.
Techniques of Direction: Generally four techniques are available for directing. They
are

Delegation of authority, supervision, orders and instructions.

By delegation of authority a superior entrusts his subordinates with certain rights or
powers. Heassigns a part of his work and authorises him to do work.
Supervision means expert overseeing of subordinates at work to ensure compliance of
plans andProcedures. At operating level it is most useful and effective.
The terms order, instruction, directive and command are used interchangeably in
managementliterature. They mean to initiate , modify or stop an activity. It is a primary
tool by which activities arestarted, altered, guided and terminated.

Leadership:-
It is an indivisible part of the process of directing as explained in earlier part. It is a
tool or meanswhich makes direction effective. Dr. Terry says that managers have to
manage business which means thatthey have to provide leadership. They have to instil
in them desire to achieve the goals, a desire toimprove their performance and a sense
of co-operation. If the managers fail to provide such 'leadershipthe employees will
search the leadership outside which may lead to conflict or distraction.
 Koontz and. O'Donnell - Leadership is influencing people to follow in the
achievement ofcommon goal.
 Terry - It is the ability of influencing people to strive willingly for natural
objectives.
 R. T. Livingston - It is the ability to awaken in others the desire to follow a
common objective.

Role and Functions of a Leader :

1. He should be clear about common objectives (goals) and should communicate
them clearly.
2. He has to influence, guide, instruct, inspire and supervise his subordinates to
work efficiently andeffectively.
3. He has to generate (awaken) desire in followers to achieve the common goal.
4. He works along with his followers, shows them how to work and gets their co-
operation in return.
 5. He should convince the followers that in protection of organisational (group)
goals, lies theprotection of their personal goals.
6. He has to provide continuous guidance till the achievement of goals.
7. Depending on situation he should alter, modify or stop order and should not be
rigid in hisdecision.
8. He has to set an example by his own behaviour. Urwick has rightly said that It is
not what a leadersays, still less what he writes, that influences subordinates. It is
what he is. And they judge whathe is by what he does and how he behaves'.

An Attribute of leader:-
1. Attributes of a Leader : Certain qualities are necessary for leadership but they
must be applied atthe correct place and time. Dr. Terry mentioned following
qualities of a leader -
2. Energy - Physical and mental fitness to work by self and to guide for a longer
time.
3. Teaching ability - He should be a good teacher.
4. Emotional stability- should be free from bias and anger and not emotional.
5. Empathy - It means the ability to understand other's viewpoint. He should
have respect for othersand their beliefs.
6. Objectivity -He should be objective to others and should find out reasons for
requests or refusal byhis subordinates.
7. Enthusiasm - is required in leader. He should be self motivated and capable
of motivating others.
8. Knowledge of HR - Leader has to deal with human beings and therefore he
should possesknowledge of human resources.
9. Communicative skill - He should be effective in his speech, talk and forceful
impression.
10. Social skill - He should mix with his followers freely and socially. He should
appreciate others'opinion and work with close co-operation.
11. Technical competence - Doubtlessly he must be technically more competent
so that he cansuccessfully teach technical aspects.

Leadership Styles (Techniques) : They are of three types -

o Autocratic or Dictatorial leadership.
o Democratic or Consultative or Participative leadership.
o Free .Rein or Laissez Faire leadership.
 Autocratic leadership is useful when subordinates are illiterate, unskilled,
untrained and secrecyin decision making is required. It can be applied when
 there is a clear chain of command or clear-cutdivision of authority. Its features
are retention of power, relying on orders only and close supervision.
 In democratic or consultative leadership method, the manager consults his
subordinates andinvites their suggestions before making decision. Formal or
informal meetings are also held. Heresubordinates work heartily because their
views and opinions are respected. Close personal contacts andclear
understanding of problems are ensured. It develops trust, co-operation and
leadership amongemployees. This stage is useful when subordinates are literate,
have sense of responsibility and organised. bIt requires much time in decision
making.
 In free - rein leadership technique, the manager delegate authority to his
subordinates and theyare encouraged to develop and contribute independent
thought and action. This method is preferredmostly by highly educated and
independent (free minded) persons. Here details are prepared by
thesubordinates. There is a free communication between superior and his
subordinates. They don't feeldifficulty in consulting each other. It is more
creative and develops latent abilities of subordinates.Selection of leadership
style depends on (1) force in Manager (2) force in Subordinates and (3)force in
Situation.

Communication :- It is a process involving the transmissionand-reception of message,

eliciting meaning in the mind of the receiver and resulting in appropriateaction which
is desired. Motivation cannot succeed without communication

 Haimann - Communication means the process of passing information and

understanding fromone person to another. It is the process of imparting ideas
and making oneself understand byothers. It is fundamental and vital to all
managerial functions.

 Newman and Summer -It is an exchange of facts, ideas, opinions or emotions

by two or morepersons.

 Koontz and O'Donnell -It is an intercourse by words, letters, symbols or

messages, and is a waythat one organisation member shares meaning and
understanding with another.
 Chester Bernard has stated "'The first executive function is to develop and
maintain a system ofcommunication".
Purpose of communication:-
 It is utmost necessary for planning, decision making, organising, directing
and controlling.
 Plans cannot be implemented without effective communication.
 Its basic purpose is to create mutual understanding and to secure desired
response.
 Motivation and morale can be boost up.
 Human relations can be improved.
 Training and development is not possible without communication.
 Co-ordination can be bridged by communication.
 Public relations can be maintained and strengthened.
 It increases productivity and performance.
 It assists other functions.
 It gives job satisfaction.
 It is a basis of leadership.
 It gives success to enterprise.

Process of communication:- According to Shannon and Weaver, it consists of

followingcomponents or elements:
 Sender - One who sends a message.

 Message - What is conveyed by the sender.

 Encoding - Words, symbols, gestures etc. by which the message is transmitted.

 Channel -Medium or route through which, the message is passed" i.e. face to
face, talk, phone,pager, radio, TV, letter etc.

 Receiver- Who receives the message. He may be a listener, reader or observer.

 Decoding - The process of understanding or interpreting by the receiver.

 Feedback - Means reply, response or acknowledgement of the receiver that he

has understoodthe message. It may be by words, actions or expressions. When
the sender receives such feedback,the process of communication becomes
complete. See Fig.
Types and Channel
Types of Channels and Media of Communication:
Communication

Channels Media

Formal Informal

(Grapevine, inall directions) OralWritten

Electronic
Gesture

Downward
Upward
Horizontal
Diagonal
A communication channel is a route through which messages flow from the
sender to the receiver.

It is either formal or informal. Formal (planned or systematic) communication

may flow in downward, upward, horizontal or diagonal direction and creates
communication networks. Informal i.e. unofficial or inter-personal (unplanned and
need base) communication flows in all directions and therefore it is called structure
less or grapevine.

Essential tools in communication

Tools of Communication:They are the means through which information is
communicated. They canbe classified as under:
  Oral (Verbal) : Personal contact, talk, phone, meetings, audio, video etc.
 Written:Letters, circulars, memos, reports, notices, handbooks, manuals,
booklets, magazines,Bulletins. Email etc.
 Visual: Newsreel, film, video, play, posters, pictures, boards etc.
 Informal : Casual or incidental talk, meetings etc.

Barriers to Communication:

Despite of growth in communication system and modern electronic media, it

may fail due tofollowing barriers or obstacles.
 Incomplete, ambiguous or badly expressed message.
 Absence of clarity of thought.
 Absence of brevity and exactness, unwanted length, words, repetitions, over-
elaboration etc.
 Timeliness i.e. the message does not reach in time.
 Lack of attention by the receivers.
 Organisational barrier - Scalar chain of command, filtering of message,
discouragement to
informal communication, excessive control etc.
 Status barrier - Subordinate has fear to report everything to superior and may
hide unpleasantfacts.
 Perceptual barrier - Receiver may pay attention only on that part where he has
interest or likingand may underrate or filter the message.
 Information overload - Due to overload work, managers may ignore some
message, may forget toinform some people or may send incomplete message
 Premature evaluation - The receiver evaluates the message before getting
complete information i.e.he derives premature conclusion.
 Channel distortion - Physical, Mechanical or electronic disturbance or
mistransmission due to channel distortion.
 Improper order of information.
 Improper selection of medium.
 Emotional or sentimental messages.
 Change of meaning during transmission.
 Unwanted assumptions either by sender or receiver of both.
Essentials of Effective Communication :
Rules, principles or guidelines of effective communication or the measures to
overcome its
barriers are as under:
 Message should be clear, complete, and unambiguous and expressed properly.
 Information should be in proper order/sequence.
 Medium should be proper and effective.
 Channel should be sound and undistorted.
 Clarity - There should be clarity of thought.
 Brevity - Message should be brief, precise and perfect. Meaningless words,
repetitions, and Excessive details should be avoided.
 Timeliness - Message should reach in time.
 Integrity - Message must be consistent with objectives, policies and
programmes. Action and behaviour of the sender should support his message.
 Feedback - There should be follow up action (if necessary) to get feedback.
 Careful listening by the receiver is necessary.
 Strategic use of grapevine - The sender should try to fill up gaps in formal
communication by strategic use of informal channel.
 Create a climate of faith, trust and good human relations to make the
communication effective and respectful.
 Communication should be purposeful, at propel speed, sound and with
synchronising.
 Line of communication (reporting) should be clear.
 Evaluation of communication system is useful for improvement.
Two way communication
Information
Feedback
Sender Receiver

Adjusted Information
Understanding
Communication and group dynamics.
Keith Davisdefines "Group Dynamics" as the social process by which people interact
face toface in small groups.
Group dynamics is the study of forces operating within a group. It is the study of field
that dealswith
(1) Interactions and forces between group members in a social situation
(2) The nature and development of small groups
(3) Interactions among members and inter group behavior
(4) How a group should be organized and operated and (5) Nature, Structure and
processes of a group, and their influence on the behavior and performance of group
members.

The assumptions underlying the study of group dynamics are as under:

1. Groups are inevitable and ubiquitous.
2. Groups can produce both good and bad consequences.
3. Desirable consequences from groups can be obtained through correct understanding
of groups andtheir functioning.
4. Groups mobilise powerful sources that produce effects of utmost importance to
individuals.

Team building
The groups perform four functions of
(1) Socialising the new employees
(2) Getting the work Done
(3) Decision making and
(4) Control measures.

Group dynamics states following characteristics of a group :

1. Structure - Each member occupies a position in the group depending on his
status, power,experience, aggressiveness etc. Leadership is a special status.

2. Roles - Depending on position, the members perform three types of roles : expected
role,perceived role and enacted role.
3. Norms - mean prescriptions for acceptable behaviour determined by the group.
4. Informal managerial roles - Managers can perform three types of roles
(1) Interpersonal 'roles as a figurehead, leader and liaison officer.
(2) Informational roles as disseminator, monitorand spokesperson.
(3) Decisional roles as entrepreneur, disturbance handler, resource allocator and
negotiator (Henry Mintzberg).
5. Informal communication system - or grapevine communications in all directions
should beutilised to attain objectives.
Supervisors' good behaviour with their workers, informal relations and taking interest
in theirpersonal matters and paying constant attention for their individual growth, give
desired results. Such behaviour is much more useful to make the workers safety
Oriented. Sympathetic and fatherly behavior is the best form of communication. Group
dynamics should not disintegrate the organisation, rather it should strengthen
integration. Art of communication should be developed for this purpose by giving
special training to the superiors.

NATIONAL POLICY ON SAFETY, HEALTH AND ENVIRONMENT AT

WORK PLACE

The Constitution of India provide detailed provisions for the rights of the citizens and
also lays down the Directive Principles of State Policy which set an aim to which the
activities of the state are to be guided.

OBJECTIVES:
The policy seeks to bring the national objectives into focus as a step towards
improvement in safety, health and environment at workplace. The objectives are to
achieve:-
a) Continuous reduction in the incidence of work related injuries, fatalities, diseases,
disasters and loss of national assets.
b) Improved coverage of work related injuries, fatalities and diseases and provide for a
more comprehensive data base for facilitating better performance and monitoring.
c) Continuous enhancement of community awareness regarding safety, health and
environment at workplace related areas.
d) Continually increasing community expectation of workplace health and safety
standards.
e) Improving safety, health and environment at workplace by creation of “green jobs”
contributing to sustainable enterprise development.

ACTION PROGRAMME:

Enforcement:
1 by providing an effective enforcement machinery as well as suitable provisions for
compensation and rehabilitation of affected persons;
2 by effectively enforcing all applicable laws and regulations concerning safety, health
and environment at workplaces in all economic activities through an adequate and
effective labour inspection system;
3 By establishing suitable schemes for subsidy and provision of loans to enable
effective implementation of the policy;
4 by ensuring that employers, employees and others have separate but complementary
responsibilities and rights with respect to achieving safe and healthy working
conditions.

National Standards:
1 by developing appropriate standards, codes of practices and manuals on safety,
health and environment for uniformity at the national level in all economic activities
consistent with international standards and implementation by the stake holders in true
spirit
2 by ensuring stakeholders awareness of and accessibility to applicable policy,
documents, codes, regulations and standards

Compliance:

1. by encouraging the appropriate Government to assume the fullest responsibility for

the administration and enforcement of occupational safety, health and environment at
workplace, provide assistance in identifying their needs and responsibilities in the area
of safety, health and environment at workplace, to develop plans and programmer in
accordance with the provisions of the applicable Acts and to conduct experimental and
demonstration projects in connection therewith;
2. by calling upon the co-operation of social partners in the supervision of application
of legislations and regulations relating to safety, health and environment at work
place.
3 by continuous improvement of Occupational Safety and Health by systems approach
to the management of Occupational Safety and Health including developing guidance
on Occupational Safety and Health management systems, strengthening voluntary
actions, including mechanisms for self-regulatory concept and establishing auditing
mechanisms which can test and authenticate occupational safety and health
management systems;
4 by providing specific measures to prevent catastrophes, and to co-ordinate and
specify the actions to be taken at different levels, particularly in the industrial zones
with high potential risks.
5 by recognizing the best safety and health practices and providing facilitation for their
adoption.

Awareness:

1. by increasing awareness on safety, health and environment at workplace through

appropriate means.
 2. by providing forums for consultations with employers’ representatives,
employees representatives and community on matters of national concern
relating to safety, health and environment at work place with the overall
objective of creating awareness and enhancing national productivity
3. by encouraging joint labor-management efforts to preserve, protect and promote
national assets and to eliminate injuries and diseases arising out of employment
4. by raising community awareness through structured, audience specific approach
5. by continuously evaluating the impact of such awareness and information
initiatives

Research and Development:

1. by providing for research in the field of safety, health and environment at
workplace, including the social and psychological factors involved, and by
developing innovative methods, techniques including computer aided Risk
Assessment Tools, and approaches for dealing with safety, health and
environment at workplace problems which will help in establishing standards;
2. by exploring ways to discover latent diseases, establishing causal connections
between diseases and work environmental conditions, updating list of
occupational diseases and conducting other research relating to safety, health
and environmental problems at workplace
3. by establishing research priorities as per national requirements; exploring
partnerships and improving communications with various national and
international research bodies
4. by ensuring a coordinated research approach and an optimal allocation of
resources in Occupational Safety and Health sector for such purposes.

CHAPTER 2.SAFETY- EDUCATION AND TRAINING:

Elements of Training Cycle :

As per OSHA (Occupational Safety & Health Act)’s training guidelines, seven
chronological steps are suggested to complete a training cycle. These are the basic
elements of any safety training programmed. Fig. shows them in a cyclic order.

( 1) Determine whether training is needed or start up

of improved programmed from step (7)

7) Improve the programmed (2) Identify training needs

 (3) Identify goals and objectives

(6) Evaluate Programmed

effectiveness
(4) Design and Develop
Training Programme
(activities)

(5) Conduct the training (methods &types3333)

Fig 6.14 Training cycle

These steps are explained as under:
1. Determine if training is needed - The first step is to determine whether a problem
can be solved by training. All skill deficiencies are not solvable through training and
some other tool may be required. This step includes need of any improved (revised)
training programme.
2. Identify training needs - Analyse the worker's duties and what he or she needs to
perform the job more skillfully and safely.
3.Identify goals and objectives -A list of specific job knowledge and skill deficiency
derived from Step-2, will fell employers what workers should do, do better or stop
doing.
4. Design & Develop training programme- After listing precise objectives and goals,
learning (training) activities must be identified and described. Type of training will be
decided based on the training resources available to the employer, the kind of
knowledge or skills to be learned and whether the learning should be oriented towards
physical skill or mental attitudes.
5. Conduct the training - Now the training programme should be conducted by (a)
providing overviews of the material to be learned and (b) relating each specific item of
knowledge or skill to the worker's goals, interests or experience to be learned.
6. Evaluate programme effectiveness - By knowing trainee's opinion, supervisor's
observation, work place improvement, hazard reduction, performance improvement
etc., it should be checked whether the training has accomplished its goals.
7. Improve the programme- Based on feedback from the workers, supervisors etc.,
and from evaluation and observing the gap, the training programme should be
improved (revised) as per need.

Assessment of Training Needs :

The first step of any training process (cycle) is to be sure about the needs.
Following four questions (approaches) should be considered:
1. Does an actual or potential performance discrepancy exist ? (viz. unsafe conditions,
actions, efficiency).
2. Is it important to the organisation ? (viz. in reduction of cost of accident, hazards,
losses etc.).
3. Is it important to the employees ? (viz. basic training to new employees, refresher
course for old employees, more mistakes by workers, more accidents to them).
4. Is it correctable through training? (If yes, then only the training becomes useful and
cost effective.
General training needs are assessed from following grounds:
1. New employees are not very clear about job description. Therefore training is
essentially required for them.
2. Old employees require knowledge of new topics, new technology, process revision,
new methods and forgotten old items. Training for emergency preparedness, safety
audit, fire fighting, hazard detection etc. are also necessary for them.
3. Change of position due to promotion or transfer. New position may require training.
4. Technological changes in the organisation. Addition of new material, machine,
method, process, equipment etc. create need of training.
5. To make a person more versatile to do more than one job (safety supervision,
accident analysis and computer data feeding).
6. When performance, productivity and efficiency fall down at any level, training may
improve them.
7. Supervisors/foremen feel need of training for workers working under them.
8. Records of production, turnover, accidents, absenteeism, rejects, errors, wastes point
out areas of training.
The safety training programme is generally needed for all the times as an
induction or introductory course or a refresher or ongoing course but is specifically
needed when

 New employees are recruited

 New plant, material, process or equipment are introduced
 When safety procedures are evolved or updated
 New information of hazard is received
 Safety performance needs to be improved
 The accident rates are increased
 Labour turnover is increased and
 Excessive waste, rejects and scrap are noticed.
Objectives of Training:
Training cannot and should not be started without any pre-decided objective.
Training without objective (purpose) or for the sake of training is of no use and
becomes wasteful activity. Training need must be assessed first and from that the
objective(s) should be specified as under :
1. Transmitting information about policy, product, services, accident causes and
remedial measures,new process, methods and technology or the company itself.
2. Developing skill for safe behaviour and to work efficiently.
3. Modifying attitudes more favourable to safety, production, co-operation, discipline
etc.
4. To give a worker a new, necessary and broader view point of his safety
responsibility
5. To explain him potential hazards of unsafe working conditions, actions, environment
and safe views to prevent them and
6. To increase his safety consciousness, perception of danger, knowledge, experience,
confidence, responsibility and ability in safe performance.

Techniques (Procedure) of Training:

Competence Building Technique (CBT)
The concept or basic object of any training is to generate or build competence in
participants (workers). Only knowledge is not sufficient. Knowledge alone cannot give
competence or confidence of safe or successful working. Knowledge should be put into
practice by necessary training. Training shows the practical part of knowledge and
generates competence of work gradually. Competence in safe working is necessary.
Due to advancement in technology, new processes, new equipment, modification or
changes, training is always required to become familiar with tins. Therefore, safety is
an online function. It should not end with any slogan, suggestion, award or safety day
Celebration. It should be considered as' a part of continuous or ongoing activities. For
this purpose, induction training and refresher training are organized. Effective
communication system should be utilized. Role of multimedia and computers should
be utilized. Safety films, pictures, hazard points, accident case studies etc should be
shown and explained during training.

A good safety training programme contains following steps:

1. Determine safety training needs and priorities .
2. Design training to meet the needs. The steps are: (a) Assess training requirements
(b) Determine training contents (c) Decide training methods and aids (d) Organise
training content (e) Formulate training plan and (f) Decide evaluations measures.
3. Implement training process. The steps are: (a) Discuss with company officials (b)
Decide administrative aspects and time schedule of training (c) Execute (give) training
to the decided trainees (d) Monitor the programme (e) Conduct review of safety
training and (f) Have follow up of trainees.

(A) Off-the-job training techniques :

No. Category Techniques (methods)

1 1. Information presentation Reading list, Correspondence course,

techniques Films, Lecture, Panel discussion,
(less involvement of trainee). Programmed or Computer based
instruction.

2 2. Information processing Conference or discussion group, T

techniques (training) group.
(trainees are involved).

3 3. Simulation techniques Incident / case, role playing, In-basket,

(experiment or Vestibule, Mock-up, Business game.
practice).

(B) On-the job training techniques :

No Category Techniques(methods)
1 Actual job assignment Coaching, Job instruction training
(JIT).

2 Temporary job assignment Special assignment on job, committee,

project etc. job rotation through
 predetermined set of jobs to provide
exposure to different part .

Design and development of training program.

Any training programme should be designed for its specific purpose. Design and
development of safety training programme need systematic job safety or risk analysis.
For steps (detail) of such analysis Following general points are useful in designing and
developing any training programme.
1. Motivation should be the first condition of any type of training.
2. Number of lessons and content to teach should be well designed beforehand. Steps
or sequence of topics should be decided.
3. The amount to be taught in an unit (period) should not be too large or too small.
4. An objective of the training should be decided and the training process should move
toward it. The training procedure should be developed.' A list of training aids should be
prepared.
5. The task to be performed should not be described only but it should be demonstrated
in actual or simulated conditions. "Doing" is important than mere "Hearing" or
"Seeing". Practice makes man perfect.
6. The demonstration (by teacher) should be followed by the learner (trainee) as soon
as possible before' he forgets it. The teacher should be given feedback or knowledge of
results.
7. Questions of learners should be properly replied and discussed at all stages (steps).
8. Ample practice opportunity should be provided and practice encouraged.
9. Frequent and accurate knowledge with examples, pictures, practical etc., speeds up
learning rate and motivation.
10. The training should be taken to the point of goal and not be left unfinished.
11. Effectiveness of the training should be evaluated and conclusion be drawn to revise
(improve) the training programme and it should be followed in the next cycle.

The basic design of any training should consist:

1. Identifying the component tasks of a final performance.
2. Ensuring (in training) that each of these tasks is fully achieved or mastered by the
learner.
3. Arranging the training of the task components in such a way that there will be
positive transfer from learning of one to another. The design work may be done by
specially designated training professionals, especially for programs to be offered
several times or left to individual instructors.
Main design steps include
(1) Setting instructional objectives
(2) Determining programme content.. and
(3) Selecting instructional techniques for off-the-job and on-the-job training.

Training Methods and Strategies :

Aspects and Goals : The training methods have two aspects:
1. Theoretical or formal in the classroom and
2. Practical or informal in the job place.
There are two basic goals :
1. To explain the worker to know the job and to do it correctly and
2. To be certain that he knows how to do it ' correctly.
Steps: Any training method should have following steps:
1. Lay down the objective of the training programme.
2. Prepare the training programme.
3. Brief the trainee.
4. Use audio visual aids where appropriate.
5. Review the contents and
6. Follow up with trainees when the programme is completed.
Effects of Methods : Effectiveness of different training methods is given by Bird as
follows:
A trainee tends to remember 1-10% of what he reads, 20% of what he hears, 30% of
what he sees,50% of what he sees and hears, 70% of what he sees as he talks and 90%
of what he says as he does a thing. This percentage is variable depending upon one's
memory power, intelligence, grasping,understanding, susceptibility and interest in the
subject. It also depends upon the explanation power.These factors can be developed by
education and training. Speaking, writing, involving and doing are the most effective
exercises to digest any subject.
Types of Methods : Some usual methods are: Lecture method, discussion method,
case study, role play, project work, programmed instruction, on-the-job instruction,
training aids, fault analysis, algorithm as an aid to fault analysis, fault tree analysis,
drill, demonstration, panel or group discussion, meeting, simulation, pictures and
posters, films and closed circuit television, filmstrips and slides, projectors and
microphones, charts, boards, and working models, checklists, exercise, rehearsal and
use of press and other mass media.
Thus methods are many from old to the ultramodern. Which method is the best?
No one method can be named. Appropriate method should be selected depending upon
the size, age and experience of the group, the amount of material, type of presentation
necessary and time and money available. Selection of method requires skill and
experience. Result of effectiveness depends upon it. Therefore make the best choice of
the method and apply it successfully. Display of relevant safety posters at workplaces
contribute much without saying. Some common methods in use are mentioned below:

1. Lecture Method : Oldest and most basic method. Well planned lectures can cover a
large amount of information in a short time. More useful when participants are more,
or their involvement is less required.
2. Discussion Method : Useful with small number of people in a group. The trainer
acts in a limited way as a scene setter or referee encouraging participants to speak out.
The two way communication moves toward objectives. Participants are more attentive,
active and don't feel boredom.
3. Case-study Method : Accident case study is presented explaining how an actual
accident happened or an imaginary accident can happen. Causation analysis and
remedial measures can be discussed by questions and answers. Good pictures are more
useful to explain the situation effectively.
4.Role playing method : It is a form of learning by doing but in a simulated situation.
Trainees are given 'a situation like in case-study method but instead of just discussing
it they resolve the problem by acting out the roles of the people involved. Here
extrovert trainees show their skill but introvert or shy trainees unused to such situation
get embarrassed.
5. Business Games Method: More useful for business people and skill required for
safety attitude or inspection in buying/selling items which are more safe or with the
details of safety.
6. Sending at training Centres : Institutes, seminars, workshops, special courses etc.
utilizes external resources for required training.
7. Job instruction training: Useful to train supervisors who in turn train the
employees. Job instruction training (JTT) involves four steps.

(1) Preparing the trainee.

(2) Demonstrating the job.
(3) Having the trainee performed the job.
(4) Checking frequently the trainee's performance.All new job assignments should be
preceded by on-the-job training. Each step of job safety analysis (JSA) is explained
with hazard, safe procedure and use of safety equipment. Use of guards and controls
are also explained.

8. Programmed instructions : Programmed instructions are given in a book form. A

trainee learns it, answers the question or solves the problem. The system has
mechanism of learning-checking and relearning.
9. Project work : Project writing is given to trainees. They apply their knowledge to
practical situations.
10. Other methods : Job rotation, committed assignments, HRD training, sensitivity
training, creativity training, in-basket training etc. are other specific methods.

Types of Safety Training:

Types of safety training are formal and informal. Formal training may be general or
specific.
General Training includes -
1. Induction courses for new employees.
2. On-going safety training.
3. Safety representative training.
4. Supervisory training.
5. Senior/ middle management training and
6. Directors training.
Specific Training includes -
1. Safety system of work for particular operations where the potential hazard is high
and guarding is not feasible.
2. First aid training.
3. Specific items of plant or equipment.
4. Use of protective equipment.
5. Fire precautions.
6. Safety inspections.
7. Change of job for which a worker is not trained.
8. Role of workers in emergency planning.
9. Techniques of safety audit, Hazop, Hazan, FTA, ETA etc.
10. Safety permits system.

Some details are given below:

1. Orientation or Induction Training : It is obvious that new employees may not be
knowing much about the factory they joined, its safety policy, specific raw-materials,
their characteristics, processes, methods, pollution control, health check-ups, role in
emergency planning, first-aid, fire fighting, use of personal protective equipment,
accident record, hazards of their work, remedial measures and workplace monitoring
etc. Therefore it is always useful to design training on such subjects for the new
employees. This basic knowledge builds their confidence, skill and interest towards the
work and the company both.
2. Apprenticeship Training : A learner who has just completed his school or college
education or is still undergoing it and agrees to work as a trainee or apprentice or
employed under the Apprenticeship Act as an statutory requirement, is given this type
of training. It is a combination of on the job and off-the-job training taking the
strengths of both. Intention is to show him the practical or applied part fitting to his
type of education.
3. On-the-job trainingis practical in nature and generally takes place on the job. Such
job contact sessions may involve individual on one to one basis with the supervisor
training an operator for the work he has to carry out.
First the supervisors are trained for this purpose showing them the job safety or
risk analysis. Then in turn they train the employees mostly new. It imparts necessary
skill for the job involving worker to do the job systematically and safely. Injury to the
trainee or the job is possible due to normal mistake of the trainee. Therefore its usage is
limited to situations where mistakes can be tolerated. Airline pilots and Surgeons are
allowed on the job practice only after their skills have been sharply honed using off the
job simulation techniques. Some methods used in this type of training are coaching
(personal attention), job instruction training (JIT), special assignment and job rotation.
It is supervisor's or training instructor's responsibility to train the employees
under him for safe methods, machine guarding, identification of hazards in each step
and its remedial measure, need and use of safety equipment, avoidance of shortcuts,
hasty actions, overconfidence etc.
4. Off-the-job training: All types except on-the-job are called off-the-job training. It
includes classroom or lecture method, audio-visual, film, reading list, books,
correspondence course, panel discussion, conference or discussion group, T-(training)
group, computer based instruction, case study, role playing, in-basket, vestibule, mock-
up, business game etc. and explained as "training methods" earlier.
5. Vestibule Training: It is an approach between on-the-job and off-the-job training
and used when the job is dangerous and can harm the trainee if taught on the job. The
training takes place away from the actual work place but the equipment and procedure
to be followed are similar to be used on-the-job.
6. Individual and Team Simulations: Equipment and procedures that duplicate actual
equipment and work conditions as closely as possible are known as "simulators" e.g.
set up for training pilotsand astronauts. When economic or human costs of error are
very high, this type of training is safeand cost effective.
7.Team Training: It is required to increase coordination and co-operation amongst
team members and make them realise that their behaviour may help or hinder co-
workers from performing effectively.
8. Individualised or Programmed Instructions:This is a technique to supply
instruction through printed material or machines. Safety instructions by placard, slides,
banners, notices, boards, film, transparencies, check list etc. are useful. It eliminates
need for an instructor and trainees can learn when and where they choose. They do not
have to be assembled at one place and one time. This type is useful where a number of
trainees cannot be spared from their duties simultaneously.
9. Modern methods of Training: It is a derivative of programmed instruction and
utilises computer as medium of instructions. A computer is fed with the entire
programme of presenting material asking questions and evaluating responses.
The computer adjusts instructions according to the learner's abilities, prior'knowledge
and his replies to computer's questions. It is like a private tuition by a computer as
teacher who has full command of the subject and who never gets tired of repeating
replies. It gives immediate feedback without sarcasm, anger or error. The disadvantage
is the cost of computers and programs if they are need in bulk to supply individually.
10.Other types: Types are also classified as technical training, HRD training, safety
training, productivity or creativity training, voice training, ISO training, computer
training, customer training, supervisor's training, training for training etc. Now-a-days
importance of training is widely accepted at all levels. Type should be selected best
fitting to our need and budget.

Training of Workers and Supervisors :

Safety training should begin with every new worker and continue till he is in the
service. Successive steps may be increased. Japanese system of weekly training (one
day .in each week for training) is the best example of such training. The type of
training, frequency, content and trainer may vary according to the need and type of
industry.
Training to New Workers :
Safety training should be given to all new workers, irrespective of previous
experience. He should be taught:
1. Safety Policy, rules and practices of the company. Provisions for safety committee.
2. Worker's duties and rights under the Factories Act and other safety statutes.
3. Emergency signals and their meanings.
4. Observance of warning signs and symbols.
5. Location of means of access, phones, fire alarm and extinguishers, emergency exits
and procedure, first-aid and ambulance room, safety office, assembly points etc.
6. Types of protective equipment, their need and practice to wear them.
7. Types of hazards of his job and safeguards provided and to be maintained.
8. Safe practice and full job instruction for his job.
9. Codes and standards to be followed.
10. Records to be filled in.
11. Means of reporting hazards, absence of guard or defective equipment.
12. Need for good housekeeping.
13. Types of frequent accidents in his plant and means to avoid them.
14. Not performing any new job or machine without first learning from the supervisor.
15. Seeking medical assistance in case of any type of injury and reporting it to the
supervisor. Even older and experienced workers need periodical job safety training and
new knowledge to them. Safety meetings and .various types of safety refresher courses
should be arranged to increase their job-training and safety performance.

Training to Supervisors:
Training to supervisors is most important because safety and production control
are associated with supervisory functions and it is their main duty to prevent accidents.
Objectives of safety training to supervisors include
1. To explain them their principal responsibilities of establishing work methods, giving
job instruction, assigning people to job, supervising people at work and maintaining
good housekeeping, plant and equipment.
2. To acquaint them with the company's safety policy, rules and practices.
3. To emphasise that accident investigation work is solely for prevention purpose and
not for fixing blame.
4. To establish their status of a key-man for safety and production.
5. Ways and means to maintain safe conditions and actions.
6. Special information on accident causes and methods of prevention, particularly in
their areas "of work. Case studies of actual accidents.
7. Job instructions for safely, supervising for safety, accident reporting, investigation
and. Record writing, job safety and risk analysis and group meetings for safety etc.
8. Ways and means of job training to workers and training aids.
9. How to participate in planning of safety programme and safety committee.
10. Solving of supervisory problems. The steps are :
(a) Identify the problems.
(b) Find and verify the reason for the existence of the problem.
(c) Select the appropriate remedy and apply the remedy.

Kinds of Supervisory Problems:

1. Work Problems:
(1) Error of commission or omission
(2) Insufficient work
(3) Poor work quality
(4) Breakage, wastage, spoilage etc.
(5) Improper methods, tools, equipment etc.

2. Procedure, Rules etc.:

(6) Violation of rules
(7) Failure to report facts
 (8) Abuse of privileges
(9) Failure to maintain premises, tools etc.
(10) Play, gossip, loafing etc.

3. Additional Problems:
1. Direct refusal or insubordination
2. Assumption of unwanted authority
3. Loose talk
4. Ridicule of criticism of the company
5. Creating disturbance, noise etc.
4. Personal Problems:
1. Dissatisfaction, wages, treatment, unhappiness
2. Chronic tardiness –or absence
3. Outside, home, social situations
4. Demands for premature promotion
5. Trivial tale bearing.

Reasons and Remedies of Supervisory Problems:

Reasons for existence of problems:
(1) Lack of skill
(2) Insufficiently informed, misunderstands
(3) Not convinced-indecision
(4) Finds standard procedure difficult, awkward etc.
(5) Spare, light, tools etc. inadequate, unsafe etc.
(6) physically unsuited
(7) Personal characteristics unsuited.

Remedies:
(1) Engineering or process revision
(2) Persuasion and appeal
(3) Personnel adjustment (Placing and medical treatment
(4) Psychological treatment and (5) Discipline.

Evaluation & Reviewing of Training Programme :

An evaluation i.e. measurement of effectiveness or result of the training
programme conducted, is useful in reviewing .the programme content, method, aid and
redesigning the programme as per feedback for improvement. An effective training
programme should show;
1. Increase in quantity and quality of production.
2. Increase in production rate.
3. Increase in knowledge, skill and ability about job performance.
4. Increase in job satisfaction and motivation.
5. Decrease in accident rate.
6. Decrease in production time, breakage or use of consumable items.
7. Decrease in absenteeism.
8. Decrease in labour turnover.
9. Decrease in job turnover.
10. Decrease in operational cost.
11. Refinement of human behaviour towards intended objective or goal viz. safety
outlook, interest and safety mindedness, production and quality orientation etc.

The benefits of value measurement of safety training programme are:

1. The top management understands usefulness and cost effectiveness (in relation to
accident costs) of the training programme.
2. Confidence, morale, skill, status, prestige etc. of the employees and the company
itself are seen improved.
3.Most effective loss prevention measures can be segregated for repetition.
4. Strengths and weakness are highlighted and suggest the steps for next programme.
5. Safety professional can find out and promote most effective programmes.
6. It can be determined whether objectives/goals are met and reason of gap if any. This
is useful in reviewing the programme.

For evaluation participant and/or supervisors reaction should be assessed

through interviews or questionnaires. Following questions are useful in such
assessment.

1. How much change occurred ?

The criteria include knowledge, attitudes, skills, behavioural change on the job and/or
improvements or decrements in organisational results. These criteria can be measured
by paper and pencil tests, questionnaires, work sample tests, timings of performance
etc.
2.Can the change attributed to the training programme ?
3. Was the training worth the effort ? Here cost of training is justified against gain to
the organisation.
Whether employee development needs are fulfilled ?

TYPES OF TRAINING AIDS

Following aids are useful in training :
1. Black boards, magnetic boards and flannel boards.
2. Charts, drawings and posters.
3. Slides, filmstrips, transparencies and overhead projector.
4. Printed material like books, manuals, handouts etc.
5. TV and Movies.
6. Scale, models, mock-ups, training devices and simulators.
7. Computers, Software (e.g. power point, page maker, graphic design and display
etc.), CDs, LCD projector etc. Training or teaching aid should be selected judiciously
to make learning interesting, meaningful and without boredom or monotony. Just after
lunch interval in the afternoon, film may be more effective than mere lecture. Where
machines and equipment are used as aid, they should be safe and clean and their safety
and ergonomic aspect should also be explained.

CHAPTER: 3

EMPLOYEE PARTICIPATION IN SAFETY

Employees are the major work force working under hazards. Some know the
hazards and some do not It is of great importance that they must realise that they would
be the first victim of any accident, their safety awareness and all accident prevention
work is in their interest and therefore their active participation in showing hazards and
helping in removing them by the joint efforts of management and all employees is
most desirable.
 Section 41G of the Factories Act speaks worker's participation in safety
management. A method of safety committee is suggested. Right of workers to warn
about imminent danger is also created by sections 41 H 111A of the Act. Display of the
Extract of the Act and Rules (Section 108(1), Rule 106 and Form No. 23) is for the
same purpose of making workers aware and to call for their participation. Some areas
and methods of participation are discussed below:

Areas of Participation :
General areas of participation are as under :
1. To set safety goals and training programmes.
2. To design and improve standard operating procedures (SOPs) and methods of
operation.
3. Appraisal of progress towards goals.
4. To give, collect and discuss safety suggestions and to implement which are
necessary. Rewards for good suggestions boost up motivation for participation. '
McGregor's theory states that participation management has a basic belief in the
competence and abilities of individual employees regardless their status in
organisation.
Employees' and supervisory participation is essential for success of any safety
programme. When workers are taken into confidence in designing any .safety
programme or goal they feel themselves responsible for its success. This element of
involvement and joint responsibility is most fundamental to employee participation.

Workers' and Trade Union's Participation:

Equal number of safety representatives from workers (or their union) and
management should constitute their joint safety committee. This may be a central one
or different in different plants. All must be sincere in their desire to co-operate in the
matters of safety. Scope of the activities and agreement should be limited to Safety.
Union representatives should be selected from the basis of their safety knowledge,
interest and experience and should be cooperative and sincere. They should not bring
other union demands like bargaining, grievance setting etc. in the meeting of safety
committee. Union must recognize management's right of leadership in a joint safety
programmed. Accident prevention is an area of mutual interest and not of dispute or
quarrel. Therefore the workers or union must participate to show their abilities in this
area and thus strengthening their relationship with the management and saving their
own lives from accidents.

Supervisor's Safety Contact: role of the supervisors is explained at length. By their

key position between workers and management and by their constant contact with
workers they can easily and effectively promote workers' participation in safety. The
supervisor should always try to get such participation. A critical incident technique
explained in Part 1.11 and -1.12 of Chapter-19 is based on such safety contacts of plant
people. Safety contact by safety manager, safety engineer/officer is also useful.

MAIN SAFETY COMMITTEE OR CENTRAL SAFETY COMMITTEE

As per factories act 1948, section 41G it's mandatory to form safety committee
and the details as follows:

41G. Workers' participation in safety management.

(1) The occupier shall, in every factory where a hazardous process takes place, or
where hazardous substances are used or handled, set up a Safety Committee
consisting of equal number of preventatives of workers and management to
promote cooperation between the workers and the management in maintaining
proper safety and health at work and to review periodically the measures taken in
that behalf:

Provided that the State Government may, by order in writing and for reasons to be
recorded, exempt the occupier of any factory or class of factories from setting up
such Committee.

(2) The composition of the Safety Committee, the tenure of office of its members
and their rights and duties shall be such as may be prescribed.

Rule prescribed under sections 41 and 41G ;

As per Maharastra Factories Rules 1963 it's as follows:

73-J. Safety Committee - (1) In every factory-

(a) wherein 250 or more workers are ordinarily employed; or

(b) which carries on any process or operation declared to be dangerous under
section .

87 of the Act; and employs more than 50 workers; or

(c) which carries on 'hazardous process' as defined under section 2(cb) of the Act
and employs more than 50 workers, there shall be a Safety Committee.

(2) The representatives of the Management on Safety Committee shall include-

(a) A senior official, who by his position in the organization can contribute
effectively to the functioning of the Committee, shall be the Chairman;

(b) A Safety Officer and Factory Medical Officer, wherever available and the
Safety Officer in such a case shall be the Secretary of the Committee;

(c) A representative each from the production, maintenance and purchase

departments.

(3) The workers' representatives on this Committee shall be elected by the workers.

(4) The tenure of the Committee shall be two years.

(5) Safety Committee shall meet as often as necessary but at least once in every
quarter. The minutes of the meeting shall be recorded and produced to the Inspector
on demand.

(6) Safety Committee shall have the right to-

(a) ask for necessary information concerning health and safety of the workers;
(b) seek any relevant information concerning health and safety of the workers.

(7) Functions and duties of the Safety Committee shall include-

(a) assisting and co-operating with the management in achieving the aims and
objectives outlined in the 'Health and Safety Policy' of the occupier;
(b) dealing with all matters concerning health, safety and environment and to arrive
at practicable solutions to problems encountered;
(c) creating safety awareness amongst all workers;
(d) undertaking educational, training and promotional activities;
 (e) deliberating on reports of safety, environmental and occupational health surveys,
emergency plans safety audits, risk assessment and implementation of the
recommendations made in the reports;
(f) carrying out health and safety surveys and identify causes of accidents;
(g) looking into any complaint made on the likelihood of an imminent danger to the
safety and health of the workers and suggest corrective measures; and
(h) reviewing the implementation of the recommendations made by it.

8. Where owing to the size of the factory, or any other reason, the functions referred
to in sub-rule (7) cannot be effectively carried out by the Safety Committee, it may
establish sub-committee as may be required, to assist it.

Plant safety committee:- Plant safety committee is constituted to discuss safety

related activities and take immediate measure on the suggestion made by the members
to keep the plant safe .It encourage and ensures the use of ppe’s and also get the safety
suggestion from workers . Plant safety inspection is being carried out with the help of
plant safety committee members. Plant managers chairs it and plant in-charge or
safety officer acts as a secretary.Concerned officer employees from mechanical
,electrical,instrument,are nominated as member.

Technical safety committee:- is useful for specialized knowledge on

guards,process,safety, and revision to improve safety and risk analysis, accidents
investigation etc.

Safety committee: structure and function

Statutory Provisions:
A new provision was added since 23.09.87, u/s 41 G of the Factories Act to set
up a safety committee consisting of equal number of representatives of workers and
management to promote cooperation between the workers and the management in
maintaining proper safety and health at work and to review periodically the measures
taken in that behalf.

Thereafter by addition of rules 73 J in the Maharastra Factories Rules, following

Revisions are added regarding safety committee:

Applicability:
1. Factories employing workers more than 250.
2. Factories carrying dangerous operations u/s 87.
 3. Factories listed in the First Schedule.

Formation, Tenure & Rights:

1. A senior official shall be the Chairman.
2. A Safety Officer or Factory Medical Officer shall be the Secretary.
3. A representative each from the production, maintenance and purchase
departments shall be members.
4. Workers representatives, of equal number, shall be elected by the workers.
5. The tenure of the committee shall be 2 years.
6. At least one meeting in 3 months. Minutes shall be recorded and produced
before the Factory Inspector on demand.
7. The committee has right to be informed of potential hazards of work places and
data on accidents and working environment. The committee shall keep the data
confidential and use it solely to guide on safety measures.

Functions & duties:

1. Co-operation to implement health and safety policy.
2. All matters of health, safety and environment and solutions to problems in that
regard.
3. Creation of safety awareness amongst workers.
4. To conduct educational, training and promotional activities.
5. To discuss reports on safety, health and environmental surveys, safety audits,
risk assessment,
1. emergency plans and implementation of the recommendations of the reports.
6. To carry out health and safety surveys and identify causes of accidents.
7. To look into complaints of imminent danger and suggest corrective measures.
8. To review the implementation of its own recommendations.
9. To form sub-committees, if necessary.
The main object of the committee is to advise to Managing Director and the Safety
Board or the top executive of the company on all matters of safety and health of the
workers. It is not a substitute for the management. Like other committees it is an organ
or part of the management function and helps the management in specific area of
safety. It is a body of safety representatives for group suggestions and decisions, co-
operative safety efforts and a two-way channel of communication through which
suggestions can flow from employees to management and vice versa. It does not
bypass the overall management control of general supervision and communication, but
it aids to it.

Its advantages are:

(1) brings together varying view points, yield sounder .decisions than the
individual members.
(2) widens interest by allowing participants of work-people in their own .work and.
(3) allows checks and cross-checks by different opinions which are essential for
safety.

Toolbox Talks:

Toolbox talks are a way to ensure all workers are participating in safety activities, and
have an opportunity to discuss hazards/controls, incidents and accidents.
As part of the Health and Safety at Work Act, employers must provide employees the
opportunity to regularly engage in health and safety discussions.
If you are a Site Safe Member, you can access Site Safe Toolbox Talks to help guide
you through relevant and beneficial health and safety discussions. Sign in to the
members area (/Portal/login)to gain access to your members only Toolbox Talks.
There's a wide range of topics to choose from so you can tailor these discussions
specifically to your project.

How to run a toolbox talk

 Inform workers of changes to company procedures
 Identify new hazards and review existing hazards
 Develop/review hazard controls
 Discuss/review accident and incident data
 Discuss the work programmed for the day/week ahead
 Have company leaders talk about the business direction or a particular topic
 Discuss any new equipment on site
 Provide a short training session (Site Safe provides exclusive toolbox talk topics to
its members for upskilling and informing workers).
1. Schedule the meeting
Let the team know where and when the meeting is. At the start of the day works best
with most workplaces.
2. Set the scene for the meeting — keep it real and be positive
Encourage everyone to join in and provide their own feedback, knowledge and
experiences. Use simple language for everyone to understand to convey the key health
and safety messages.
Toolbox meetings are an opportunity to provide positive feedback for safe actions,
hard work and initiatives. It’s also important to avoid criticism and acknowledge
everyone for their contributions. The meeting shouldn’t be a lecture, but a chance for
engagement with the team.
Ensure that running and attending toolbox safety meetings is recognized as an
important part of a person’s role. If the worker regards health and safety as an add-on,
it will often be neglected.
3. Follow an agenda
Follow an agenda to make sure you cover everything off:
4. Close the meeting
Thank the team for their time and let them get to work.
5. Record meeting notes

Topics to discuss:

 What items would workers like to discuss?

 Introduction of new plant or processes
 Development of task analysis or methodologies
 Changes in season e.g. sun smart, dehydration
 Use of plant
 Handling of materials
 Identifying training requirements.
Free toolbox meeting minute template

SAFETY KAIZEN:

Kaizen literally means improvement - improvement in your personal life and

your working life. When a company adopts the kaizen model, it strives to improve its
processes in small but meaningful ways. And not just a one-time improvement, but a
commitment to excellence by constantly testing and improving the workflow, day in
and day out.

Kaizen was first introduced in the Toyota manufacturing plant in Japan in the early
1950s and it has since become one of the main reasons for the country’s success. In
Japan, kaizen is a way of life in the workplace, from the office of the CEO all the way
down to shop apprentice. The Japanese take it very seriously, and for good reason.
Kaizen Concepts Management

In kaizen, management has two functions: maintenance and improvement. Setting

standards and keeping them is an important part of kaizen. One of management’s
primary roles is to maintain the technological and operating standards that have been
put into place. They make sure that everyone performs their assigned tasks according
to explicitly outlined standards and performs them on a daily basis. Man
Management’s
other role is improvement. They must be constantly looking for ways to raise the
current operating standards. This is an ongoing effort and must be a daily part of the
manager’s job.

PDCA Cycle The PDCA cycle is a system used to ensure the continuation contin of the
kaizen principles. It is a vital part of the process. Plan refers to establishing a target and
a strategy for improvement. This is a must. Without a target, how do you know if you
have achieved success? Do refers to the implementation of your plan. Check is when
you determine if your plan actually improved the process. Act is the process of
standardizing the improved procedure so that it can be continued and so that the
problem will not return. By following the PDCA cycle, you will ensure that your
process improves and does not degrade.

Quality First Quality is always the highest priority in a kaizen system. But quality does
not only refer to the finished product, it also refers to the processes and standards that
create the product. It runs through all phases of company activity: design, production,
management, sales, and service. It is both the goal and the method of the production
cycle.

5S

The heart and soul of visual management is 5S. It is systematic approach to workplace
organization and cleaning that will transform a disorganized workplace into an
efficiently running machine. 5S creates a strong foundation that allows businesses to
employ additional lean manufacturing tools such as kaizen. When the work
environment is orderly, people can more easily identify opportunities for improvement.

1. Sort (Seiri) - The first step in 5S is to eliminate all the things in the workspace that
are not being used and store them away. If a tool or material is not used on a daily
basis, eliminate it from the workstation.

2. Set in Order (Seiton) -The second step is to arrange the items used on a daily basis
so that they can be easily accessed and quickly stored. Your goal is to eliminate any
unnecessary movements and actions by the worker to make the process as efficient as
possible.

3. Shine (Seiso) - Next is to get everything cleaned and functioning properly. The goal
is to remove all the dirt and grime and to keep it that way on daily basis. You want to
get it clean and keep it clean.

4. Standardize (Seiketsu) -The fourth step is to develop a routine for sorting, setting,
and shining. Standardize creates a system of tasks and procedures that will ensure that
the principles of 5S are performed on a daily basis.

5. Sustain (Shitsuke) - In the last step, you want to create a culture that will follow the
steps on a daily basis. The chief objective of sustain is to give your staff the
commitment and motivation to follow each step, day in and day out.

ONE POINT LESSON: (OPL)

 A tool to convey information.

  Designed to enhance knowledge and skills in a short time, at the right time,
whenever needed.
 To upgrade levels of expertise by having individuals study, learn and then train
others in the knowledge or skill.
 One point Lesson is a learning tool. It normally consists of 80% diagram and
20% words all produced by hand.

How to fill the OPL:

Key point to remember when fill up the OPL form:

 Only one point of illustrated on single sheet of paper
 As many senses as possible as should be addressed.
 It must be write as simple as possible
Safety Suggestion Scheme :

This is an old practice to invite safety suggestion for improvement in process,

method, equipment, safety meetings, contests, inspection procedure etc. Criticisms
should be replied in the plant magazine or on the notice board to provoke further
suggestions and ideas. For suggestion scheme to be successful it is advisable that the
employees' effort must be acknowledged, even if the suggestion is not adopted. It must
be given careful consideration. Good suggestions should be rewarded among others to
encourage them to participate. Written suggestions are the best, but, the oral or
telephonic should also be allowed. Sometimes a contest of submitting good
suggestions provides useful information and stimulates such effort. This system is
effectively accepted by Japanese management. Boxes and forms can also be used to
collect suggestions.

Safety campaigns:-
The Healthy Workplaces Campaigns are our flagship awareness-raising activity.
They are the main way of getting our message to workplaces .in this employees are
involved in safety campaign arranged for a week, or year month on different activities
such as PPE use, good housekeeping etc. such cam[aligns keep the employees attentive
and also create awareness that helps to promote safety in the organization

Safety Competitions:
This is another method of workers' participation in safety. Competitions
(contests) are of two types:
(1) Individual comparison - where individual worker takes part in competition
and award is given by comparing individual performance. Examples are safety speech
or quiz, essay, poem or slogan writing, posters or cartoons etc.
(2) Group comparison - where groups take part in competition and award is
given by comparing group versus group. Examples are department wise housekeeping
competition.

Safety Incentive Schemes :

(i) Financial Incentive:
Financial reward to the most useful suggestion or activity in safety is the commonest
method. Other financial incentives should also be given for suggestion to solve
particular safety problem of plant or process, machine or equipment etc. Suggestion of
good design for a guard or safety device should always be rewarded by handsome
amount.

(ii) Non-Financial Incentives:

Award for safety performance, trophy, memento, certificate of merit, public
honour, praise or pride, awarding special safety hat or kit or symbol of recognition,
awarding special status and duties of safety work, giving special position such as
honorary member of safety committee, raising the cadre or post, giving extra
designation for any remarkable safety contribution are all examples of non-financial
incentives.
These non-financial incentives are self preservation, personal and material gain,
loyalty, responsibility, pride, conformity, rivalry, leadership, logic and humanity. If
these incentives are properly utilised they help much in accident prevention work.
Safety performance (frequency and severity rates) of different groups can be compared
for the same period. Here groups are motivated for competition. Similarly factories can
be invited for contest if district, state or nation-wide competition is arranged. State and
National Safety Councils do this. Every year safety competitions are held among
similar class of factories to boost up safety activities and group motivation.
In any type of safety contest the rules of contest and comparison must be well
defined, declared beforehand and fair and reasonable to all participants. Scoring system
should be simple or easy to understand. Winners may get shield, certificate or good
prize but non-winning participants should also be compensated for encouragement.
The competition movement as a whole should be encouraged as this effort itself is
most important. Care should be taken to avoid any discredit. Cheating or malpractice
like compelling an injured worker to continue work to show less man-days lost, shall
be disregarded. Similarly false reporting of safety figures should also be avoided.
Competition should be fair and fine and fitting to its noble cause.

Safety Quiz:-is one type of safety competition or contest. It can be conducted by

asking questions to participants or by giving them an objective question paper
containing quiz questions to be answered in a stipulated time. It touches wide area of
safety in short time and participation looks live.

Audio-Visual Publicity :
As we saw in foregoing Part 10.7 of this Chapter, a trainee tends to remember
50% of what he sees and hears and 70% of what he sees and talks. This is possible by
audio visual aid only. Television and video effectively reproduce actual happening.
Therefore safety education and training by safety films on TV is the most powerful
method. Only difficulty is in getting safely films or safety video cassette easily and
frequently. This should be made possible if we wish to utilise its full role in increasing
safety. used to die extent possible to hold the picture to discuss and understand it in
details which is not possible with a moving film.
Modern media is a closed circuit television. Travelling units are complete
television studios in themselves and have up-to-date equipment with the control room
housed in a single vehicle. There are fixed and moving cameras, telecine equipment, a
video tap recorder and monitor screens which can be installed up to 500 meter away
from the studio. Using both inside and outside cameras, extensive safety programmes
can be broadcast through the closed network. Such unit can be hired also.

Other Promotional Methods :

Other promotional teaching methods for employees' participation are safety
posters, cartoons, signs and education and training, demonstration, safety meetings,
safety campaigns and stunts, first-aid training, fire brigades, safety- inventory or
questionnaire, accident investigation, inspection, job safety analysis etc. slogans,
publications, booklets, bulletin boards, safety contests and rewards, counselling of
education and training, demonstration, safety meetings, safety campaigns and stunts,
first-aid training,fire brigades, safety- inventory or questionnaire, accident
investigation, inspection, job safety analysis etc.

CHAPTER: 4BEHAVIOUR BASED SAFETY

What is behavior based safety?

Behavior Based Safety (BBS): “focuses on what people do, analyses why they do it,
and then applies a research- supported intervention strategy to improve what people do.
Observation of unsafe act and conditions, their reporting and taking action is
key while maintaining safety standards within the working environment.
Safe Behaviour Observation Program-BBS

Understanding what influences the culture of your organisation can make a

significant contribution to changing employee attitudes and behaviours in
relation to workplace health and safety. For a safety culture to be successful it
 needs to be led from the top—that
t that is, safety culture needs to be embraced and
practiced by the CEO and senior managers.
As a safety leader you should ask yourself or people?
 Individuals hold safety as a ‘value’ and not just a priority.
 Individuals take responsibility for the safety workers in addition to
safet of their co-workers
themselves and all level of employee are willing and able to act on their sense
of responsibility –they
they can go ‘beyond the call of duty'.

BBS capability development program for

 Leadership
 Middle Managers/Supervisors
 Workers

After BBS program, teams start

 Knowing the risks;
 Knowing the precautions to minimize or control the risks;
 Regularly taking those precautions by change in behaviours and they develop safety
thinking that truly can help them improve their own safety performance and the
performance of their fellow workers.

Cycle of BBS:
Benefits of BBS for the company:
 Enhanced reporting
 Increased hazard recognition
 Share recognized hazards
 Data gathered is used to develop trends
 Trended data can be used to improve overall safety for employees
 Employees have greater sense of ownership of the HSE program
 Incentives may be tied to best quality observations
 Increased employee retention

Common stated causes of dissatisfaction

• Narrow scope, focused on behavior change rather than concurrently addressing
causes for at-risk behavior
• One-size-fits-all approach rather than a BBS system tailored to organizational
characteristics and culture
• Poorly integrated with existing safety management systems
• No management commitment
• Lack of belief in its efficacy by the workforce emanating from a lack of
awareness/understanding
• Debate between ‘quality’ and ‘quantity’ of observations and how to effectively
analyze these

Common causes in India

• Inadequate understanding of BBS and its effect on the safety culture of an
organization
• Failure to translate BBS principles into effective action plans
• Lack of perceived ownership for safety programs that are ‘off the shelf’ and ‘not
bespoke enough to make employees own them’ as their own
• Insufficient worker Involvement
• Invisible top down support
• Too few champions
• Poor measures of success
• Not recognizing the small milestones of success and celebrating them – not
adequate positive reinforcement
Biggest causes of BBS
problems worldwide

Common causes in India:

India

 Inadequate understanding of BBS and its effect on the safety culture

of an organization

 Failure to translate BBS principles into effective action plans

  Lack of perceived ownership for safety programs that are ‘off the shelf’
and ‘not bespoke enough to make employees own them’ as their own

 Insufficient worker Involvement

 Invisible top down support

 Too few champions

 Poor measures of success

 Not recognizing the small milestones of success and celebrating them

– not adequate positive reinforcement

The six pillars of behavior based safety:

1. Leadership
2. Engagement
3. Coaching
4. Communication
5. Recognition
6. Measurement

PERCEPTION OF DANGER AND ACCEPTANCE OF RISK:

What is risk perception?

▷ Risk is not a physical thing: is it really possibly to perceive it?

▷ Objective risk as used in engineering approaches:

• estimated from historical observation of frequencies and consequences

• assuming that history + risk modelling allows us to predict the future

▷ Subjective risk as analyzed by social scientists:

• risk concerns thoughts, beliefs and constructs

• level of perceived risk is a subjective risk judgment

Impact of risk perception

Why is it important to understand the mechanisms underlying risk perception?

▷ Strong impact on societal acceptance/tolerance of various hazardous activities

▷ Big influence on individuals’ “safety behavior’s” when exposed to a hazard
▷ Phenomenon called risk homeostasis: people tend to act so that the level of risk
to which they feel exposed is roughly constant
• Example: car drivers tend to keep the perceived level of risk at a constant level
• Impact of technological safety measures (abs, better lighting, smoother roads) is
limited because drivers compensate by increasing their speed

Poor perception of probabilities

▷ If you tell investors that, on average, they will lose all their money only every 30
years, they are more likely to invest than if you tell them they have a 3.3% chance
of losing a certain amount each year
▷ Most people rate themselves as being a better driver than the average driver
▷ The vast majority rate the probability for themselves to experience negative
events to be lower than that for the average citizen [McKenna 1993]
▷ Phenomena of unrealistic optimism and illusion of control:
• rare, striking events tend to be overestimated
• frequency of common events tend to be underestimated

Main factors affecting risk perception

These factors combine several characteristics of a risk that tend to be perceived in

the same manner by lay people into one “label”:
▷ “Dread risk”: perceived lack of control, catastrophic potential, inequitable
distribution of risks and benefits, involuntary
▷ “Unknown risk”: not observable, effects are delayed, little scientific knowledge
on the risk, unknown by those people exposed, new risk
▷ “People affected risk”: personally affected, general public affected and future
generations affected.

Impact of control
 ▷ People tolerate substantially more risk when they engage in voluntary behavior
▷ Related to a sense of controllability: less risk is perceived in situations that are
under personal control
▷ Phenomenon of illusion of control
• the risk of winning the lottery is perceived to be higher if we pick the numbers
ourselves [Langer 1975]
• a person who sees themselves as being in control (driving the car vs being a
passenger) perceives the risk to be smaller [McKenna 1993]

Why different people have different perception on danger/risk

Unaware the fact about risk -

Ignorance about hazard.
Overconfidence
Previous experience.
Shortcut
Priority v/s Value
Showoff
Training
Education

Theory X – Theory Y
Management Theory

Dr. Douglas McGregor (1906-64):

• Social psychologist Douglas McGregor of MIT expounded two contrasting

theories in the 1960s
• Theories are about human motivation and management
• McGregor personally promoted Theory Y more than Theory X
 Theory X

• Assumes employees are naturally unmotivated and dislike working

• Encourages an authoritarian style of management.
• Usually the minority
• In mass organizations, such as large scale production environment, theory X is
unavoidable.

Theory Y

• A participative style of management that is de-centralized

• Assumes employees are happy to work, self-motivated, etc.
• More widely applicable
• People at lower levels of the organization are involved in decision making and
have more responsibility.

Roles of Supervisor & Safety Department in motivation:

Supervisors
You are directly responsible for the safety and health of employees and other workers
that you direct or supervise. Here are your roles and responsibilities:

 Ensure the health and safety of all workers under your direct supervision
 Know the WorkSafe safety requirements that apply to the work being supervised
and ensure they are followed
 Ensure workers under your supervision are aware of all known or reasonably
foreseeable health and safety hazards where they work
 Provide orientation and training to new and existing workers at your workplace
 Consult and cooperate with the Joint Occupational Health and Safety
Committee members or worker representatives, and cooperate with others
carrying out occupational health and safety duties, including WorkSafeofficers
 Ensure that the appropriate personal protective equipment and clothing are
available, worn when required, and inspected and maintained
 Investigate unsafe conditions reported to you, and ensure that corrective action is
taken without delay
 Learn more about accident prevention and investigation.

General Safety Roles & Responsibilities

All workers have safety roles and responsibilities. Follow safe work procedures, report
unsafe conditions or incidents and be prepared to respond in the event of a workplace
injury or emergency. Whether you are a supervisor or front-line staff, be sure to

 Understand your workplace health and safety requirements

 Inspect equipment and the workplace regularly
 Be alert for hazards
 Immediately report unsafe work practices and conditions to your supervisor
 Report accidents, near misses, injuries and illnesses immediately to your
supervisor
 Follow safe work practices and procedures
 Cooperate with others on matters relating to occupational safety and health

CONFLICT AND FRUSTRATION

Conflict is…
• a normal, inescapable part of life
 • a periodic occurrence in any relationship
• an opportunity to understand opposing preferences and values
• Disagreement about ideas and approaches
• Issue focused, not personal
• Characteristic of high performing groups
• Personal blame fueled by differences of opinion
• Destructive to group performance and goal

How can we keep conflict Thinkable?

1. Make the approach

2. Share perspectives
3. Build understanding
4. Agree on solutions
5. Plan next steps

Step 1. Make the approach

 Discuss before you begin
 Invite the other party to a conversation
 Be clear about your intentions
 State your goal - a positive resolution

Step 2. Share perspectives

 Ask for the other person’s perspective
 Interpretation, summary what you hear
 Acknowledge your contribution
 Describe your perspective

Step 3. Build understanding

 Discuss one issue at a time
 Clarify assumptions
 Explore interests and feelings

Step 4. Agree on solutions

 Reality test – Is this doable?
 Durability test – Is this durable?
 Interest test – Does this meet all parties’ interests?

Step 5. Plan next steps

 Jointly create action plan
  What needs to happen?
 Who needs to do what? By when?
 How will interaction take place if problems occur?

CHAPTER 5.MANAGEMENT INFORMATION SYSTEM

(MIS) is a computerized database of financial information organized and programmed

in such a way that it produces regular reports on operations for every level of
management in a company. It is usually also possible to obtain special reports from
the system easily.
Management Information System (MIS) has become a powerful tool for
industry, trade and business in the modern world. It should be user friendly and easy to
understand. With the Age of Computers, the speed, capacity, accuracy and a variety of
uses of Information has been tremendously increasing in almost all walks of life.
Computers are useful not only for storing information but also for generating data,
designing, programming, processing, controlling, running robots and microprocessors,
communication, developing science, technology and management systems, analysing
and using information, forecasting and personal use. We have entered the age of
internet, web-site and information highways. The information (data-processing) must
be accurate, pertaining to the point, concise, updated, meaningful, trust worthy and as
per the need of the user.

There should be effective MIS between Safety Department and the top
management of the company to appraise the work being done by the Department.
Similarly it should also be developed/extended for bottom line management and the
outside authorities to provide quick and tabulated information in wide areas of safety,
health & environment.
Application of MIS from book:-

Computer Application and Use:

 Use of computers for safety and health information systems became critical from
1.970s with the inception of Occupational Safety and Health Act in USA as much
documentation, reporting and analysis were required by that Act. In our country, still it
is in process.
Manifold use of computers for safety, health and environment is as under :
1. As its general use in science and engineering, computers are used for mathematical
and statistical calculations, graphics, documentation, typing, printing, indexing,
searching for literature, data reduction, recording and maintenance of data, control of
automated production lines (CAD, Computer Aided Design, CAM, Computer Aided
Manufacturing and DCS process control) etc.
2. Automation of information paths and use of Safety Internet System.
3. Process control in plants and laboratories.
4. Accident and medical records.
5. Costing of accidents and losses.
6. Causation analysis of accidents or hazardous events.
7. Signal analysis and medical decision making, e.g. ECG analysis and diagnosis of
heart problems, sonography, scanning, surgery etc.
8. Preventive Medicine and Epidemiology, screening, examinations of ill population
and comparison of their data with the healthy population for early diagnosis of
diseases.
9. Maintaining a long-time qualitative and quantitative record of chemical exposures to
workers.
10. Maintaining environmental sampling and measurement data. Using for gas
dispersion models and mathematical models for reliability engineering.
11. Preparing and maintaining periodical statements of accidents, injuries, causation
wise breakups, compensation and other costing, first aid cases, near miss cases, safety
training, status of compliance etc.
12. Safety reports, manuals, procedures, audit points, mutual aid systems and
emergency plan items can be quickly stored, updated and reproduced.
13. Maintaining information of workplace conditions, engineering controls, fire and
gas leak controls, administrative controls, medical controls, personal protective
equipment and their selection, training programmes etc.
14. Maintaining employee demographics and job histories.
15. Scheduling of inspections, surveys, meetings, workplace monitoring, biological
monitoring, condition monitoring, corrosion monitoring, maintenance programmes etc.
16. Reporting at any time to internal management or external statutory authorities or
private agencies.
17. Keeping records of Material Safety Data. Sheets, Indian Standards, Statutory
Provisions and Forms, Reports for Pollution Control Boards etc.
18. Statistical analysis by using ready-made or self-designed software.
19. Using robots, auto-controls and safety-devices to avoid accidents to persons and
property.
20. Simulations to determine where hazards reductions would be more effective and
the change in failure probability that would result useful to carry out hazards analysis,
fault tree analysis etc.

The special use of computers in addition to general benefits of software (Expertise,

Up-to-date information and Improved management) is for Accident recording and
analysis. Information on chemical hazards. Audit recording and analysis etc. Data on
such points are as under:

1. Automatic printing of statutory and other safety forms.

2. Automatic generation of periodical reports.
3. Analysis of near misses in the same details as injury accidents.
4. Multiple records of injury, property and vehicle damage from the same incident
Linked incident costing so that reports can automatically include details of the costs
involved.
6. Automatic summaries and their graphical displays.
7. On-line computing using own computer to contact the library or publisher's
computer to obtain and read off the information required.
8. CD-ROM (Compact Disc - Read Only Memory) and player for the computer and
special software on chemical hazards and control technology. The information from
the disc is displayed on the computer screen. Conversely, information in the computer
can be copied on CD by using CD writer.
9. Use of floppy-discs, CDs and Pendrive to read off the information.
10. Database from CAMEO, COSHH, APELL etc. and onsite and offsite emergency
plans (see
11. Safety audit and environmental audit details by using a set of audit questions (also
known as audit protocol). Such audit software packages include:
a) The ability to edit the audit questions and add audit questions as new risks are
identified.
b) The ability to add guidance for the auditors to specific questions, including
details of any relevant standards.
c) Displaying two or more sets of audit results on the screen at a time and to
compare them.
d) Graphical display of audit summaries.
e) Automatic generation of audit reports, including action plans.
f) Diary facilities to assist in managing an audit schedule and keeping track of
Recommendations for remedial action.
Advantages of computerized information systems are -
1. Ready availability of data and ready reproduction (printed copy) of the stored data.
2. Elimination of monotonous or exhaustive manual labour.
3. No need to keep duplicate records (copies). Reducing files and their storing space. A
shared information can be seen at many places (i.e. in different department, conference
hall etc.).
4. Improved communication with neat, clean and correct copies. Electronic mail
systems can facilitate communication within and between facilities and within short
time.
5. Data standardisation and accuracy.
6. Improved analytical capabilities. Analyses not manually practical, can be easily
done by a computer. Graphs and Chartes also available.
7. Cost savings by increasing employee productivity, decreasing manpower etc.

Disadvantages (limitations) of computerized nation systems are

1. According to circumstances, need of computers is not always justified. Sometimes it
may be premature or totally unjustified on economic grounds.
2. Computers' limitations should be understood. They are not designed for automatic
information generation or processing. An operator is required to make data-entry or
supply basic information (programme) to computers and his error can give wrong or
incomplete information or sometimes rase it and manual search becomes necessary.
Mistakes can become repetitive if not corrected in time.
3. Computers can suggest references to documents. They cannot eliminate the need to
go through these documents to locate the required information.
A typical virus can wash out all information stored in the computer. Then
retrieval or restoration of data becomes necessary.
5. Manpower reduction for unemployment.

Status and Future Goals of Computer Utilization in SHE Services:

Status of computer utilization is being increased and spreading very fast. Today
we are rapidly entering in the age of information technology, information highways,
internet systems, super-computers to design, scan, develop, store, exchange and
transmit data for many complex systems and for many purposes. Paper files and record
rooms are all shortened and it seems that in every walk of life computer has to" play
some role. Safety, health and environment being the vital subject, cannot remain
without the use of computers. Process technology, instrument and control devices,
hazard control technology, emergency planning including training, education and
information to workers, public, management and Government ... everywhere use of
computers is being increased. One earlier software for SHE services is CAMEO i.e.
Computer Aided Management of Emergency Operations. It is a Computer Software
Package developed by the Environment Protection Agency (EPA) of USA. The
CAMEO software is made operational and available from the National
Safety Council, Mumbai. It was explained with the APELL/ CEP workshops at
Manali, Mumbai, Kanpur, Cochin, Haldia and Vadodara during 1992 to 1995.
CAMEO gives emergency planner, first responder (fire brigade, police etc.) or safety
professional vital information to help handle chemical accidents safely.

Storing and Retrieval of Information:

Introduction of a computer is not much required for the modern generation, as it is
taught to them from their early school-days. Therefore only a brief outline is given
here. Main three visible parts of a computer are its monitor (or vision screen, also
known as VDU i.e. Visual Display Unit), printer and keyboard. Central Processing
Unit (CPU) is its internal part or brain that governs or controls all the work the
computer does. Hardware consists of all physical components including monitor,
printer, keyboard, CPU and everything else that can be touched, but not the floppy
disks. Software are the instructions (programs) a computer needs to run the hardware
i.e. to function as a word processor, data base manager, spreadsheet etc.
A floppy disk. Zip, CD and pen drive store computer programs and data and can
be read through a floppy or CD drive. Hard disk stores permanent memory until erased
.or replaced. Graphics is a display of information in picture form. File is a collection of
information stored on a disk. Programming means the process of providing a series of
instructions to the CPU to get the desired actions. The main computer functions are
input, output, storage and processing. CD writers are used to write a CD.
Information Technology (IT) and microchip have changed the world and
accelerated the use of MIS. Silicon is the main element to manufacture microchip.
PCB, microchip and microprocessor are working like brain and heart for information.
They have reduced the size of document, equipment, stationary and files and are
capable of doing many functions automatically.
Computer can store, process, change and print tremendous information. Capacity
of storing is dayby day increasing. Floppy, Zip, CD, VCD, Pendrive, Server etc. are the
examples of progress. Hard disk capacity is also increasing. E-mail and V-mail
transforms this stored information very fast.
They connect all departments of a factory, all offices of a State or Nation and all
countries in the world. Storing and presenting of MIS has become very fast and very
easy. Laptop and palmtop are very handy. Handwriting is being replaced by keyboard
writing. Correspondence and examination through keyboard have become a part of
modern culture. Volumes of books and libraries have been reduced to small CDs. Here
'retrieval' means taking back, finding or extracting information stored in a computer.
Any information can be directly fed to the CPU or it can be copied by inserting floppy,
CD or pendrive or through an internet. Such information stored in CPU can be
recovered by a floppy or CD drive. Such information can also be modified, corrected,
altered or added. Thus computer is useful in retrieving many information as per
requirement. It saves too much time, labour and volume of work.

Compilation, Collation & Analysis of Information:

At a factory or workplace level, information of hazards and past and current
accidents should be collected first with facts and details. This is compilation. Then it
should be put together subject or major head wise. Then in each head (viz. major
hazards, minor hazards, accidents to persons, property losses, costs of accidents etc.),
the information should be combined or arranged in a proper order for the purpose of
easy understanding or comparing in detail. This is collation of information. Then it
should be analysed or classified into subdivisions or subgroups to sharpen the
information towards different subjects leading to some conclusion. This is analysis. As
an example, accidents of one particular year are first collected. This is compilation,
(viz.Accidents for the year 1996, accidents costs, 1995 etc.). Then they are grouped
(combined) together as mechanical accidents, chemical accidents, reportable and non-
reportable accidents, fatal and non-fatal accidents, cost calculations etc.
This is collation of information. Here comparison is possible. Mechanical
accidents of factory A can be compared with those of factory B. If they are arranged in
some order, say, date wise or code wise, it is also collation of information. But when
the information is classified as male and female wise, day and night wise, different
hazard or causation wise, equal cost wise, severity wise, frequency wise, body part
wise etc., it is called analysis. This gives sharp or pointed information on a particular
point subject to draw some conclusion.This system of analysing data is useful to find
out target areas of work and priority of remedial measures to concentrate on them.
Manual exercise is reduced to a great extent if a computer is used for such work.
To foresee future possible hazards or risk estimation, by using various
identification, measurement and evaluation techniques (Chapter 19) like HAZOP,
HAZAN, fault-tree, event tree, risk and consequence assessment etc., detailed
information can be compiled, analysed and used for accident prevention work.
Use of computer makes it easy to compile, collate, analyse and store vast
information on identification of major hazard installations, risk analysis, safety audit,
preparing on-site and off-site emergency plans, control pleasures, etc. and makes
further easy to incorporate any additions and
alterations at appropriate places to update the documents.
CHAPTER 6.ACCIDENT PREVENTION

Principles of accidents prevention

 An accident is an unplanned and uncontrolled event in which the action or

reaction of an object,substance, person, or radiation results in personal injury or
the probability thereof.
 It is also defined as an unexpected, unintended or unforeseen event that causes
injury, loss ordamage.
 An accident is any unplanned, sudden event, which causes or is liable to cause or
is liable to causean injury to man materials (including plant) or environment.
 An accident is any occurrence that interrupts or interferes with the orderly
progress of the activitywhich causes or likely to cause injury with or without
damage to property or environment.

Accident Prevention:
 Accident prevention is both science and art. It represents, above all other things,
control i.e. thecontrol of human performance, machine or equipment
performance and physical environment.
 The word ‘control’ connotes prevention as well as correction of unsafe
conditions and actions.Prevention is the first step of control.
 To control unsafe human actions, knowledge of psychology, philosophy and
management arenecessary. To control unsafe conditions, knowledge of
engineering, health effects, industrial hygiene,ergonomics etc. are necessary.
 Accident prevention requires five steps organisation, fact-finding analysis if the
facts found,selection of remedy and application of the remedy. Sixth step of
monitoring should be considered. Itincludes measurement of result, assessment
i.e. comparing with legal criteria or standard, feedback andfurther improvement.

Incident:
 An incident is any observable human activity sufficiently complete in itself to
permit referencesand predictions to be made about the persons performing the
act viz. cleaning an unguarded machine,failing to wear PPE, using compressed
air on body, raising pressure or temperature unnecessarily.It may result in
accident or a near miss.
  Incident for accident is defined as, 'an unplanned event or series of events that
has or could have,caused injury to people and / or damage to assets and / or
damage to the environment and / or loss ofreputation.

Injury:
Injury (occupational) means an injury that result in death, loss of consciousness
andadministration of medical treatment, temporary assignment to other duties and
transfer to another job, orinability to perform all duties on any day after the injury.

Injury is considered to include occupational disease and work-connected disability.

Work injury: -is defined as an injury suffered by a person, which arises out of and in
the course of his employment. It isan external damage to human body; disturbance or
dysfunction resulted from an accident. By because itmay be mechanical, thermal,
chemical, radiated or combined.

Injuryis physical harm or damage to the body resulting from an exchange of (usually
acute,mechanical, chemical, thermal or other environmental) energy that exceeds the
body's tolerance.

Disabling injuryis an injury causing death, permanent disability, or any degree of

temporarytotal disability beyond the day of the injury

Source of injuryis the principal object such as tool, machine, chemical vessel or
equipmentinvolved in the accident and is usually the object inflicting injury or property
damage. Also called agencyor agent.

Dangerous Occurrences:
Dangerous occurrences are mentioned u/s 88-A, of the Factories Act 1948 and
u/r 103 of theMaharashtra Factories Rules 1963. They' include:
1. Bursting of a steam plant under pressure.
2. Collapse or failure of lifting appliances or overturning of a crane.
3. Fire, explosion, escape of molten metal, hot liquor, gas etc.
4. Explosion of a pressure vessel.
5. Collapse or subsidence of a structure. For Dangerous Chemical Reaction

Emergency Plan:
Emergency plan is a formal written plan, which on the basis of identified
potential hazards at theinstallation together with their consequences, describes how
such hazards and their consequences shouldbe handled either on-site or off-site
Error:
 Errors are of different types, viz. human error, design error; planning,
production, operation andmaintenance error etc.
 Human error can be defined as a human's action, which differs from or is
inconsistent withprescribed or established behaviours or procedures. It may be
of two types: predictable or random.
 Predictable error occurs under similar conditions and can be foreseen because it
has occurredmore than once.
 Random error is non-predictable and unique in nature. For example, all of a
sudden a fly or insectenters in eye due to which a worker may throw away a tool
or lose his balance and cause error. But ifflies become common phenomena i.e.
predictable, the error becomes predictable one and remedialmeasures are
required.

Hazardmeans existing unsafe condition or action or situation or event or their

combinationwhich has potential to cause accident. Thus hazard can become a cause of
accident or risk and it can existwithout accident or risk. When due to hazard, accident
happens, it is converted into accident. If hazardstill exists, accident may happen again,
viz. flammable atmosphere.
The causes of accidents generally remain latent for some time before anaccident
occurs. Theselatent or potential causes are hazards. Hazards are sometimes referred to
synonymously with accidentcauses, but there is a clear distinction that a. hazard can
exist without an accident whereas an accidentcause without an accident is an absurdity.
Hazard recognition, diagnosis and elimination are essential toany successful safety
programme.
Hazard is an inherent property of a substance, agent, a source of energy or
situation having thepotential of causing undesirable consequences.
Hazard means an intrinsic capacity associated with an agent or process capable of
causing harm.

Hazards Analysis:
In simple term, hazard analysis means classification of hazards, eg. chemical
hazards, mechanicalhazards, electrical hazards, fall hazards, day and night wise
hazards etc. in this way it is qualitativeanalysis.
Hazard Analysis is
(i) Analysis of mechanism of hazard occurrence and
(ii) Analysis of terminalconsequences of hazards which may include number of injury,
fatality, property damage and other loses.

In this way it is quantitative analysis. Its study is known as HAZAN (Hazard

analysis). It meansidentification of undesired events, which lead to the materialization
of a hazard, analysis of themechanism by which such .undesired events could occur,
and estimation of the extent, magnitude andlikelihood of any harmful effects or
consequences.

Preliminary Hazard Analysis (PHA)is a procedure for identifying hazards early in

the designphase of project before the final design has been established. Its purpose is to
identify opportunities fordesign modifications, which would reduce or eliminate
hazards, mitigate the consequences of accidentsor both.
HAZAN (Hazard analysis)is generally undertaken at the preliminary stage of
determining thelocation, basic design principles and operational parameters to establish
the adequacy of basic safety ofdesign, operation and environmental control. It may be
followed by an updated analysis to establish finalrisk levels. HAZAN exercise has to
be undertaken by a professional team with expertise in failure mode
and effect analysis, fault tree analysis, simulation and modelling, event tree and
consequence analyses.

HAZOP:
Hazop (Hazard & operability) study is carried out by application of guidewords to
identify allpossible deviations from design intent having undesirable effects on safety
or operability, with the aim ofidentifying potential hazards.
Hazop study is normally undertaken at an advanced stage of project implementation
when thedesign criteria are well established. The study can be used for both new and
working plants. They have tobe carried out by multidisciplinary teams of experienced
technical personnel having detailed knowledgeof both the design ,and operation of a
plant.
A preliminary Hazop study is intended to review the general parameters of
materials processed,unit operations and layout of individual units and plant sub-units.
A detailed Hazop study is required afterthe finalization of the designs to identify the
potentially hazardous situations and to arrive at agreeableoptions to rectify design
deviations and anomalies.

Mistake:
Mistake, in the sense of safety, can be defined as an act of wrong opinion,
judgement about athing or situation which results in hazard or harm to a person,
property or environment. It means to havewrong, perception about danger or to
understand it wrongly so that it may cause hazard.

Near miss:
It means any unplanned, sudden event that could have caused injury to man,
materials (plant) orenvironment or could have involved a loss of containment possibly
giving rise to adverse effect but notresulted in such accident.
If near miss is detected and prevented, possible accident due to that near miss can be
avoided orprevented. If causes of near miss are not removed, they can result in
accident. Therefore importance toidentify and control near miss is more than that of
controlling accident.

Near miss and important of reporting

A Near miss is “an unplanned event that did not result in injury, illness, or
damage—but had the potential to do so.”

Since they essentially mean an accident didn’t happen, why is it so important to report
near misses? They motivate us to be more proactive in our safety measures. By
knowing something could happen, we can then put policies and procedures in place to
prevent them from happening.NSC and OSHA offer these best practices when creating
a near miss reporting system:

 Leadership must establish a reporting culture reinforcing that every opportunity to

identify and control hazards, reduce risk and prevent harmful incidents must be
acted on.
 The reporting system needs to be non-punitive and, if desired by the person
reporting, anonymous.
 Investigate near miss incidents to identify the root cause and the weaknesses in the
system that resulted in the circumstances that led to the near miss.
 Use investigation results to improve safety systems, hazard control, risk reduction,
and lessons learned. All of these represent opportunity for training, feedback on
performance and a commitment to continuous improvement.
 Near miss reporting is vitally important to preventing serious, fatal and
catastrophic incidents that are less frequent but far more harmful than other
incidents.

Oversight:
 Oversight means overlooking of something, error or supervision. When there are
more switchesside by side and looking identical, an operator may operate a wrong
switch by oversight. While countingmany things, by oversight, someone may make
mistake. Thus oversight denotes a state of mind by whicherror or mistake is possible
due to lack of concentration or attention. Result of oversight is mistake orerror.
Oversight leads to unsafe action and that may result in accident.The words -
error, mistake and oversight - have thin difference, all leading to the causation ofhazard
or accident and concern with the state of mind or human behaviour.

Immediately dangerous to life or health (IDLH) is defined by the US National

Institute for Occupational Safety and Health (NIOSH) as exposure to airborne
contaminants that is "likely to cause death or immediate or delayed permanent adverse
health effects or prevent escape from such an environment." Examples include smoke
or other poisonous gases at sufficiently high concentrations. It is calculated using
the LD50 or LC50.
IDLH values are often used to guide the selection of breathing apparatus that are
made available to workers or firefighters in specific situations.

Probability:
It means the likelihood, chance or frequency that a considered (predetermined)
occurrence maytake place.
Probability includes possible frequency of hazard occurrence or possible frequency of
effects dueto any particular hazard.
Probability and severity (effect or consequence) are two ingredients of a risk. R = P x S

Costs of Accidents:-Many employers believe that the insurer will pick up the costs of
an accident, and that's why they pay their insurance. However the costs of an accident
can be broken down into the direct costs and indirect (uninsured) costs.
Direct costs are those costs that are accrued directly from the accident. They are
quite easy to calculate, and include the medical costs incurred and the compensation
payments made to the injured workers. Direct costs are usually insurable by
businesses.Accidents are more expensive than most people realize because of the
hidden costs. Some costs are obvious — for example, Workers' Compensation claims
which cover medical costs and indemnity payments for an injured or ill worker. These
are the direct costs of accidents.

Indirect costs of an accident:-

Indirect costs are the less obvious consequences of an accident that can be
costed. While the indirect costs created by accidents are hidden, they too must be paid
from profits from the sale of products. They are more difficult to calculate and tend not
to be insured. Indirect costs include:
 Time away from the job not covered by workers' compensation insurance;
 Payment of other workers who are not injured, for example those who stopped
work to look after or help the injured worker and those who require output from
the injured in order to complete their tasks;
 The cost of damage to materials or equipment involved in the accident;
 The cost of overtime imposed by the accident (lost production, additional
supervision, and additional heat, light, etc.);
 The cost of wages paid to the supervisor for time spent on activities related to
the accident. This includes caring for the injured, investigating the accident,and
supervising the activities necessary to resume the operation of business. All of
these activities will disrupt the supervisor's productivity;
 Costs associated with instructing, training, and repositioning employees in order
to resume production. In some cases, it might even be necessary to hire a
replacement with all the associated hiring costs;
 Medical costs paid by the employer that are not covered by the insurance. This
may include treatment facilities, personnel, equipment and supplies;
 Cost of managers and clerical personnel investigating and processing claim
forms and related paperwork, telephone calls, interviews, etc.
 Wage costs due to decreased productivity once the injured employee returns to
work. This is due to restricted movement or nervousness/cautiousness on the
part of the injured employee and time spent discussing the accident with other
employees etc.

 Studies show that the ratio of indirect costs to direct costs varies widely, from a
high of 20:1 to a low of 1:1. OSHA's approach is shown here and says that the
lower the direct costs of an accident, the higher the ratio of indirect to direct
costs.

6.2.theory and models

Heinrich's Theory:
H.W. Heinrich, a pioneer in safety philosophy, first published his work. Industrial
Accident
Prevention, in 1931. Many of his principles and basic philosophy of accident causation
and preventionare confirmed by time and application, but, some are also questioned
and criticised. His philosophy isbased on his 10 axioms (self evident-truths) as follows.
Ten Axioms of Industrial Safety:
1. The occurrence of an injury invariably results from a completed sequence of factors
- the last oneof these being the accident itself. The accident in turn is invariably caused
or permitted directly bythe unsafe act of a person and/or a mechanical or physical
hazard.
2. The unsafe acts of persons are responsible for a majority of accidents.
3. The person who suffers a disabling injury caused by an unsafe act, in the average
case has hadover 300 narrow escapes from serious injury as a result of committing the
very same unsafe actLikewise, persons are exposed to mechanical hazards hundreds of
times before theysuffer injury.
4. The severity of an injury is largely fortuitous the occurrence of the accident that
results in injury islargely preventable.
5. The four basic motives or reasons for the occurrence of unsafe acts provide a guide
to theselection of appropriate corrective measures. These are: Improper attitude. Lack
of knowledge orskill, Physical unsuitability and Improper mechanical or physical
environment.
6. Four basic methods are available for preventing accidents. These are Engineering
revision,Persuasion and appeal. Personnel adjustment and Discipline.
Methods of most value in accident prevention are analogous with the methods required
for thecontrol of the 'quality, cost and quantity of production.
8. Management has the best opportunity and ability to initiate the work of prevention,
therefore itshould assume the responsibility.
9. The supervisor or foreman is the key man in individual accident prevention. His
application of theart of supervision for the control of work performance is the factor of
greatest influence insuccessful accident prevention. It can be expressed and taught as a
simple four step formula -Identify the problem, find and verify the reason for the
existence of the problem, select theappropriate remedy and apply the remedy. The
humanitarian incentive for preventing accidentalinjury is supplemented by two
powerful economic factors:

(1) The safe establishment isefficiently productive and the unsafe establishment is
inefficient
(2) The direct employer's cost ofindustrial injuries for compensation claims and for
medical treatment is about one-fifth of the total(direct plus indirect) cost which the
employer must pay.
These axioms were the first set of principles or guidelines ever set before in
industrial safety andit has guided all safety activity till today. During the passage of 75
years, some of his axioms arequestioned and disbelieved as truths, but, most of them
are still true and deal with the important areas of safety, viz. accident causation and
prevention, reasons of unsafe acts and conditions, management control functions,
responsibility of organisation, costs of accident, safety and productivity etc.

Accident Sequence: The five factors .in accident occurrence series in chronological
order are:
1. Ancestry and social environment.
2. Fault of person.
3. Unsafe act and/or mechanical or physical hazard.
4. Accident and
5. Injury
One factor is dependent on another and one follows because of another, thus
constituting asequence that may be compared with a row of dominoes placed on end
and in such alignment in relation to one another that the fall of the first domino
precipitates the fall of the entire row. An accident is merely one factor in the sequence.
If this series is interrupted by the elimination or withdrawal of even one of the five
factors that comprise it, the injury can possibly be prevented. See Fig
In above dominos, social environment includes family and surrounding atmosphere in
which aperson is born and brought up. This is the origin or root cause of behavioural
development as per H. W.Heinrich.
 Undesirable traits include unsafe behaviour, negligence, lack of knowledge,
violent temper,
 nervousness, recklessness etc.
 Unsafe act or conditions are the results of undesirable traits.
 Accident is caused because of unsafe act or condition 6r both.
 Injury is the result of accident.
 This suggests the steps of management controls as under:
 suggests the steps of management controls as under:

Management Through Supervision

Controls
Human Failure
Knowledge – Attitude – Fitness – Ability

Which causes or permits

 Unsafe Acts of Persons (88%) Unsafe Mechanical, Chemical,
Physical Conditions (10%)

1. Operating without authority or 1. Unguarded, absence of

clearance,failure to secure or required guards.
warn. 2. Inadequate support or guards,
2. Operating or working at unsafe guards of improper height,
speed. strength, mesh etc.
3. Making Safety devices 3. Defective, rough, sharp,
inoperative. slippery, decayed, cracked
4. Using unsafe or defective surfaces etc.
equipment, or 4. Unsafe design of machines,
5. equipment unsafely or tools, plant, equipment or
improperly. supplies.
6. Unsafe loading, placing, 5. Unsafely arranged, poor
mixing ,combining, etc. housekeeping, congestion,
7. Taking unsafe position or blocked exists, etc.
posture. 6. Inadequately lighted, sources
8. Working on moving or of glare etc.
dangerous equipment. 7. Inadequately ventilated,
9. Distracting, teasing, abusing, impure air source etc.
startling horseplay etc. 8. Unsafely clothed, no goggles,
10. Failure to use safe affair or gloves or masks, wearing high
personal protective equipment heels etc.
or devices. 9. Unsafe processes,
Failure to warn co-workers or to mechanical, chemical,
secure equipment. electrical, nuclear hazards etc.
11. Improper lifting. 10. Inadequate warning systems.
12. Servicing equipment in motion. 11. Fire & Explosion hazards.
13. Use of drugs or alcohol. 12. High noise or vibration.
13. Hazardous dusts, gases,fumes
vapours etc

Which causes or permits

Accidents
98% Preventable type
2% Unpreventable
50% Practicably preventable

Frank Bird's Domino Theory

Heinrich’s theory of domino sequence is updated by Frank Bird Jr. to explain the
circumstances
that lead to losses (injury) in the chronological order of five dominoes.
These are shown in Fig. 4.4 and explained below :

1. Lack of control - Management.

2. Basic causes - Origins.
3. Immediate causes - Symptoms.
4. Accident - Contact, and
5. Injury/damage - Loss.
Fig. 4.4 : Frank Bird's Domino Sequence
Lack of control is the first domino and refers the fourth function of the management
(planning,organising, directing, controlling and coordinating). It involves accident
investigation, facility inspection, job analysis, personal communication, selection and
training, 'standards' in each work activity identified, measuring performance by
standards and correcting performance by improving the existing programmes.
This first domino may fall due to inadequate standards, programmes and follow up.
Basic Causes (origins) are (1) Personal factors lack of knowledge or skill, improper
motivationand physical or mental problems and (2) Job factors inadequate work
standards, design, maintenance,purchasing standards, abnormal usage etc. These basic
causes are origin of substandard acts andconditions and failure to identify them permits
the second domino to fall, which initiates the possibility of further chain reaction.
Immediate causes are only symptoms of the underlying problem. They are
substandard' practicesor conditions (known I as unsafe acts and unsafe conditions) that
could cause the fourth domino to fall. These causes should be identified, classified and
removed by appropriate measures.
Accident or incident is the result of unsafe acts or/and unsafe conditions. This point is
the contactstage. Some counter measures employed are deflection, dilution,
reinforcement, surface modification,segregation, barricading, protection, absorption,
shielding etc.
Injury includes traumatic injury, diseases and adverse mental neurological or systemic
effectsresulting from workplace exposures. 'Damage' includes all types of property
damage including fire. The severity of losses involving physical harm and property
damage can be minimised by prompt reparative action, salvage in the case of property
damage and fire control devices and trained personnel.
Frank E Bird, in 1969, analysed 1753498 accidents reported by 297 companies of
America. Hisconclusion is shown in Fie. 4.5.

Inference of this 1-10-30-600 ratio is that 630 no injury accidents, with 10 minor and I
major(serious) injury accidents, provide a much larger basis for many opportunities to
prevent any injuryaccident. Out of total 641 events, only 10 may result in minor
injuries and only 1 in major injury. But this can happen at any time not necessarily at
the end.
7.3 Hepburn's Theory

H.A. Hepburn amplified the above Heinrich's theory and arrived at the principle that an
injuryaccident is the result of the convergence at the same point of time of 4 factors
 Unsafe actionable
 Unsafe conditional
 Proximate casual and
 Personal.

Unsafe Actionable

Personal Accident Unsafe conditional

Proximate casual

Here unsafe actionable and conditional factors are as usual Personal factor means
person injuredor likely to be injured by an accident and die person causing the
accident. The proximate factor is that immediate causative factor such as failure of a
brake, sudden exposure to gas etc., which by its reaction causes a sudden closing
together or convenience of all the four factors to cause an injury accident He
emphasises that lie four factors are complementary to one another m causation of any
injury-accident such that, if any one or more can be withdrawn by any means during or
just before convergence, an injury accident can be prevented. The event of an accident
will not be prevented by efforts to control any one of the factors to the exclusion of the
others. Remedial measures must be adopted for each of the factors. Like Heinrich he
also suggested planning and organizing to prevent unsafe actions and remove unsafe
mechanical or physical conditions.

V.L. Grose's Multiple Causation Theory:

As per this theory many contributing factors combine together UK random fashion,
causingaccidents. S interact with each other to generate causes for accident and
management has to identify them and provide necessary safety measures.uch factors
should be identified. As shown in figure 4.6, mostly man, machine and media
In this theory
1. Man includes- workers, public etc.
2. Machine includes- equipment, vehicle etc.
3. Media includes- environment, weather, roadways etc.
4. Management means within which above three parameters operate i.e. to be
controlled by themanagement.

Characteristics of –
1. Man includes- age, sex, height, skill level, training, motivation etc.
2. Machine includes- size, weight, speed, shape, material of constriction, energy etc.
3. Media includes- pressure, temperature, content, contaminants, obstruction on road
etc.
4. Management includes- structure, style, policy,procedure, communication etc.

Simple example of this theory is a man slipping due to walking on a banana skin lying
on .theroad. Here main contributing factors are as under:
Man - A man walking on the road. Machine or object or vehicle - Slipprery banana
skin.
Media - Hard road.
All above causes are interacting with each other to lead to the accident. Absence of any
one causecan avoid the accident This indicates that slippery banana skin should be
removed from the road or manshould be more attentive for not walking on it or the
road should not be so hard to cause slipping.
Let us take another example of a worker falling from a ladder. As per the
domino theory aninvestigation is as under :
The unsafe Act Climbing the defective ladder
The unsafe condition The defective ladder
The remedial measure Remove or repair the defective ladder and train that worker

As per the multiple causation theory some of the contributing factors surrounding
this accidentcan be found out by asking :
Why was the defect in ladder not found in normal (past) inspections?
2. Why did the supervisor allow its use? Why did he not get it repaired urgently?
3. Didn't the injured worker know he shouldn't use it?
4. Was he properly trained or not?
5. Was he reminded or cautioned?
6. Did and do the supervisor examine the job first?

The answers to these and similar questions would suggest the following measures:
1. An improved inspection procedure.
2. Repairing the ladder (machine-tool, job etc.) immediately i.e. not waiting for an
accident.
3. Improved training and supervision.
4. Better fixation of responsibilities.
5. Pre job planning and checking by supervisors.

Systems Model Theory :

Similar to V.L. Grose's multiple causation theory, Bob Firenze developed a
system model theory
as under:
Here interaction between man, machine and environment (basic pre-elements for
any accident)leads to an accident if the information available to the important element
of the system is inadequate. If the risk is high and the decisions based on information
are illogical and unsound, an accident occurs resulting into incompletion of the task.
Bob Firenze's system model is shown below:

Man Unsuccessful
task
feedback

Machine Stressors
Decisions
Risks
Accident

Environment Task
 This necessitates the introduction of feedback system (as shown in diagram) to
find out the faults/causes in man, machinery and environment. The information that the
man possesses can be strengthened through training. The stressors can be precedent in
the following form –
Psychological stressors . Anxiety, aggressiveness, fatigue.

. Environmental stressors Glare, temperature extremes and

low levels of illumination, also
includes 'Machine stressors' like
unguarded machines at the point
of operation, transmission of
power and other dangerous parts.

Physiological stressors Narcotics & Alcohol.

Ferrell’s Human Factors Theory:

Dr. Russell Ferrell, Professor of Human Factors al the University of Arizona,
gave this theory ofaccident causation as shown in diagram below:

Overload Human
Error

(load, capacity, state)

Incompatibility
Improper activities Initiating
Incidents

Accidents

Outcomes

Casual Chain

This theory states that accidents are the result of a casual chain (as in multiple
causation theory),one or more of the causes being human error, which is in turn caused
by three situations - overload,incompatibility and improper activities. Factors affecting
these three situations are as follows

1. Overload (A mismatch of capacity, load and a state) due to-

A Load Task (Physical, information processing)
Environment (Light, noise, distraction, stressors,
that requires active coping)
Internal (worry, emotional stress)
Situational (Ambiguity of goals or criteria, danger)

B Capacity Natural endowment, physical condition, safe of

mind, training,
drugs, pollutants, pressure, fatigue, stressors that
impair ability to
respond.

C State Motivational level and arousal level.

2. Incompatibility (incorrect response or mismatch) due to –

Stimulus Response Due to control – display

Stimulus Stimulus Due to inconsistent display

types

Response Response Due to inconsistent control

types or locations.
Work station Size, force, reach, feel

Improper Activities due to

(a) The worker did not know how to do it.
(b) He deliberately took risk due to
— low perceived probability of accident
— low perceived cost of accident
Since this is basically human factor model, greater emphasis is placed on the first two
causes of human error, overload and incompatibility.

Petersen's Accident – Incident Causation Theory :

This theory adapts Ferrell’s human factors of overload and (also Heinrich's domino
theory and states that causes of accident/incident are human error and/or system
failure. Human error is due to overload, traps and decision to err. Human error may
directly cause accident or may cause system failure which may cause accident resulting
in injury or loss as shown below:

Overload Human error

Traps
Decision to err Accident or
Incident

System failure Injury or loss

Factors causing overload are much the same in Ferrell's model. Traps are due to
defective workstation, design and incompatible displays or control. Decision to err are
caused by illogical decision under situation, unconscious desire to err and perceived
low probability.System failure is due to error in policy, responsibility, authority,
accountability, measurement, inspection, correction, investigation, orientation, training,
selection, safe operating procedure, standards.

Epidemiological Theory:
Suchman stated epidemiological definition of accident as "An unexpected;
unavoidable,unintentional act resulting from the interaction of host (accident victim),
agent (injury deliverer) and environmental factors within situations which involve risk
taking and perception of danger". His model is shown below:

Predisposition characteristics Situational

Characteristics
-- Susceptible Risk taking
host
-- Hazardous Appraisal of
environment margin
 error
-- Injury
producing
agent

Accident effects Accident conditions

Injury Unexpected

Damage -- Unavoidable

--
Unintentional

This originated from the study of epidemics. Casual association between

diseases or other biological processes (accidents) and specific environment are studied.
A classic example of epidemiological method was given by Snow who discovered that
persons using a particular water supply had a higher death rate from cholera than
others. Gordon and McFarland supported that accidental injuries could be studied with
the same techniques.

Surry’s Decision Theory:

Jean Surry developed this theory stemming from .the epidemiological model of
Suchman. It assumes that by a person's action or inaction, danger occurs to the person.
If any negative responses to the question are shown during the danger build-up cycle,
the danger becomes imminent. If all replies' are positive, the danger diminishes. A
negative response to one of the questions will lead to inevitable injury. An accident can
be the result of many different routes through the model (20 routes). There are fewer
routes leading to no-injury situations.

TECHNIQUES FOR ACCIDENT PREVENTION

Three basic steps

All employers, employees and self employed persons have a duty of care
towards their own, and others' health and safety at their workplace.
Compliance with legislative requirements may assist by providing either performance
based or prescriptive criteria to achieve required results. Various legislative
requirements may impact on activities within workplaces to ensure that workers are
able to work in a safe environment.
Under general duty of care legislation, employers have a duty to ensure, as far as
practicable, that employees are not exposed to hazards at the workplace. Under
regulations and in accordance with codes of practice, employers also have an
obligation to identify workplace hazards, to assess the associated risks and to make the
necessary changes to minimise the risks. These three basic steps should be taken to
ensure a safe and healthy workplace and prevent accidents. They are based on the
concept that the workplace should be modified to suit people, not vice versa. The three
steps are:

Identifying the Hazard - involves recognizing things which may cause injury or harm
to the health of a person, for instance, flammable material, ignition sources or
unguarded machinery.

Assessing the Risk - involves looking at the possibility of injury or harm occurring to
a person if exposed to a hazard.

Controlling the Risk - by introducing measures to eliminate or reduce the risk of a

person being exposed to a hazard.

It is important to regularly review the steps, especially if there are changes in the
work environment, new techn ology is introduced, or standards are changed

OHS legislation promotes cooperation and consultation between the employer

and employees within the workplace to achieve a healthy and safe work environment.
Employers should consult with OHS representatives, if any, and employees during
these steps. Involvement of elected OHS representatives can provide an opportunity for
problems to be resolved using knowledge within the immediate work area..

Hazard identification
A hazard in relation to a person is "anything that may result in injury to a person
or harm to the health of a person".
 There are a number of ways of identifying potential sources of injury or disease.
Selection of the appropriate procedure will depend on the type of work processes and
hazards involved. Procedures may range from a simple checklist for a specific piece of
equipment or substance, to a more open-ended appraisal of a group of related work
processes. Systematic inspections and audits can be used to detect changes away from
the designed or designated conditions. Such programmes can be scheduled on time,
fault or random regimes. Importantly the results should be utilised and form part of an
on-going base of data for the workplace. A combination of methods may provide the
most effective results. Methods of identifying workplace hazards include:

 developing a hazard checklist;

 conducting walk-through surveys and inspections;

 reviewing information from designers or manufacturers;

 analysing unsafe incident, accident and injury data;

 analysing work processes;

 consulting with employees;

 examining and considering material safety data sheets and product labels; and

 seeking advice from specialist practitioners and representatives.

 Some hazards are inherent in the work process, such as mechanical hazards,
noise, or the toxic properties of substances. Other hazards result from equipment
or machine failures and misuse, control or power system failures, chemical
spills, and structural failures.
 Hazards may be grouped into three categories - physical, mental and biological.
Within each category, there are further hazard groups or types. It is useful to
consider these hazard types (see below) when identifying work related hazards
to ensure that a wide range of potential hazards is considered. The most common
hazards in terms of bodily injury or disease are those which result in:

 strain or overuse injuries and disease to back, shoulder, wrist etc;

 cut and abrasion injuries to the eyes, hands, fingers, feet and head;
 impact and crush injuries to the head, feet and fingers;
  burns (by heat, light or chemicals) to the eyes, feet, and skin;
 noise induced hearing loss; and toxic effects (short or long term) to respiratory
system or skin, resulting in poisoning, cancers or dermatitis.
Types of hazard include: Specific examples:
Gravity falling objects, falls of
people
Kinetic energy projectiles, penetrating
objects
Mechanical energy caught between, struck by,
struck against
Hazardous substances skin contact, inhalation
Thermal energy spills and splashes of hot

Types of hazard include: Specific examples:

Extremes of temperature effects of heat or cold
Radiation ultraviolet, arc flashes,
microwaves, lasers
Noise hearing damage
Electrical shock, burns
Vibration to hands
Biological micro-organisms
Stress unrealistic workload and
expectations

Assessing the risks

  Risk, in relation to any injury and harm, is defined as "the probability of that
injury or harm occurring."
 Risk assessment should result in a list of any potential injury or harm and the
likelihood of these occurring, arising from the hazards identified in the first step.
In general, these should be stated from the most to the least serious, for example,
from death by crushing to abrasion. The potential for fatal injury should be
considered for each hazard type identified.

In assessing risks, consideration should be given to the state of knowledge

about the frequency of injury or disease, the duration of exposure to injury or
disease sources and the likely severity of the outcomes. Knowledge gained from
similar workplaces or similar processes may be relevant to this risk assessment.
Items to be considered include:

 Frequency of injury - how often is the hazard likely to result in an injury or

disease?

 Duration of exposure - how long is the employee exposed to the hazard?

 Outcome - what are the consequences or potential severity of injury?

Assessing these three factors will indicate the probability or likelihood of injury or
harm to workers involved in a particular work process. It also indicates the likely
severity of this harm. Incomplete data or incomplete information regarding hazards of
a work process may complicate the task. Risk assessment requires good judgment and
awareness of the potential risks of a work process. Any person undertaking the risk
assessment must have knowledge and experience of the work process.
An assessment of the risk will help determine the consequences (potential injury or
disease) and assist to identify methods to reduce the risk. Risk assessment should
include:

1. assessing the adequacy of training or knowledge required to work safely;

2. looking at the way the jobs are performed;

3. looking at the way work is organised;

 4. determining the size and layout of the workplace;

5. assessing the number and movement of all people on the site;

6. determining the type of operation to be performed;

7. determining the type of machinery and plant to be used;

8. examining procedures for an emergency (eg: accident, fire and rescue); and

9. looking at the storage and handling of all materials and substances.

In some cases it may be necessary to break down the activity or process into a series of
parts and assess each part separately.

Reducing the risk, and preferred order or hierarchy of controls

The final step is to determine the control measures that need to be taken. In some
instances, a combination of control measures may be appropriate. Control measures
should be designed to:
 eliminate or reduce the risks of a hazardous work process and to minimise the
effects of injury or disease; and reduce the risk of exposure to a hazardous substance.

Controls involve implementing measures that reduce the hazard and risk in the
workplace. The control of occupational injury and disease risks should preferably be
dealt with in a preferred order or hierarchy. The control measures range from the most
effective to the least effective. The Hierarchy or Preferred Order of Control is:
 Elimination - removing the hazard or hazardous work practice from the
workplace. This is the most effective control measure.
 Substitution - substituting or replacing a hazard or hazardous work practice
with a less hazardous one.
 Isolation - isolating or separating the hazard or hazardous work practice from
people not involved in the work or the general work areas, for example, by
marking off hazardous areas, installing screens or barriers.
 Engineering Control - if the hazard cannot be eliminated, substituted or
isolated, an engineering control is the next preferred measure. This may include
modifications to tools or equipment, providing guarding to machinery or
equipment.
  Administrative Control - includes introducing work practices that reduce the
risk. This could include limiting the amount of time a person is exposed to a
particular hazard.
 Personal Protective Equipment - should be considered only when other control
measures are not practicable or to increase protection.Control measures are not
mutually exclusive. That is, there may be circumstances where more than one
control measure should be used to reduce exposure to hazards. The higher level
controls generally eliminate, reduce or minimise risk in a more reliable manner
than personal protective equipment which is at the bottom of the priority
schedule.

Review of control measures

 Constantly reviewing control measures is important to ensure they continue to

prevent or control exposure to hazards or hazardous work practices.
 Engineering controls should be regularly tested to ensure their effectiveness.
Performance testing and evaluation standards should be established.
 Repair and maintenance programs should specify:

 where servicing is required;

 the extent of servicing required;
 the nature of the servicing required;
 the frequency of servicing;
 who is responsible for amending repair and maintenance programs to reflect
current usage of equipment; and
 how defects will be corrected.

In order to keep accurate records, a recording or reporting system should be

developed, implemented and maintained.

Fundamentals of Accident Prevention:

Five basic or fundamental steps for accident prevention (safe and efficient production),
suggested
by H.W. Heinrich, are:
1. Organisation.
2. Fact finding.
3. Analysis of the facts found
4. Selection of remedy and
5. Application of the remedy.
Sixth step of 'Monitoring' (i.e. measurement o: result, assessment i.e. comparison with
legal criteria or standard, feedback and further improvement) is also suggested. Such
review is necessary after all safety progrmmes.

2. Organisation:-
The safety organisation, management or at least the planned procedure, which it
represents, is the
vehicle, the mechanism by means of which interest is kept alive and the safety
programme is designed, directed and controlled . Safety is not only a staff
function but it is a line function also The actual work of prevention is done by
safety director or manager, safety officer and the line and staff supervisors with
the active support of top management.

3. Factfinding:-The knowledge of probable or potential hazards (facts) is derived

from surveys, inspections,safety audits, observations, review or records, inquiry,
investigation and judgement.

4. Analysing
Twelve steps (safety officer's procedure) to analyse the causes of accidents are
as follows :
 Obtain the supervisor's report of the accident containing the details
given above.
 Obtain statutory accident report form.
 Obtain the injured person's report.
 Obtain the reports of witnesses if any.
 Obtain the doctor's report on injury. .
 Investigate the accident.
 Record all evidences and facts.
 Tabulate the essential facts of the accident together with the similar
past accidents.
 Study all the facts.
 Analyse accident causes in details. Such analysis will classify causes
as defective or no guard,
 poor lighting, poor ventilation, no safety devices, no use of PPE,
accidents - fatal or nonfatal,
 male or female wise, day or night wise, age wise etc.
 Arrange the causes in order of importance or priority of compliance.
 Find and record reasons of existence of those causes.
  Selection of Remedy:
When it is analysed to indicate, which is the proximate or main cause that needs
to be corrected then it suggests the fourth step of selection of remedy for the
named (analysed) hazards. Four basic remedies 'are as under:
 Four Basic Remedies:
a. Engineering Controls : Guarding of machine and tools, isolation of
hazards, revision of procedures and processes, good illumination,
ventilation, colour and colour contrast, substitution of safer materials and
tools, replacement, reduction, repair and a variety of mechanical, physical
and chemical remedial measures for which the most of the chapters of this
book are developed.
b. Instruction, Training, Persuasion and Appeal: Regular training as well
as instruction, reinstruction, persuasion, appeal, notice, posters,
supervision and motivation.
c. Personnel adjustment: Selection and placement with regard to the
requirement of the job and thephysical and mental suitability of the
worker, medical examination, treatment, advice and PPE.
d. Discipline: Mild admonition, expression of disappointment, fair
insistence, statement of past record, transfer to other work and penalties.

Application of the Remedy:

The final step in accident prevention is application of the selected remedy.

Application of remedy is the dynamic part of accident prevention. Unless the remedy is
successfully applied, all prior steps are of no use and wasted

Role of safety Officers:

1)To advice the concerned dept for effective control.

2)To advice on safety aspect in all job studies & also carry out job safety studies.
3)To check and evaluate the effectiveness action taken
4)advice purchase dept for high quality of ppe.
5)To advice on plant safety inspection.
6)To carry out plant safety inspection.
7)To investigate accident analysis.
8)Investigate the dangerous occurrence.
9)To advice & maintenance of record of accident/dangerous occurrence.
10)To promote safety committee &acts as catalyst.
11)To organize campaign, competition, contest.
12)Design and conduct safety programmed & educational programmed.
Role of management

1)As far as reasonably practicable the health safety &welfare of all workers while they
are at work.
2)Maintain the plant & system of work in the factory safe and risk-free.
3)The arrangement in the factory in a such way that it is safe and risk free for
chemicals handling, storage & import.
4)To provide information, instruction, training & supervision to employees.
5)The maintenance of all work place that is safe and risk free.
6)To monitor the plant and worksites.
7)To disclose the information to the authorities, employees, workers and surrounding.
8)Make sure employees have and use safe tools and equipment’s& properly maintain
equipment
9)Use color codes,poster’s,labels or signs to warn employees.
10)Establish SOP & communicate workers that they understand.
11)Provide medical examinations and training when required by OSHA std.
12)Examine workplace condition to make sure they confirm osha standard.
13)Provide workplace free from hazard.
14)Keep record of work related injuries and illness.
15)Provide medical record & exposure record to employees
16) To give imminent danger information to the workers.

Role Of workmen’s

1) Before start work check they should check guards,fencing,safety devices.

2) Represent to the inspector directly or through his representative in the matter of
inadequate provision for HS Of the factory.
3) Safe Use and return of tools and ppe’ s .
4) If safety guard and ppe are not provide they can demand.
5) Surrounding place should be kept clean.
6) Wrong habits at work should be left.
7) Actively participate in safety training, programmed.
8) Also they shall not willfully interfere with misuse of any appliances things to
provide of securing H & S.
9) They shall not willfully do the activity which is harmful to himself and others.
10) They shall not neglect the to make use of any appliances.
11) To know hazard to the management
Role of trade union.

• checking and demanding safe workplace, tools machines, equipment’s,working

conditions, and environment.
• Training & insisting their member to use and maintain guard, safety devices,
PPE.
• Always help in maintaining safety in running the plant ,onsite, offsite ,they can
also lead in to disaster plant.
• checking for physical workload, working hour, odd shifts, welfare facilities
• Actively participating in all safety campaigns, safety programmers, seminars,
publicity.
• arguing both management and members on workers safety committee.
• deputing their members on committee.
• sending there to courses, seminar, training classes.

Role of factory medical officer.

• Sect.10-is for the certifying surgeon.

• The Medical Officer will organize the dispensary, outpatient department and
will allot duties to the ancillary staff to ensure smooth running of the OPD.
• He/she will make suitable arrangements for the distribution of work in the
treatment of emergency cases which come outside the normal OPD hours.
• He/she will organize laboratory services for cases where necessary and within
the scope of his laboratory for proper diagnosis of doubtful cases.
• He/she will attend to cases referred to him/her by Health Assistants, Health
Workers, Voluntary Health Workers where applicable, Dais or by the School
Teachers.
• He/she will screen cases needing specialized medical attention including dental
care and nursing care and refer them to referral institutions.
• He/she will provide guidance to the Health Assistants, Health Workers, Health
Guides and School Teachers in the treatment of minor ailments.
• He/she will cooperate and or coordinate with other institutions providing
medical care services in his/her area.
• He/she will visit each Sub-center in his/her area at least once in a fortnight on a
fixed day not only to check the work of the staff but also to provide curative
services.
• Organize and participate in the “health day” at Anganwadi Centre once in a
month.