1.

Lack of Adequate Induction and Training: The initial induction involving outdated VHS videos lacked
practical guidance and failed to address specific warehouse safety procedures and emergency protocols.

Missing Safety Equipment and Signage: Failure to provide essential safety equipment such as high
visibility vests, hard hats, and gloves in a timely manner poses risks to workers' safety.

Unsafe Traffic Management: The absence of painted traffic lines separating pedestrian paths from
forklift truck (FLT) routes poses a risk of collisions and accidents.

Incomplete Health and Safety Officer Role: The inability to fill the health and safety officer position for
an extended period signifies negligence in ensuring a dedicated professional oversees and implements
safety measures.

Pressure to Prioritize Efficiency Over Safety: The warehouse manager's emphasis on meeting schedules
and avoiding delays over safety indicates a skewed priority, compromising worker well-being.

Inadequate Supervision and Training for FLT Drivers: Allowing a driver without complete FLT training to
operate, coupled with the lack of supervision during the learning process, demonstrates a disregard for
safety standards.

Disregard for Workers' Concerns: Workers' concerns about safety issues and requests for NEBOSH
qualifications and maintenance were consistently ignored by the management.

Lack of First-Aid Accessibility: Failure to provide visible access to the first-aid box contradicts safety
standards and delays immediate assistance during emergencies.

Inadequate Fire Safety Protocol Communication: Not clarifying the location of the reception area or first-
aid box, essential in emergencies, is a critical safety oversight.

Unsafe Work Environment: The overall lack of updated safety measures, proper training, and
supervision creates an environment prone to accidents and injuries.

Inadequate Risk Assessment: Failure to conduct regular and comprehensive risk assessments to identify
potential hazards, evaluate risks, and implement necessary controls increases the likelihood of accidents
and endangers employee safety.

Lack of Emergency Preparedness: The absence of regular emergency drills and insufficient
communication about emergency procedures and evacuation plans leaves workers unprepared to
handle crisis situations effectively.

Understaffing and Overworking: Operating with insufficient staff or requiring employees to work
extended hours without adequate rest intervals not only increases the risk of errors and accidents due
to fatigue but also undermines employee well-being and safety.

Inadequate Maintenance of Equipment: Neglecting regular maintenance and servicing of machinery,

forklift trucks, and other equipment poses serious safety risks, leading to potential malfunctions or
breakdowns that could result in accidents.
Culture of Fear and Intimidation: The management's tendency to blame and reprimand workers for
safety incidents, coupled with an environment where workers fear reprisals for reporting safety
concerns, fosters a culture of fear, hindering open communication and resolution of safety issues.

2.

Comprehensive Video Modules: The induction videos cover essential topics like fire safety, manual
handling, and emergency procedures, applying to all MO warehouses. This ensures standardized training
for new employees on crucial safety protocols.

Identification of First-Aid Location:The 'What to do in an emergency' video clearly designates the

reception as the first-aid box location. This information is vital for swift access during emergencies,
stressing the urgency of immediate medical aid.

Guidelines on Personal Pagers:Videos instruct employees to switch off personal pagers during work
hours, emphasizing focus and minimizing distractions for a safer environment.

Reporting Accidents Protocol:The induction stresses reporting accidents or near misses to the health
and safety officer. Encouraging reporting cultivates a safety-conscious culture and ensures incident
documentation for analysis and prevention.

Provision of Safety Gear: New employees receive high visibility vests, hard hats, and gloves upon training
completion, fitting their sizes. Supplying proper safety gear showcases the company's commitment to
their well-being.

Issuance of ID Cards:Employees are provided ID cards post-induction, symbolizing official access and
accountability, bolstering workplace security measures.

Efforts for Training Completion:Despite obstacles, attempts to conduct NEBOSH training for supervisors
were mentioned, highlighting the commitment to enhance knowledge and safety awareness among
supervisory staff.

Awareness of Health and Safety Officer's Absence:Acknowledgment of the struggle to hire a health and
safety officer signifies the absence of proper safety leadership. It underscores the recognition of a crucial
gap in the safety structure.

3.

WM in the scenario showcased a significant lack of commitment to health and safety, demonstrating
numerous instances of negligence and disregard for the well-being of the workers and the maintenance
of a safe working environment.

Lack of safety infrastructure maintenance: The WM neglected the maintenance of safety features like
painted traffic route lines, which were crucial for separating pedestrian paths from FLT routes. This is
evident when the supervisor confirms that the lines needed repainting for a long time.
Failure to provide induction training: The WM failed to ensure a comprehensive induction process for
new employees. Induction involved watching outdated videos with misleading information, and crucial
areas like the location of the first-aid box were omitted from the tour.

Delayed hiring of a health and safety officer: The WM Admitted years of attempts without hiring,
showcasing inertia towards safety improvements.

Verbal warning under time pressure: Blamed an FLT driver for delays without considering safety
implications of time pressure, fostering a rushed and fearful environment

Disregard for training completion:The WM displayed negligence by allowing an FLT driver to operate
without completing their training, indicating a lack of regard for proper training protocols and safety
standards.

Unreasonable expectations:The WM prioritized warehouse schedules over safety concerns, as witnessed

by the statement about not letting the warehouse's reputation for keeping ahead of schedule be ruined.

Intimidating behavior: Known to emerge only angrily, creating an intimidating atmosphere unsuitable
for addressing safety issues.

Blaming the worker for the accident:After the accident, the WM solely blamed the FLT driver without
acknowledging any systemic failures or lack of safety measures within the warehouse.

Insensitive remarks:The WM's insensitive comment during the meeting about the injured FLT driver not
showing up, indicating a lack of empathy and concern for the worker's well-being.

Disregarding worker input:The WM dismissed the workers' meeting as an excuse to avoid work and
showed no willingness to engage with or consider worker concerns.

Resistance to worker-demanded meetings:The WM explicitly stated a refusal to allow worker-demanded

meetings in the future, indicating an aversion to open dialogue and worker participation in safety
discussions.

Prioritizing efficiency over safety:The WM habitually canceled routine maintenance, such as repainting
traffic route lines, due to concerns about potential delays, indicating a pattern of prioritizing efficiency
over safety.

Denial of supervisor training opportunities:The WM repeatedly denied supervisors time off to complete
a NEBOSH qualification, hindering their ability to enhance safety knowledge and contribute to the
warehouse's safety culture.

Failure to address safety concerns: Ignored worker complaints about time pressures and safety
concerns, neglecting proactive safety measures.

Inconsistent actions: The WM's actions were inconsistent with the principles of effective safety
management, focusing on blame rather than addressing systemic safety concerns highlighted by the
accident.

Failure to provide resources:Despite the need for safety improvements, the WM didn't take the initiative
to hire a health and safety consultant until after a severe accident occurred, indicating a reactive rather
than a proactive approach to safety.
Refusal to engage with the health and safety consultant:The WM was excluded from discussions with
the health and safety consultant, indicating a lack of willingness to actively participate in identifying and
addressing safety issues within the warehouse.

4.

Promote Safety Culture: WM prioritized schedule over safety, ignored concerns about traffic route lines
and canceled repainting due to potential delays.The WM should actively promote a culture of safety by
prioritizing safety over productivity and addressing concerns raised by workers.

Training and Support: Ensure adequate training and support for employees via necessary training
opportunities, like the NEBOSH qualification for supervisors, to enhance their knowledge on health and
safety..

Communication:. Workers stopped trying to talk to the WM about concerns as they were consistently
ignored. To prevent this happens, establish open communication channels where employees can freely
raise safety concerns without fear of reprisal

Leadership and Support for Health and Safety Officer:Hire a dedicated health and safety officer and
support their role by empowering them to enforce safety policies.

Responsibility for Maintenance: WM acknowledged that the lines needed repainting for a long time but
were not attended to Ensure the maintenance of safety-critical elements, such as floor markings
separating pedestrian paths and FLT routes..

Empathy and Sensitivity: WM's sneering comment about the FLT driver's absence despite being in a
coma.:Demonstrate empathy and sensitivity towards injured employees, avoiding dismissive or
insensitive comments.

Listening and Respect: Workers' concerns about time pressure and safety were repeatedly
ignored.Listen actively to workers' concerns, respecting their opinions and valuing their insights into
safety issues.

Fulfillment of Legal Duties: FLT driver was not given time off to complete FLT training.Ensure compliance
with legal duties, including providing necessary safety equipment, maintaining safe working conditions,
and offering adequate training.

Promotion of Work-Life Balance: WM's emphasis on keeping the warehouse ahead of schedule, leading
to safety compromises Encourage a balance between productivity and worker well-being by not
pressuring employees to prioritize schedules over safety.

Collaboration with Health and Safety Consultant:Collaborate constructively with the health and safety
consultant by providing necessary information and implementing recommended improvements.

Accountability for Actions:Take responsibility for actions and decisions that may compromise safety,
such as delaying maintenance due to potential schedule disruptions.
Promotion of Safety Measures: Encourage adherence to safety measures like turning off personal pagers
during work hours and reporting accidents. Evidence: Instruction from the induction video regarding
pager use and reporting accidents.

Reassessment of Priorities:Reconsider priorities and ensure safety takes precedence over meeting tight
schedules. Evidence: WM's emphasis on keeping the warehouse ahead of schedule led to safety
concerns and potential compromises.

Creating Safe Work Practices: Develop and enforce safe work practices, ensuring methods taught to save
time do not compromise safety, such as overloading racking.

Encouraging Workforce Participation: Workers stopped trying to communicate concerns due to

consistent dismissal by the WM.Encourage and value input from the workforce regarding safety
concerns and potential improvements.

Fostering Trust: WM's dismissive attitude and lack of empathy towards workers' concerns and injuries
damaged trust within the workforce. Build trust with the workforce by demonstrating genuine concern
for their safety and well-being.

5.a

Lack of adequate training and supervision: The FLT driver hadn't completed their FLT training and was
under time pressure. The warehouse lacked a health and safety officer to ensure proper training and
supervision.

Deficient safety measures: The absence of painted traffic lines separating pedestrian paths and FLT
routes due to delayed repainting. This lack of demarcation increased the risk of accidents.

Lack of emergency response preparedness: The absence of clear directions or information regarding the
first-aid box's location during the induction video, meant that emergency response procedures were
inadequate or improperly communicated, hindering immediate assistance during accidents.

Inadequate safety protocols: The video induction mentioned the importance of reporting accidents and
near misses but failed to inform about the first-aid box's location. This lack of information hindered
immediate response to injuries.

Poor communication and management: The workers were aware of safety concerns but felt ignored by
the warehouse manager (WM). The WM canceled necessary safety maintenance, dismissing concerns
about delays.

Lack of resources: The warehouse struggled to hire a health and safety officer for years, indicating a lack
of commitment to ensuring safety within the organization.

Pressure for productivity over safety: The WM prioritized meeting schedules over safety concerns,
evidenced by the verbal warning to the FLT driver for causing delays. This culture likely encouraged
rushing and compromised safety.
Neglect of safety equipment: High visibility vests, hard hats, and gloves were given only after the
induction & and site visit had conducted before the induction, indicating a lack of preparedness and
proper provision of safety gear.

Failure to address known hazards: Despite the need for repainting the traffic lines and concerns raised
by workers, the warehouse management failed to address these known hazards, contributing to the
accident.

5.b

Lack of adherence to safety protocols: The FLT driver panicked and sped around the corner. This action
directly contravened the standard operational guidelines, elevating the risk level within the warehouse
environment.

Inadequate situational awareness: The FLT driver's failure to recognize my presence near the loading
bay displayed a lack of awareness of their surroundings. This absence of attentiveness and observation
contributed significantly to the panicked reaction, leading to a loss of control over the FLT.

Pressure and stress: The FLT driver was under pressure due to the WM's expectations of keeping the
warehouse ahead of schedule, likely causing haste and stress that contributed to the accident.

Complacency: Workers and supervisors, despite being aware of safety concerns, stopped raising issues
due to repeated dismissal by the WM, exhibiting a sense of resignation or complacency.

Lack of assertiveness: Workers, including supervisors, failed to assert their rights to training, study leave
for qualifications, or addressing safety concerns with the WM, contributing to a stagnant safety culture.

Failure to follow procedures: The absence of reporting of overloading concerns or safety issues related
to racking near the loading bay meant potential hazards went unaddressed.

Use of unapproved methods: The introduction of new working methods without proper assessment of
their safety implications potentially led to overloading issues within the racking near the loading bay.
The lack of evaluation of these methods raised risks that weren't accounted for, exacerbating safety
hazards

Inexperience: As a newly hired worker, your lack of familiarity with the workplace and safety procedures
might have contributed to being near the loading bay at a critical moment.

Fatigue: Long working hours on shifts could have led to fatigue among workers, affecting alertness and
increasing the likelihood of accidents.

Distraction: The environment with rushed training and lack of clear safety guidelines might have
distracted workers, affecting their focus on safety-critical tasks.

6.
Identifying systemic issues: Previous incidents might have revealed recurring safety deficiencies within
the warehouse environment, such as inadequate training or unsafe work practices which could have
been rectified.

Assessing training adequacy: Investigations into past accidents might have highlighted shortcomings in
training protocols, as observed in the FLT driver not being granted sufficient time to complete their
training.

Examining safety culture: Previous incidents could have shed light on the prevailing safety culture, as
evidenced by workers' reluctance to approach management about safety concerns due to being ignored
in the past.

Identifying maintenance issues: Investigations into prior incidents might have highlighted the issue of
neglected maintenance, such as the overdue repainting of traffic route lines due to management's fear
of causing delays.

Highlighting management negligence: The failure to hire a health and safety officer despite ongoing
attempts and the cancellation of routine maintenance due to the fear of disruptions show managerial
negligence that might have been flagged through previous investigations.

Analyzing leadership behavior: The WM's attitude towards safety, focusing on maintaining schedules at
the expense of safety warnings and the dismissive attitude during the meeting, could have been flagged
as a potential issue through past incident investigations.

Identifying communication breakdowns: Investigations into previous incidents might have revealed
communication gaps between workers and management.

Assessing emergency response preparedness: Previous incidents could have highlighted deficiencies in
emergency response plans and procedures, such as the unclear location of the first-aid box, which was
not seen during the induction tour.

Highlighting the need for supervision: Investigation into prior incidents might have revealed
shortcomings in supervision, as evidenced by the lack of adequate guidance for a new employee during
induction and subsequent job training.

Assessing workload and time pressures: Previous incidents might have highlighted concerns over time
pressure, which was a recurring complaint among workers, leading to safety shortcuts or compromised
safety practices.

Identifying gaps in safety equipment: Investigations into prior incidents might have revealed issues with
the provision or maintenance of safety equipment, such as the delayed distribution of high visibility
vests, hard hats, and gloves to new employees.

Examining workplace design flaws: Previous incidents might have flagged design flaws in the warehouse
layout, such as the absence of painted traffic lines separating pedestrian paths from FLT routes,
contributing to confusion and potential accidents.
Reviewing incident reporting mechanisms: Past investigations might have highlighted flaws in the
reporting system, as evidenced by the absence of the reception area where the first-aid box was
supposedly located during the induction tour.

Identifying psychological safety concerns: Investigations into previous incidents might have uncovered
issues related to fear of repercussions or retaliation for reporting accidents or safety concerns, inhibiting
a culture of open communication about safety.

Highlighting the need for continuous improvement: Past incidents might have emphasized the
importance of continuous improvement in safety practices, indicating a lack of learning from previous
mistakes and the need for a proactive approach to risk mitigation.

7.a

Legal Obligation: Failure to report could result in non-compliance with national legal requirements. In
this scenario, the accident involving the FLT and subsequent injuries constitutes a serious incident that
must be reported in accordance with national laws on workplace safety.

Investigation and Improvement: Reporting facilitates an investigation into the accident, aiding in the
identification of existing flaws in safety controls. .

Identifying Trends and Patterns: Analysis of reported incidents helps in identifying trends or patterns
that may emerge. This accident, along with any previous incidents or near misses, could reveal recurring
issues that need attention, highlighting areas for improvement in safety protocols.

Benchmarking and Performance Comparison: Gathering statistical evidence through reporting allows
employers to compare their health and safety performance with industry standards, enabling
organizations to strive for better safety measures.

Legal and Compensation Purposes: Reporting provides essential evidence for potential legal actions and
worker compensation claims that may arise from the accident.

7.b

The employer should promptly inform the relevant competent authority, typically a health and safety
regulatory body or agency, using the prescribed reporting channels. Alongside the initial notification, a
comprehensive report detailing the accident's circumstances, including date, time, location, nature of
injuries, and potential causes, should be submitted. This report should be completed accurately and
thoroughly, providing all relevant details required by the competent authority. In addition to that,
Employers should remain accessible and cooperative for any follow-up inquiries or requests for
additional information from the competent authority. Timely responses and collaboration aid in the
investigation process. Concurrently, the employer must maintain internal records of the accident report
for their records and potential future audits or inquiries.