NATIONAL SAFETY SCHOOL

nebosh IGC
Element 1&2 notes
Unit IG1 : Management of H&S
Element 1 – Why we should manage workplace H&S
Element 2 - How H&S management systems work and what they look like
1/1/1900

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ELEMENT 1 – WHY WE SHOULD MANAGE WORKPLACE HEALTH AND SAFETY

1.1 MORALS AND MONEY
INTRODUCTION TO KEY TERMS
HEALTH
Health can be simply defined as the absence of physical and psychological disease.

SAFETY
Safety is the absence of risk of serious personal inury or the state where the risk of harm has been
eliminated or reduces to an acceptable level.

WELFARE
Welfare means access to basic facilities such as toilets, washing stations, drinking water, changing
rooms and places to prepare and/or eat food and drink.

WHY WE SHOULD MAINTAIN A H&S IN THE WORKPLACE (OR) WHAT ARE THE REASONS
The following are the reasons

 Moral (or) social (or) humanitarian

 Financial (or) economical (or) business cases
 Legal (or) social
MORAL:

YEARLY 2.75 MILLION PEOPLES ARE DIE IN WORKPLACE RELATED ACCIDENTS

EVERY 15 SEC 1 PERSON LOSSES INJURY
10000 WORKPLACE RELATED ACCIDENTS OCCURRED PER DAY
 When H&S is not managed properly in the workplace. The people may get injury, die (or) suffer from
terrible diseases.
 This has a massive impact not only on the affected person but on his friends, co-workers, relatives and
family.
 The society as a whole does not accept this and do not accept that the workers has to be injured to feed
their families.
 The employer invests money and develops workplace, work equipment and safe system of work.
 The employee uses the equipments and makes a product in the employer’s workplace.
 The employer sells the products and gain profit and pays the salary.
 In addition to the above employer should have moral responsibility to provide safe and healthy working
condition.

FINANCIAL:

 Accidents and ill health can significantly affect the financial resources of an organization and, in some
cases, can put an organization out of business.
 This is the financial argument for managing health and safety. It is sometimes referred to as the business
case because it focuses on money.

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 When an accident occurs, the organization will face both direct and indirect costs

DIRECT COST:

 Direct cost are measurable cost which results are directly from the accidents. The direct cost can be
divided into two

Direct Insured cost

 Claim on employer’s liability insurance.

 Claim on public liability insurance.
 Damage to building, vehicle, equipment & machinery.

Direct uninsured cost:

 Increase in insurance premium

 Criminal fines
 Legal cost can defending enforcement notice and court expenses.
INDIRECT COST:

 Indirect cost are due to the consequences of the accidents and (or) difficult to measure.
 The indirect cost can be divided into two.

Indirect Insured cost:

 Product liability claim.

 Process liability claim.
 Cumulative business loss.
Indirect Uninsured cost:

 Loss of employee morale which will have an impact in production, quality and quantity.
 Loss of employee from production duty in order to investigate the incident, prepare reports, undertake a
hospital visits and attend the court proceeding.
 Cost involved in implementing the remedial action.
 Cost involved in recruiting and training new (or) replacement staff.
 Cost spend to comply with the enforcement requirement.
 Loss of good will of customers due to delay in productions.
 Activation of penalty clauses due to the delay in supply of the product.
 Damage in business reputation and public image.
 Damage industrial relation.
This ratio of insured and uninsured cost are 1:8 – 36 times. So to avoid the financial losses, the
organization should maintain and promote good standards an H&S.

Examples of direct costs:

 First-aid treatment,
 'Workers sick pay.
 Repairs to, or replacement of, damaged equipment and buildings.
 Lost or damaged product.

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 Lost production time while dealing with the injury.

Examples of indirect costs:

 Reduction in staff morale (which impacts on productivity, quality and efficiency).

 General difficulties in recruiting and retaining staff as a result of the accident.
 Loss of goodwill of customers following delays in production and fulfilling orders
 Damage to public image and business reputation.
 Damage to industrial relations, perhaps leading to industrial action (e.g. strikes)
Examples of possible insured and uninsured losses include

Insured cost Uninsured cost

 Damage to plant, buildings and equipments.  Production delay or down time.
 Compensation paid to workers.  Loss of raw materials due to accidents.
 Medical costs.  Accident investigation time.
 Legal costs associated with a legal claim for  Criminal fines and legal costs.
compensation.  Sick pay for injured workers.
 Overtime to make up for lost production.
 Hiring and training new employees.
 Loss of business reputation.

Model questions:
1) Define / what is safety, health, welfare.
2) Explain the three reasons why an organization should manage H&S.
3) Give three insured costs and three uninsured costs that might arise from a workplace accident.
4) List out any 4 examples of direct cost.
5) List out examples of indirect cost.
6) Explain about financial reasons for managing H&S.
7) What is insured cost & uninsured cost?
8) Define – direct cost, indirect cost.
9) Briefly explain about the moral reasons for managing H&S.
10) What are the differences between insured and uninsured cost.
11) Distinguish between direct and indirect cost.
12) What is a key term of H&S.?

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1.2 REGULATING HEALTH AND SAFETY
LEGAL REASONS FOR MANAGING WORKPLACE H&S:

 Most of the countries have laws that set standards for how an organization should conduct themselves
with regards to H&S.
 Failure to achieve the minimum legal standards may lead to enforcement action by the authorities. (or)
prosecution in the court. The successful prosecution may result in fine, imprisonment and/or both.
 The prime responsibility of H&S lies on employer. It is the responsibility of the employer to provide,
o Safe place of work including access & egress.
o Safe plant & equipment.
o Safe system of work.
o Safe & competent co-worker.
o Provision of information, instruction, training & supervision [IITS]
 So in order to comply with the legal responsibilities and to avoid the legal action, organisations maintain
& promote good H&S standards.

What are the reasons for the organization to have employer’s liability insurance[work man compensation
Insurance]

 To comply (obey) with the legal requirement.

 To ensure that affected employee who successfully so the employer has to receive the
compensation irrespective of the financial conditions of the employer.
 To provide a level of comfort to employees and to improve the morale of the employees.
Responsibility of employees [management]
[According to article 10 (or) R-164]

 To provide safe place of work, safe planted equipment and safe system of work.
 To provide appropriate instruction & training.
 To provide necessary supervision.
 To provide personal productive equipment & clothing free of cost.
 To make health & safety arrangement with respect to the nature and size of the organization.
 To take measure to eliminate extreme physics and mental fatigue (Tiredness)
 To ensure that the hours of the work do not affect the H&S of the employees.
 To be updated In order to comply with the above requirements.
 To ensure (making sure) the physical, chemical and biological agent under their control (or)
without any H&S risk to the people.

To responsibility of the employee

[Article 16 of R-164]

 To take reasonable care of H&S of themselves and other who might be affected by the things
they forget to do.
 To follow all the instruction and the procedures then do not involve horseplay.
 They should handle all the safety equipment carefully and should not tamper (damage) it.
 Should report any situation which they thinks that it could be a hazard and could not be corrected
by themselves.
 They should report all the work related accident and ill health.

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Rights of the employees
[Article 19 of C-155]

 They have the right to know about all the actions taken by th employees, to maintain the H&S in
the workplace.
 To receive required trainings.
 To be consulted regarding the H&S issues and decisions.
 To leave the workspace it they think that the workplace (or) work activity carried out is not safe
to their H&S.

What are the consequences to an organization due to non compliance with the H&S legislation?

 Non compliance with the H&S legislation is a criminal offence. The consequences are
a. Enforcement action: The enforcement agencs may issue either improvement notice or
prohibition notice
b. Improvement notice will provide specific time and will mention the action to be taken
within that time.
c. Prohibition notice will stop the activity and will order to take action for improvement.
 Prosecution of the organization n the criminal court
The successful prosecution may result in punishment in the form of fines.

 Prosecution of the individual like manager, superior and workers.

The successful prosecution may result both in punishment in the form of fines,
imprisonment and/or both.

 Matter of compensation for the affected employees and the public. The affected employees may
receive compensation either through civil legal system (or) through national regional insurance
schemes.

Powers of enforcement agency:

 They can enter into the premises at any reasonable period of time.
 He can take the assistants of police (or) any other government agencies, if required.
 He can examine the premises plant and equipment.
 He can enquire an accidents (or) dangerous occurrences.
 He can provide advice to employer, employee and employee representative on H&S standards.
 He can seize and destroy carefully the hazardous substances.
 He can stop any work which root cause danger to the life & health.
 The factories inspector can take following actions
a. No action
b. Verbal advice
c. Written advice
d. Verbal warning
e. Written warning
f. Enforcement notice
 Improvement notice
 Prohibition notice
 Prosecution in the court.

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CIVIL LAW
The branch of law concerned with the right of individuals, for example, compensating people for harm
that is done to them through no fault of their own

INTERNATIONAL STANDARDS
ISO9001 – Quality management system
ISO14001 – Environmental management system
ISO22000 – Food safety management system
ISO45001 – Occupational health and safety management system
ISO50001 – Energy management system

SOURCES OF INFORMATION:

 Many of the regulatory bodies have websites which are valuable sources of information, such as:
 Health and Safety Executive (HSE) in the UK at: www.hse.gov.uk
 Occupational Safety and Health Administration (OSHA) in the US at: www.osha.gov
 European Agency for Safety and Health at work (EU): https://osha.europa.eu
 Work safe in Western Australia at: www.commerce.wa.gov.au/WorkSafe
MODEL QUESTIONS:
1. Identify three of the legal duties that an employer has to comply with.
2. Identify two of the legal duties that a worker has to comply with.
3. What are the consequences for an employer of non-compliance with health and safety legal
responsibilities?
4. What are the reasons for the organization to have employer’s liability insurance
5. What are the responsibilities of employer?
6. What are the responsibilities of employee?
7. What are the responsibilities of enforcement agencies?
8. What are the responsibilities of factory inspector?
9. Briefly explain about the legal reasons for managing workplace H&S.
10. Give any two international standards?
11. Define – civil law
12. What are the responsibilities and rights of the workers?
13. What are the powers of enforcement agencies?

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1.3 WHO DOES WHAT IN ORGANISATION
THE EMPLOYER
A person or organization that employs people.

RESPONSIBILITIES OF SENIOR MANAGER / DIRECTOR:

Senior manager/director set direction and set priorities to the organisation. They decide what the
organization should do and how it should do. They do not involve in doing responsibility

 They are responsible and accountable for no H&S performance of the org.
 They should ensure that a right organizational chart with clear allocation of roles and responsibilities or
established.
 They should ensure that a right safety policy is set.
 They should ensure to establish implement and maintain the H&S management system by allocating
necessary resources. The resource includes facilities and competent man power.
 They should appoint a senior manager with specific responsibility towards H&S.
 They must ensure to assign two or more competent person to assistance carrying out H&S obligation.
 They must ensure to appoint right contractors for the activities.
 They must ensure to monitor and review the H&S performance of the org.

RESPONSIBILITY OF DEPARTMENT MANAGER/MIDDLE LEVEL MANAGEMENT

 They are responsible & accountable for the H&S performance of his department.
 They must ensure the all the machineries equipments and vehicles within his department are correctly
guarded, well maintain and are in line with H&S standards. Also should maintain the statutory,
insurance and inspection records.
 Should develop the safe system of work for the activities within his department.
 They should ensure to develop a training which includes job specific instruction for the new or
transferred employees. Also should maintain the training records.
 They should personally investigate all the lost workday cases and dangerous occurrence and should
report it to the line manager. Also should proceed with the corrective actions.

RESPONSIBILITY OF ENGINEER (OR) SUPERVISOR

 They are responsible & accountable for the H&S performance of his team.
 He should ensure to implement the safe system of work develop by the department manager.
 He must instruct his team on the relevant H&S rule and should make record of it.
 He must enforce the H&S rules and procedures.
 He must enforce the use of PPE, conduct a spot check and involve in constant appraisal of the condition
of the PPE.

RESPONSIBILITY OF JOINT (OR) SHARED OCCUPATIONAL PREMISES

 They should develop a co-ordination committee which shall contain equal number of members from
both the org.
 They should ensure that the committee meets regularly and discuss about risk assessment and H&S
related issues.
 They both should agree to avoid in compactable activities.
 They should agree for procedures for common assembly point and smoking area.

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 They should agree and develop common procedure for the management of contractors, visitors and
vehicle moments.
 They shall agree and carryout joint monitoring and inspections of the workplace.
 They shall agree and develop joint procedure for dealing with emergency and waste management.
 They shall agree to consult with common consultant regarding critical H&S issues.
SOURSES OF INFORMATIONS TO BE REFFERED IN RELATION TO THE H&S ISSUES
The following sources of information have to refer.
I. Internal source
II. External source

Internal source:
1) H&S policy of the org.
2) H&S organisation chart
3) H&S training records
4) First aid register
5) Emergency procedure
6) Machinery maintenance record
7) Health surveillance report
8) Environmental survey report
9) Risk assessment
10) Safe system of work
11) Permit to work
12) Audit and inspection report
13) Accident investigation report
14) PPE distribution list
15) Employee complaint register

External source:
1) National safety standards like [Indian factories act and HSE in UK]
2) International standards like [ILO & WHO]
3) Manufacturers instruction manual
4) Material safety data sheet [MSDS]
5) Guidance documents from the trade union & employers association.
6) Referrals to internet, encyclopedia and safety magazines the consultation with the external H&S experts.

PERMIT TO WORK – DEFINE

A formal documented safety procedure forming part of a safe system of work, which ensures that all
necessary actions are taken before, during and after particularly high risk work.

CLIENT
A person or organization who engages a contractor.
CONTRACTOR
A person or organisation engaged to undertake certain work on behalf of a client but not under the
client’s direct supervision and control.

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CONTRACTOR MANAGEMENT

Before the start of the job

The client has to ensure to select a right contractor while selecting the contractor the following factors
has to be concerned.

SELECTION OF CONTRACTOR

 The quality and the content of the safety policy of the contractor should be considered.
 The experience of the contractor in carrying out similar kind of activities should be considered.
 The reputation of the contractor among their clients should be considered.
 The accident history of the contractor should be considered.
 The enforcement actions taken on the contactor should be considered.
 The competence level of the contractor staff should be taken into account.
 The level of safety supervision available with the contractor should be considered.
 The certification like ISO9001, ISO45001 should be considered.
 The procedures available to control their sub-contractors should be considered.
 The quality and the content of the risk-assessment and the emergency procedure should be considered.
 The membership of the contractor with the professional association should be considered.
 The accident reporting procedures of the contractor should be considered.
AFTER SELECTION OF THE CONTRACTOR:
Planning and co-ordination

 Once the contractor has been selected the client should provide information about the location of
utilities.
 The client should allocate reasonable time for the safe completion of job.
 The client should provide information to the contractor about the hazards of the workplace. The
contractor should provide information about the hazards of their activities.
 The contractor should conduct a risk assessment and develop a method statement.
 In a workplace many contractors may involve in different activities. The client should ensure to co-
ordinate among the contractors to avoid simultaneous operations.
 The client should establish a co-ordination committee to ensure a smooth operation.
DURING THE JOB:
Monitoring and managing the contractors

 The client should ensure to implement strict access control to prevent unauthorized entry.
 The client should set an example and lead from front by following the safety stds.
 They should conduct regular and surprise visit to monitor to contractor activities.
 The client should ensure that all the activities are carried out by authorized technique under competent
supervision.
 The client should check and make sure the all the lifting equipments and the accessories have valid third
party inspection certificate.
 The client should ensure that the contractors may take action often the safety committee meeting.
 They must ensure that all the accidents are reported as per agreed standards.
 The client should make sure that the contractor staffs have easy access to the welfare facilities.
 The client shall step any activity which violates the agreed standards.

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 The client should ensure that all the contractor staffs have undergone safety induction training.

MODEL QUESTIONS
1) Which categories of people does an employer owe a duty do?
2) List the criteria that might be used to assess the suitability of a contractor to undertake work on behalf of
a client.
3) What are the responsibilities of the client and the contractor where a contractor is working in a client’s
workplace?
4) What are the steps involved in the contractors management?
5) What are the responsibilities of senior managers/ director?
6) What are the responsibilities of department manager/middle level management?
7) What are the responsibilities of engineer (or) supervisor?
8) What are the responsibilities of joint (or) shared occupational premises?
9) What are the steps or responsibilities of the two organizations to maintain the H&S in their workplace,
when they jointly occupy premises?
10) What are the sources of information to be referred in relation to the H&S issues?
11) What are the internal sources of information to be referred to the H&S issues?
12) What are the external sources of information to be referred to the H&S issues?
13) Give any three internal sources of information.
14) Give any three external sources of information.
15) What are the factors to be consider while selecting a contractor?
16) Define – contractor
17) Define – employer
18) Define – client
19) Give the responsibilities of top level manager and middle level manager?

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ELEMENT -2 HOW HEALTH AND SAFETY MANAGEMENT SYSTEMS WORK
AND WHAT THEY LOOK LIKE

2.1 OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT SYSTEMS

KEY TERMS

• The ILO-OSH 2001 Safety and Health Management System can be summarised as: Policy,
Organising, Planning and Implementation, Evaluation, Action for Improvement, and Audit.

INTRODUCTION TO OHSM SYSTEMS:

The management of workplace health and safety must be considered systematically within an organisation,
in the same way as any other form of management. A systematic approach to management is often linked to the
“PDCA cycle”:

PDCA CYCLE

PLAN- set your aims and objectives and then plan how to achieve them.

DO- put your plans into effect; implement them.

CHECK- monitor your performance towards the aims and objectives that you set yourself.

ACT- routinely review progress and change what you are doing if it looks like you are missing your targets.

This general approach has been used in many management systems, including the ISO 9001 Quality
Management System and the ISO 14001 Environmental Management System mentioned earlier.
Many different health and safety management systems exist, using a similar format, e.g. the OHSAS
18001 health and safety management standard. All these safety management systems have common principles which
we can see demonstrated in the ILO’s Occupational Safety and Health Management System,
ILO-OSH 2001. We can summarise the key elements of this system as: Policy, Organising, Planning and
Implementation, Evaluation, Action for Improvement, and Audit.
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ILO-OSH 2001: THE ILO OCCUPATIONAL SAFETY AND HEALTH MANAGEMENT SYSTEM:

• Policy - A clear statement has to be made to establish health and safety as a prime commitment of
management at all levels of the organisation, but particularly at the top.
• Organising - A framework of roles and responsibilities for health and safety must be created within
the organisation, from senior management down to the shop floor, including the appointment of
specialist staff.
• Planning and Implementing – Detailed arrangements must be made for the management of health
and safety. Central to this idea is the concept of risk assessment and the identification and
implementation of safe systems of work and protective measures.
• Evaluation - Methods must be devised to monitor and review the effectiveness of the arrangements
put into place. This might be done reactively, e.g. by reviewing accident and ill-health statistics, or
actively, e.g. by reviewing inspection reports.
• Action for Improvement - Any shortcomings identified by the review process must be corrected as
soon as possible by making whatever adjustments are necessary to the policy, organisation and
arrangements for implementation.
• Audit - Arrangements must be made for the independent, systematic and critical examination of
the safety management system to ensure that all parts are working acceptably well.
• Continual Improvement - The intention is that the safety management system will not remain static
but will develop over time to become increasingly appropriate and useful to the organisation that it
exists to serve.

ISO45001: THE OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT SYSTEM STANDARD

OUTLINE OF THE STANDARD

In the following outline, the location of each element in the PDCA cycle has been indicated in brackets
after the element title just to help:

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ISO45001

 Context of the organization (mgmt. system frame work) – requires that the OHSMS is designed and
operated so as to be appropriate to the organization and its operational environment.
 Leadership and worker participation (mgmt. system frame work) – requires that the OHSMS is
driven by those at the top of the organization with the active engagement and participation of workers at
all levels.
 Planning (plan) – requires that an ongoing planning process forms a part of the OHSMS so that hazards,
risk and opportunities (for improvement) are identified and that appropriate action is identified and
planned.
 Support (Do) – is concerned with the provision of support for the OHSMS so that it can be established,
implemented, maintained and continually improved.
 Operation (Do) – requires that hazard and risk are operationally managed.
 Performance evaluation (check) – reqires the systematic internal monitoring and reviewing of OHS
performance with a view to driving continual improvement.
 Improvement (Act) – embeds the principle of learning lessons and implementing the learning from
those lessons into the OHSMS.
THE BENEFITS OF ACHIEVING CERTIFICATION (ISO45001)

This certification can then be used by the organization as proof of a robust OHSMS.

This maybe useful for internal purpose

 For many organisations, it will be useful externally when trying to show clients, customers or the
authorities that OHS management is integrated into the routine functioning of the organization.
 Certification is an expensive process but the costs of achieving and maintaining certification ate
often outweighed by the financial benefits associated with having a robust formal/ certified
OHSMS.

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 Whether an org is using the ILO-OSH: 2001 model (or) ISO45001, it may be necessary to go
round the cycle more than once, particularly when:
o Starting out
o Developing a new process, product, or service; or
o Implementing any change.
MODEL QUESTIONS

1. What are the elements of the OHSMS outlined in ISO45001 OHSMS?

2. What is the role of ‘evaluation’ in the ILO OSH-2001 OHSMS?
3. Sketch the elements of H&S management system.
4. What is the PDCA management cycle?
5. Explain about benefits of achieving certifications?
6. Outline of the standards of ISO45001?

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2.2 THE MANAGEMENT SYSTEM WORK – THE HEALTH AND SAFETY POLICY
KEY INFORMATION

• A health and safety policy is usually presented in three parts: the General Statement of Intent, the
Organisation section, and the Arrangements section.
• The General Statement of Intent outlines the importance that the organisation places on health and
safety and the commitment that can be expected. It sets aims and objectives for the organisation to
achieve. It is signed by the person in overall control of the organisation.
• The Organisation section highlights the roles and responsibilities that exist at all levels within the
organisation. It shows the lines of responsibility and accountability.
• The Arrangements section provides the detail on how the organisation manages health and safety. It
outlines the general arrangements that relate to health and safety management and the specific
arrangements that relate to individual health and safety topics and issues.
• Health and safety policies have to be reviewed in order to stay current and relevant.

THE THREE PARTS OF A H&S POLICY

Section 2(3) of H&S at work act 1974 and employer’s policy statement regulation 1975. Requires that
an employer with 5 or more employees should prepare and review regularly, a written safety policy.

It also requires that the policy should have following section,

1. General statement of intent/statement of general policy – the organisations philosophy in relation to

the management of H&S.
2. Organization section – indicates the chain of command for H&S management and identifies roles and
responsibilities.
3. Arrangements section – outlines the arrangements that exists for the effective management of H&S in
general terms and also deals with the management of specific issues.
It also requires that the policy and its revision should be brought into notice to all the employees.

In India 50 or above 50 employees should have written policy

GENERAL STATEMENT OF INTENT:

The purpose of this section is to outline the overall philosophy towards the H&S management. It sets
aim, objective & target to be achieved to enhance the safety performance.

 Aims are not measurable but objectives are measurable.

 Aims remains unchanged even during the policy revision but objectives are reviewed and
modified (or) changed once in a year.
 The policy statement should be written in simple & clear language so that it is easy to understand
by everyone in the organization.
 The statement should be brief and should be broken down into bulletin points.

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 The policy statement should be signed and dated by the top most person in the management like
M.D, CEO the reason is
 It indicates that there is a commitment from the mgmt.
 It gives authority to the policy
 It shows where the ultimate responsibility of H&S rests.
 The policy statement should be dated to show when the policy was prepared and
to provide reference for the review.
AIMS:

The policy statement may recognize some of the general objectives that has to be achieved by the
organization.

• Meeting legal obligations.

• Provision of a safe workplace, safe equipment and safe systems of work, information, instruction,
training and supervision.
• Risk assessment of all relevant workplace activities.
• Performance monitoring.
• Provision of adequate resources such as expert health and safety advice.
• Effective communication and consultation with workers.

OBJECTIVES

The objectives set to follows the smart principle.

S – specific
M – measurable
A – achievable
R – realistic
T – time bound
While setting the objectives it is important to consider the following factors

 Who is going to set the objective

 How the objective is going to be set at each functional level
 Legal & other requirements
 Hazards & risk level
 Technological options
 Financial operational & business requirements
 Views of the interested parties
Interested parties: client, enforcement, investors, share holders

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TARGET

H&S performance target is an important part of policy statement. The reason is

o It shows that there is the commitment from the management to improve the H&S
performance.
o They motivate the workforce by setting tangible goals, achieving of it may result in group
or individual incentive.
o It offers evidence during monitoring, audit and review phase of H&S management
system.
The following can be set as a H&S performance target.

 Reduction in the number of accidents, incidents and ill-health.

 Reduction in the absenteeism due to sickness.
 Reduction in the civil claims.
 No (or) reduction in the enforcement notice.
 Increase in the number of H&S trainings provided.
 Increase in the number of risk assessment being reviewed.
 Increase in the reporting of near miss & minor accidents.
 Increase in the safety audit score.
 Achieving recognize standards like ISO45001.
The policy statement should be communicated effectively. It can be achieved by following methods.

 It should be addressed in induction training.

 It shall be communicated through tool box meet and department meeting.
 It shall be posted in prominent location notice board.
 It can be communicated through E-mail intranet and salaries slip.
 It should be permanent item in the agenda of committee meeting.
ORGANISATION SECTION

The purpose of this section is to allot roles & responsibilities for everyone in the organization towards
H&S. it also assigns a chain of command and reporting line.

The general responsibilities are

 Senior manager – responsible for setting safety policy, objective & target.
 Supervisor – responsible to check day to day compliance with safety policy.
 Fire marshal – responsible for the safe evacuation of the people during fire.
 H&S consultant – responsible to provide advice an accident prevention.
 First aider – responsible to administer the first aid facilities.
 Employees – to take reasonable care of H&S of themselves and others.
Ahead of the above it is important to assign responsible person for the following functions

 Accident investigation & reporting

 H&S training & information

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 H&S monitoring & audit
 Risk assessment
 Maintenance of equipment’s
 Liaison with external agencies.

H&S organizational chart

The Organisation section will usually reflect the management hierarchy within the organisation and
allocate responsibilities accordingly:
• The CEO or MD – ultimately responsible and accountable for the entire organisation.
• Management at all levels – responsible for ensuring that all appropriate safety measures are in place and
being carried out effectively within their sphere
of management control. This might be done by breaking down the management hierarchy into
discrete layers and allocating responsibilities to each layer, e.g. senior managers’ responsibilities,
middle managers’ responsibilities, supervisors’ responsibilities.
• All employees – responsible for acting safely at all times in the course of their duties at work.
• Competent persons – have operational duties but are also considered competent to carry out one or more
specialist health and safety duties, e.g. as first aiders, fire marshals, etc.
Specialist health and safety practitioners – responsible for providing advice to support management and
employees in achieving safety.

ARRANGEMENTS:

The purpose of the section is to develop system and procedures for the effective implementation of the
policy statement. It includes rules and procedure and arrangement of welfare facilities.

This is the biggest section in the policy. The content of the arrangement sections are.

 Emergency procedure
 Fire mock drill procedure
 Maintenance of machinery procedures
 Procedure for testing & inspection of electrical equipment.

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 Risk assessment procedure
 Procedure for safe system of work and PTW
 Procedure for control of vehicle, contractors and visitors.
 Waste management procedure
 Procedure for provision of welfare facilities and conducting health surveillance
 Procedure for communication & consultation with the employees.
 Procedure for distribution of PPE
 Procedure for environmental survey.
 Procedure for control of noise, vibration (or) radiation.
What are the reasons to failure of safety policy?

 Lack of commitment from the management

 Lack of leadership from the management
 Lack of resources allotted by the management towards the H&S.
 Lack of priority given to the safety by the management
 The safety policy and its priority may not be correctly understood by the management
 Lack of training provided to the employees.
 Lack of arrangements for consultation with the employees
 Lack of monitoring system
 High labour turn over rate
 Presents of poor systems & procedure
 Presents of poorly maintained machinery and vehicles.
 Lack of communication of the safety policy.
 Employees concern that their H&S problem are not addressed properly.
 The employees may not receive adequate H&S informations.
 No (or) inadequate PPE.
Examples of specific risks and problems within an organisation that may need detailed arrangements
include:

 Lone working.
 Housekeeping.
 Noise exposure control.
 Vibration exposure control.
 Control of exposure to toxic materials.
 Fire safety and prevention.
 Control of contractors.
 Control of transport risks.
Not all organisations will have all of these risks – these are “specific” to the organisation and its function.

General health and safety management arrangements:

• Carrying out risk assessments (planning and organising for health and safety).
• Identifying and supplying health and safety information, instruction and training.

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• Accident and near miss reporting, recording and investigation.
• Consultation with workers on health and safety matters.
• Developing safe systems of work and permit- to-work systems to control hazards.
• Details of specific hazards to the organisation,
e.g. hazardous substances or lone working.
• Carrying out specialist risk assessments such as those on hazardous substances.
• Control of contractors and visitors.
• Provision of safety-related training.
• Welfare and first-aid provision.
• Emergency procedures.
• Health surveillance.
• Communication of health and safety matters including hazards and control measures.
• Compliance monitoring, including auditing of systems but also the measuring of
workplace parameters, e.g. noise, to assess the effectiveness of the arrangements.

REVIEWING POLICY

 A health and safety policy should not be considered as rigid and unchanging. Instead, it should be subject
to regular review so that it remains current and relevant. In this way it can be kept a “live” document.
 It is good practice to review policy on a regular basis, e.g. annually. However, there are other circumstances
which could give rise to reviews.
GIVE THE REASONS (OR) SITUATION THAT LEAD TO THE REVIEW OF THE POLICY

The safety policy should be reviewed periodically that is once in a year but there are several
circumstances which lead to the review of the policy they are

 When there is a significant change in the organizational structure.

 When there is a change in the relevant legal requirements and standards.
 When there is a change in the key person in the organization.
 When there is a change in the workplace, workforce, work material (or) work process.
 During the introduction of new technology (or) new equipment.
 As a result of accident or incidents
 After receiving an advice from the insurance company.
 After receiving an instruction from the manufactures.
 As a result of enforcement notice (or) enforcement action
 When the risk assessment and incident investigation suggest that the existing policy is
ineffective.
 After consulting with the workers or when the workers raise the voice of concern.
 After an advice and instruction from the enforcement agencies.

Circumstances which might require a review of policy:

• Technological changes, e.g. introduction of new plant or processes.

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• Organisational changes, e.g. changes to key personnel, such as a new CEO or MD, or changes to the
management structure of the organisation.
• Legal changes, such as the introduction of new legislation applicable to the organisation.
• Changes to the type of work that the organisation does.
• Where an audit, investigation or risk assessment suggests the policy is no longer effective.
• When requested by a third party, such as an insurance company or client.
• Following enforcement action.
• Following consultation with the workforce.
• After the passage of time (e.g. an annual review is a common practice).
MODEL QUESTIONS:
1. Why might the H&S policy of two organizations, both undertaking similar work, be different?
2. What are the three key parts of the H&S policy?
3. Who should sign the policy statement?
4. What H&S responsibilities do all workers have?
5. What does a safety organisation chart show?
6. What circumstances might require a review of policy?
7. Write the three parts of H&S policy?
8. Why safety policy should be signed by the occupier in the management?
9. What is the general statement of intent?
10.Explain about statement of general policy?
11.Explain and details about AIM, OBJECTIVES and TARGET of the H&S policy?
12.What is the SMART objective?
13.Write about the general responsibilities of the organization?
14.Sketch the H&S organization chart?
15.List out general H&S management arrangements?
16.Outline the reasons or circumstances which lead to the review of the safety policy?
17.Give the reasons (or) situation that lead to the review of the policy?

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