IS-01

SET –II
1. List out the common barriers of effective communication? (2M)
• The use of Over-complicated, unfamiliar and/or technical terms.
• Emotional barriers: Some people may find it difficult to express their emotions and
some topics may be completely 'off-limits' or taboo.
• Lack of attention, interest, distractions, or irrelevance to the receiver. (See our page
Barriers to Effective Listening for more information).
• Differences in perception and viewpoint.
• Physical disabilities such as hearing problems or speech difficulties.
• Physical barriers to non-verbal communication. Not being able to see the non-
verbal cues, gestures, posture and general body language can make communication
less effective.
• Language differences and the difficulty in understanding unfamiliar accents.
2. Explain the communication? Explain the two way communication system?
(8M)

Effective communication is an integral part of achieving an injury-free workplace. Most injuries are
due, in part, to risky behaviors, yet employees often are reluctant to provide safety-related feedback to
co-workers. You can improve your safety culture (and performance) by providing sound guidelines to
improve safety-related communication. By providing and receiving safety feedback more effectively
– including corrective feedback (for at risk behavior) and praise – the workplace can be safer.
Communication with the person on the other end. Let's look at a simple model for two-way
communication.
Two-way communication is when one person is the sender and they transmit a message to another
person, who is the receiver. When the receiver gets the message, they send back a response,
acknowledging the message was received. The model looks like this:

Two-way communication is essential in the business world. Messages are transmitted between
employers, employees, customers and other stakeholders, and feedback is required to be certain that
the message was received and understood.
Two-Way Communication Systems
Many businesses and municipal services rely on two-way communication systems to stay in touch
with their employees on site and in the field. One of the most common examples of two-way
communication systems are the radio, telephone, and computer-aided dispatch systems used by police,
fire, and emergency response personnel.
These systems allow dispatchers and supervisors to keep in touch with individuals and to coordinate
the activities of groups of responders.
Two-way communications systems are also routinely used in the construction and building trades,
public transportation, the trucking industry, and aviation by commercial and non-commercial pilots,
just to name a few.
Two-way communication systems vary greatly in sophistication and special features. They range from
simple hand held two-way transceivers that use a single dedicated channel to more complex systems
that allow a large number of users to share several channels. The type of system chosen depends on
many factors, such as the intended use, the location, the number of users, the frequency band, and the
cost of the system. Regardless of the type of system chosen, the one common feature is that all of the
components must be compatible and work together to support a common purpose.
3. Explain the based liability theory? (2M)
Biased liability theory
Biased liability theory is based on the view that once a worker is involved in an accident,
the chances of the same worker becoming involved in future accidents are either increased
or decreased as compared to the rest of workers. This theory contributes very little, if
anything at all, towards developing preventive actions for avoiding accidents.
4. List out some unsafe conditions? (2M)
• Inadequate or missing machine guards;
• Defective tools or equipment;
• Fire hazards;
• Ineffective housekeeping;
• Excessive noise; and
• Poor ventilation and lighting and others.
5. Explain the “5 whys” technique with the help of “Fish bone diagram”? (8M)
The "5 Whys" Technique
The 5 Whys technique is a brainstorming technique that identifies root causes of problems by asking
why
behaviors occurred or conditions existed. This produces the most direct cause of the event. As the
diagram indicates, each cause is, at the same time, the effect of a deeper cause. For each of these
causes, ask why it occurred. Repeat the process for the other events associated with the problem.
6. List out the types of Safety Plans? (2M)
• Site Safety Plan
• Crowd Management Plan
• Transport Management Plan
• Emergency Plan
• First-Aid Plan
 7. Explain the “Competence Building Training (CBT)”? (8M)
Competency, as we know, is the summation of skills, knowledge, and job attitude in job
behavior that can be measured, observed, and evaluated. It is an important determining
factor for successful performance. Thus competency development has become one of the
most important aspects in modern Human Resources in organizations. Competency building
is a complex process where competencies are traditionally assumed for their ‘exchange
value’ should also be conceived for their ‘use value’. By exchange value, it is meant that
individual competencies that are officially recognized, formally produced, and valued in the
Labour market. And on the other hand, by use value, it is meant that trans-individual
competencies that are specific, and generated within organizational process creation and
use.
An integrated competency building system is built around three policy levels under
‘globalizing learning economy’. These are:
1. Firm Level: Enterprise build their knowledge assets largely based of context-specific
knowledge.
2. Inter-Firm Level: Inter-firm employee mobility, diffused forms of cooperation, alliance
and networking among firms.
3. Overall Level: Alliances must be made among education, society, and industry with
regard to the social capital production.
The purpose of competency building is to assist job cycles of employees in terms of
selection, performance management, training and succession planning. All the HR functions
– assessments for selection for various positions, performance management, succession
planning programs for talents, and training need assessments – would be anchored in these
competencies
8. What is Site Safety plan? (2M)
Site Safety Plan - A site safety plan will come in handy for when you are planning a large
outdoor event, like a concert or fair. It combines a description of all the potential hazards of
the site, structural safety calculations and drawings, as well as a detailed description of site
safety rules, any site crew managers and safety coordinators.
9. Define the term “Line function”? (2M)
A "line function" is one that directly advances an organization in its core work. This always
includes production and sales, and sometimes also marketing.
10. List out the consideration of trainers while delivering the training? (8M)

WHEN DELIVERING TRAINING, TRAINERS SHOULD CONSIDER THE FOLLOWING :

• Staff at all levels should receive appropriate training;
• Training may need to be delivered on a regular basis;
• All training should be conducted safely and be sufficiently supervised.
• Practical training should allow the trainer to identify and correct
• Anything the trainee is not doing safely;
• A suitably equipped venue should be used;
• Classroom training or demonstrations may be supported by on-the-
• Job training under the supervision of a competent team member;
• It is essential that training is appropriate to all employees, taking into
• Account various levels of literacy, understanding, language barriers etc.;
• Assessors should be trained and competent to carry out and record
• Suitable assessments;
• Training should include risk identification where appropriate;
• All staff should be able to recognize and report hazardous situations.
• Standard elements of training
11. Explain the following terms: (8M)
BIS 14489-1998 (b) EPA standards (c) ILO
 THE BUREAU OF INDIAN STANDARDS (BIS) is the national Standards Body of
India working under the aegis of Ministry of Consumer Affairs, Food & Public
Distribution, and Government of India. It is established by the Bureau of Indian Standards
Act, 1986 which came into effect on 23 December 1986.
BIS 14489-1998:
In order to promote public education and public safety, equal justice for all, a better
informed citizenry, the rule of law, world trade and world peace, this legal document is
hereby made available on a non-commercial basis, as it is the right of all humans to know
and speak the laws that govern them.
EPA has broad authority under the law to issue:
• Information collection regulations that require the submission of health and safety studies
which are known or available to those who manufacture, process, or distribute in commerce
specified chemicals; and
• Regulations designed to gather information from manufacturers and processors about
production/import volumes, chemical uses and methods of disposal, and the extent to which
people and the environment are exposed.
INTERNATIONAL LBOUR ORGANISATION (ILO) International Labour Organization SMS
model
Since there are many models to choose from to outline the basic components of a safety management
system, the one chosen here is the international standard promoted by the international (ILO). In the
ILO document ILO-OSH 2001 Guidelines on Occupational Safety and Health Management Systems,
the safety management basic components are:
• Policy
• Organizing
• Planning and implementation
• Evaluation
• Action for improvement
12. Explain the functions and duties of safety committee? (8M)
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.
13. List out the non-management needs? (2M)
• An overview of safety and health principles;
• Detailed knowledge of the safety and health arrangements relevant to an individual’s job;
• Communication and problem-solving skills to encourage effective participation in safety
and health activities.
14. Explain about active monitoring and reactive monitoring? (8M)
Active Monitoring
Every organisation should collect information to investigate the causes of substandard
performance or conditions adequately. Documented procedures for carrying out these
activities on a regular basis for key operations should be established and maintained.
The monitoring system should include:
 • Identification of the appropriate data to be collected and accuracy of the results required;
• Monitoring of the achievement of specific plans, setting performance criteria and
objectives;
• Installation of the requisite monitoring equipment and assessment of its accuracy and
reliability;
• calibration and regular maintenance of this equipment together with documented records
of both the procedures involved and the results obtained;
• Analysis and records of the monitoring data collected, and documented actions to be taken
when results breach performance criteria;
• Evaluation of all the data as part of the safety and health management review;
• Documented procedures for reviewing the monitoring and safety and health implications
of forthcoming changes to work systems.
The following techniques should be used for active measurement of the safety and health
management system:
• Systematic inspections of workplace processes or services to monitor specific objectives,
e.g. Weekly, monthly, or quarterly reports;
• systematic review of the organisation’s risk assessments to determine whether they are
functioning as intended, need to be updated and any necessary improvements are being
implemented;
• Plant or machinery inspections, e.g. statutory plant inspections and certification;
• Environmental sampling for dusts, chemical fumes, noise, or biological agents;
• Analysis of safety and health management system records.

These techniques are explained in more detail in Appendix D. Active monitoring should
Be proportional to the hazard profile of the organisation and should concentrate on areas likely to
produce the greatest benefit and lead to the greatest control of risk. Key risk- control systems and
related workplace precautions should therefore be monitored in more detail or more often (or both)
than low-risk systems or management arrangements.
Reactive Monitoring
A system of internal reporting of all accidents (which includes ill-health cases) and incidents of non-
compliance with the safety and health management system should be set up so that the experience
gained may be used to improve the management system. The organisation should encourage an open
and positive approach to reporting and follow-up and should also put in place a system of ensuring
that reporting requirements are met.
The organisation should establish procedures for investigating accidents and incidents to identify their
causes, including possible deficiencies in the safety and health management system. Those
responsible for investigating accidents, and incidents should be identified and the investigation should
include plans for corrective action, which incorporate measures for:
• Restoring compliance as quickly as possible;
• Preventing recurrence;
• Evaluating and mitigating any adverse safety and health effects;
• Reviewing the risk assessments to which the accident relates;
• Assessing the effects of the proposed remedial measures.
The organisation should implement and record any changes in documented procedures resulting from
corrective and preventive action. Further information on measuring safety and health performance is
outlined.
15. What is the objective of safety and health? (2M)
Safety and health objective means the overall safety and health goal, arising from the
safety and health policy, that an organisation sets itself to achieve, and which is quantified
where practicable.
16. Explain the key elements of safety and health management with neat diagram?
(8M)

1. KEY ELEMENTS OF SAFETY AND HEALTH MANAGEMENT

The key elements of a successful safety and health management system are set out in this
section. They also comply with the main elements of an occupational safety and health
management system as set out in the ILO Guidelines. The manner and extent to which the
individual elements will be applied will depend on factors such as size of the organisation,
its management structure, the nature of its activities, and the risks involved.

POLICY AND COMMITMENT

The organisation should prepare an occupational safety and health policy programme as
part of the preparation of the Safety Statement required by section 20 of the 2005 Act.
Effective safety and health policies should set a clear direction for the organisation to
follow. They will contribute to all aspects of business performance as part of a
demonstrable commitment to continuous improvement. Responsibilities to people and the
working environment will be met in a way that fulfils the spirit and letter of the law. Cost-
effective approaches to preserving and developing human and physical resources will
reduce financial losses and liabilities. In a wider context, stakeholders’ expectations,
whether they are shareholders, employees or their representatives, customers or society at
large, can be met.

PLANNING:

The organisation should formulate a plan to fulfil its safety and health policy as set out in
the Safety Statement. An effective management structure and arrangements should be put in
place for delivering the policy. Safety and health objectives and targets should be set for all
managers and employees.

IMPLEMENTATION AND OPERATION:

For effective implementation, the organisation should develop the capabilities and support
mechanisms necessary to achieve its safety and health policy, objectives and targets. All
staff should be motivated and empowered to work safely and to protect their long-term
health, not simply to avoid accidents.
The arrangements should be:
• Underpinned by effective staff involvement and participation through appropriate
consultation, the use of the safety committee where it exists, and representation systems;
• Sustained by effective communication and the promotion of competence which allows all
employees and their representatives to make a responsible and informed contribution to the
safety and health effort.

MEASURING PERFORMANCE:
The organisation should measure, monitor and evaluate its safety and health performance.
Performance can be measured against agreed standards to reveal when and where
improvement is needed. Active self-monitoring reveals how effectively the health and
safety management system is functioning. Self-monitoring looks at both hardware
(premises, plant and substances) and software (people, procedures and systems, including
individual behavior and performance). If controls fail, reactive monitoring should find out
why they failed, by investigating the accidents, ill-health or incidents that could have
caused harm or loss. The objectives of active and reactive monitoring are:
• To determine the immediate causes of substandard performance;
 • To identify any underlying causes and implications for the design and operation of the
safety and health management system.
Longer-term objectives should also be monitored.

AUDITING AND REVIEWING PERFORMANCE:

The organisation should review and improve its safety and health management system continuously,
so that it’s overall safety and health performance improves constantly. The organisation can learn
from relevant experience and apply the lessons. There should be a systematic review of performance
based on data from monitoring and from independent audits of the whole safety and health
management system. These form the basis of complying with the organisation’s responsibilities under
the 2005 Act and other statutory provisions. There should be a strong commitment to continuous
improvement involving the development of policies, systems and techniques of risk control.
Performance should be assessed by:
• Internal reference to key performance indicators;
• External comparison with the performance of business competitors and best practice in the
organisation’s employment sector.
Many companies now report on how well they have performed on worker safety and health in their
annual reports and how they have fulfilled their responsibilities with regard to preparing and
implementing their safety statements. In addition, employers have greater responsibilities under
section 80 of the 2005 Act on ‘Liability of Directors and officers of undertakings’ which requires
them to be in a position to prove they have proactively managed the safety and health of their
workers. Data from this ‘Auditing and Reviewing Performance’ process should be used for these
purposes

DIAGRAM 1: KEY ELEMENTS OF A SAFETY AND HEALTH MANAGEMENT SYSTEM

17. Explain the risk control measures? (2M)
• Elimination or substitution which is a permanent solution that eliminates the hazard
altogether or substitutes one that presents a lower risk. This could involve the elimination of
a hazardous process or substance or the substitution of a toxic substance with a less toxic
one;
• Engineering controls or safety measures to reduce the risk. These can include using
machine guards, isolation or enclosure of hazards, local exhaust ventilation, mechanical
handling methods, or protective barriers;
• Administrative controls which reduce or eliminate exposure to a hazard by adherence to
procedures or instructions. These may include supervision, permit-to-work systems, and job
rotation;
• Personal protective equipment (PPE). Appropriate training in the use and selection of
PPE is an essential element of risk control.
18. What are the key factors to improve the management systems? (2M)
• Identifying the key processes;
• Setting performance standards;
• Measuring achievement against these standards;
• Taking corrective action;
• Identifying opportunities for improvement.