Block-04 Industrial Safety Management

ignou MEVE-004
THE PEOPLE'S
UNIVERSITY Industrial Sector
Indira Gandhi National Open University
School of Interdisciplinary and
Trans-disciplinary Studies
Industrial Safety Management 4

MEVE-004
Industrial Sector
Indira Gandhi National Open University
School of Interdisciplinary and
Trans-disciplinary Studies
Block
4
INDUSTRIAL SAFETY MANAGEMENT
UNIT 1
Industrial Safety 5
UNIT 2
Safety Management 28
UNIT 3
Industrial Safety Organization 51
UNIT 4
Industrial Safety Awareness and Training 61
PROGRAMME DESIGN AND EXPERT COMMITTEE
Dr. (Ms.) Shyamala Mani Dr. Rachna Agarwal Dr. Sushmitha Baskar Dr. Deeksha Dave
Professor, National Institute of Urban School of Vocational Education and Environmental Studies Environmental Studies, School
Affairs (NIUA) India Habitat Centre Training, Indira Gandhi National School of Interdisciplinary and of Interdisciplinary and Trans-
New Delhi Open University, Trans-disciplinary Studies disciplinary Studies,
New Delhi Indira Gandhi National Open Indira Gandhi National Open
Prof. R. Baskar University, New Delhi University, New Delhi
Department of Environmental Science Prof. Daizy R Batish
& Engineering, Guru Jambheshwar Department of Botany, Panjab Prof. Ruchika Kuba Dr. Shubhangi Vaidya
University of University, Chandigarh School of HealthSciences, Indira School of Interdisciplinary and Trans-
Science & Technology, Hisar Haryana Gandhi National Open University, disciplinary Studies, Indira Gandhi
Prof. M. Krishnan New Delhi National Open University
Prof. H.J. Shiva Prasad Vice Chancellor, Madurai Kamraj New Delhi
Professor of Civil Engineering University, Madurai, Tamil Nadu Prof. Nandini Sinha Kapur
College of Technology, G.B. Pant School of Interdisciplinary and Dr. Y.S.C. Khuman
UniversityofAgriculture & Technology Dr. Chirashree Ghosh Trans-disciplinary Studies, School of Interdisciplinary and
Pant Nagar, Uttarakhand Department of Environmental Studies, Indira Gandhi National Open Trans-disciplinary Studies, Indira
Universityof Delhi, University, New Delhi Gandhi National Open University
Dr. T.K. Joshi New Delhi New Delhi
Director, Occupational & Dr. Shachi Shah
Environmental Programme, Centre for Mr. Ravi Agarwal Environmental Studies,
Director, Toxic Link, Jangpura Dr. Sadananda Sahoo
Occupational & Environmental School of Interdisciplinary and School of Interdisciplinary and
Health, Maulana Azad Medical Extension, New Delhi Trans-disciplinary Studies Trans-disciplinary Studies, Indira
College, New Delhi Prof. Jaswant Sokhi Indira Gandhi National Open Gandhi National Open University
School of Sciences, Indira Gandhi University, New Delhi New Delhi
Prof. Nilima Srivastava
School of Gender and Development National Open University, Dr. V. Venkat Ramanan
Studies, Indira Gandhi National Open New Delhi Environmental Studies
University, New Delhi Dr. B. Rupini School of Interdisciplinary and
Environmental Studies, School Trans-disciplinary Studies
Prof. S.K. Yadav Indira Gandhi National Open
School of Agriculture of Interdisciplinary and Trans-
disciplinary Studies, Indira Gandhi University, New Delhi
Indira Gandhi National Open
University, New Delhi National Open University,
New Delhi
BLOCK PREPARATION TEAM

Unit 1 Unit 2 Unit 3 Unit 4
Ms. Santosh, Junior Works Manager, Mr. Shanmugam Natarajan, Dr. Geetha Srikanth, Amrita Dr. Shiv Pratap Raghuvanshi, Scientist D,
Ordnance Cable Factory, Chandigarh Ramdoss Nagar, Chitlapakkam, Vishwa Vidyapeetam, Central Pollution Control Board-NGRBA
Chennai Coimbatore, Tamil Nadu Division (Ministry of Environment Forest
And Climate Change), East Regio nal
Directorate, Kolkata, West Bengal, India.
PROGRAMME COORDINATORS
Dr. B. Rupini Dr. Sushmitha Baskar Prof. Ruchika Kuba
Environmental Studies, School of Interdisciplinary Environmental Studies, School of Interdisciplinary School of Health Sciences, Indira
and Trans-disciplinary Studies, Indira Gandhi National and Trans-disciplinary Studies, Indira Gandhi Gandhi National Open University,
Open University, National Open University, New Delhi
New Delhi New Delhi
COURSE COORDINATOR CONTENT EDITORS

Dr. Deeksha Dave Dr. Geetha Srikanth, Amrita Vidyapeetam, Coimbatore, Tamil Nadu
Dr. B. Rupini, Environmental Studies, SOITS, IGNOU, New Delhi
Environmental Studies
Prof. Ruchika Kuba, School of Health Science, IGNOU, New Delhi
SOITS, IGNOU, New Delhi Dr.Sushmitha Baskar, Environmental Studies, SOITS, IGNOU, New Delhi
FORMAT EDITORS
Dr. B. Rupini Dr. Sushmitha Baskar
Environmental Studies, School of Interdisciplinary and Environmental Studies, School of Interdisciplinary and Trans-
Trans-disciplinary Studies, Indira Gandhi National Open disciplinary Studies, Indira Gandhi National Open University,
University, New Delhi New Delhi
Secretarial/Technical Assistance: Ms. Sonali, SOITS, IGNOU, New Delhi; Mr. Vikram, SOITS, IGNOU, New Delhi
PRINT PRODUCTION
Mr. S. Burman Mr. Y. N. Sharma Mr. Sudhir
Deputy Registrar (P), IGNOU, New Delhi Section Officer (P) IGNOU, New Delhi
Asst. Registrar (P), IGNOU, New Delhi
February, 2019
 Indira Gandhi National Open University, 2019
ISBN: 987-93-88980-11-1
All rights reserved. No part of this work may be reproduced in any form, by mimeograph or any other means, without permission in writing from the
Copyright holder.
Further information on the IGNOU courses may be obtained from the University’s office at Maidan Garhi, New Delhi or the official website of IGNOU
at www.ignou.ac.in
Printed and published on behalf of IGNOU, New Delhi by Registrar, MPDD, IGNOU, New Delhi.
Laser Typeset by Tessa Media & Computers, C-206, A.F.E.-II, Okhla, New Delhi.
Printed at:
INTRODUCTION TO BLOCK 4
This block focuses on the industrial safety management. The history and need
for safety at industrial organizations and the roles of safety managers has also
been discussed in detail. Industrial Safety reduces risks to people, and processesý.
The importance of industrial safety was realized because of the fact that every
year millions occupational/ industrial accidents occur which result in loss of
production time equivalent to millions of man hours, machine hours etc. The
block also presents case studies on industrial accidents and disasters and lessons
learned from them.
Unit 1 deals with industrial safety. The unit gives a detailed account of the
safety standards, codes and policies. The unit also discusses the different causes
of accidents and how these can be prevented. The unit finally summarizes that
Industrial safety refers to protection against accidents occurring in the industrial
establishments for preventingloss of life and permanent disability of employees,
and highlights that concern for safety is the need of the hour.
Unit 2 deals with safety management. The functions of a safety manager in any
industry are explicitly discussed. The various management principles have been
outlined. The unit describes that management operates through various functions,
such as planning, organizing, staffing, leading/directing, controlling/monitoring,
and motivating. Finally the unit explains that organizational design is largely a
function based on systems thinking.
Unit 3 deals with industrial safety organization. In this unit the importance of
safety awareness programmes, and training are discussed. Further it discusses
on the appraisal of plant safety and measurement of safety performance and the
total loss control concept.
Unit 4 deals with industrial safety awareness and training. Here the design and
development of training programmes, their methods and strategies are explained.
The unit explains that trainings are extremely important to prevent all workplace
related injuries and illness. Training in any industry is provided for the employees
so that they can improve awareness; skills; understanding of process; system;
products; environment; safety norms; work culture ethics; and understand the
standard operating procedures. Finally the unit summarizes the importance of
trade unions and discusses that effective safety training prepares workers for
unsafe situations or hazards by bringing awareness for safe work environments.
Industrial Safety Management
4
Industrial Safety
UNIT 1 INDUSTRIAL SAFETY
Structure
1.0 Introduction
1.1 Objectives
1.2 History and Development of Safety Movement
1.3 Need for Safety, Safety Standards and Codes
1.4 Safety Policy
1.5 Causes of Accident
1.6 Accident Statistics
1.7 Accident Reporting System
1.8 Safety Audit
1.9 Accident Prevention
1.10 Disaster Planning
1.11 Case studies on Bhopal, Chernobyl and Similar Disasters
1.12 Let Us Sum Up
1.13 Key Words
1.14 References and Suggested Further Readings
1.15 Answers to Check Your Progress
1.0 INTRODUCTION
Industrial safety is important as it safeguards human life, especially in high risk
areas such as nuclear, aircraft, chemical, oil and gases, and mining industries,
where a fatal mistake can be catastrophic. Industrial Safety reduces risks to
people, and processesý. Process control and safety systems are usually merged.
Maintaining a safe and healthy working environment is not only an important
human resources issue, it’s the law. Whether they’re entry-levelworkers, seasoned
veterans, supervisors, or plant managers, the employees need to understand health
and safety risks, the steps they need to take to minimize those risks, and common
safety standards and compliance procedures. The importance of industrial safety
was realized because of the fact that every year millions occupational/ industrial
accidents occur which result in loss of production time equivalent to millions of
man hours, machine hours etc. Of these about one-fifth production time is lost
by those actually injured due to temporary and permanent disablement and the
remaining production time is lost by fellow operators/ people in helping the
injured, in taking care of the damage caused by accident etc. the loss to the
industrial unit would appear much more alarming when death cases due to
accidents are considered. It is therefore essential to identify/examine the causes
of industrial accidents and take steps to control them. Many disciplines are
concerned with this safety approach. Industrial engineering is one field which
deals with design of efficient work place, equipment and industrial layout design.
Other disciplines which can contribute to safe working environment are
psychology, sociology and Medicare science. 5
1.1 OBJECTIVES
After reading this unit, you should be able to:
 define the safety;
 describe history & development of safety movement, Need for safety, Safety
standards and codes, Safety policy;
 explain the Causes of Accident, Accident Reporting system, Safety Audit,
and Accident prevention;
 comprehend the Disaster Planning and Case studies on Bhopal, Chernobyl
and similar disasters.
1.2 HISTORY AND DEVELOPMENT OF SAFETY

MOVEMENT
Many thousands years ago when man was struggling to survive from one day to
next, his every movement was governed by the will to live. Self preservation
was the law of existing forces by nature. Thus, Safety is the state of being a
“Safe”, the condition of being protected against physical, social, spiritual,
financial or other types or consequences of failure, damage, error, accidents,
harm or any other events which could be considered non-desirable. Early 1800s,
employer had little concern for the safety of workers and little incentives to be
concerned. The changes in production brought about by the industrial revolution
viz introduction of in animate power (Steam Power) to replace people and animal
power, substitution of machine for people, introduction of new methods for
converting raw materials, organization and specialization of works resulting in
division of labour. During this industry revolution, child labour in factories was
common (working hours for long, the work hard and the conditions often
unhealthy and unsafe). The people in Manchester, England began demanding
better working conditions in the factories due to outbreak fever among the
children working in cotton mills. In 1802, health and morals of apprentices act
was passed. This was the milestone piece of legislation and marked the beginning
of government involvement in work place safety.
Milestones in the safety movements:

 In United States, hazardous working conditions were the common place.
 In 1867, factory inspection was introduced in Massachusetts.
 In 1868, the first barrier safeguard was patented.
 In 1869, the Pennsylvania legislature passed a mine safety law requiring
two exits from all mines.
 In 1877, the Massachusetts legislature passed a law requiring safeguards
for hazardous machinery.
 In 1892, the first recorded safety program was established in a Joliet, Illinois.
 Around 1900, Frederick Taylor began studying efficiency in manufacturing.
The purpose was to identify the impact of various factors on efficiency,
productivity and profitability.
6
 In 1907, the U.S. Department of the interior created the Bureau of Mines to Industrial Safety
investigate accidents, examine health hazards and make recommendations
for improvements.
 In 1908, early form of workers compensation was introduced in the United

States.
The situation sustained until 1912 when USA Cooperative Safety Congress was
organized. The electrical engineers from steel industry took lead in organizing
this conference. The congress resulted in establishment of National Safty Council
(NSC in USA. The body was given charter to take responsibility to see after
prevention of accidents and development of safty programmes. National Safety
Council (NSC) is the largest organization devoted solely to safety and health
practices and procedures. Its purpose is to prevent losses (direct and indirect),
arising out of accidents or from exposures to unhealthy environment. One of the
earlier and most vocal proponents of the co-operative or integrated approach
was H.G. Dyktor. He proposed the following objectives of integration:
 Learn more through sharing knowledge about health problems in the work
place, particularly those caused by toxic substances.
 Provide a greater level of expertise in the evaluating health and safety

problems.
 Provide broad data base that can be used to compare health and safety
problems experienced by different companies in the same industry.
 Encourage accident prevention
 Make employee health and safety a high priority.
The industries also started including newer characteristics in safety concerns.

The noise, dust, fumes, heat, mists and radiation etc. got incorporated in the
rising lists of hazards in industry. Now a days, occupational health and safety
management system is also being used for occupational health and safety
management system for the industries to protect the safeguard of employees.
1.3 NEED FOR SAFETY, SAFETY STANDARDS

AND CODES
In simple words, safety means freedom from the occurrence or risk of injury or
loss. As regards, industrial safety, it means the protection of employees/workers
from the danger or risk of industrial accidents. In other words, industrial safety
refers to protection against accidents occurring in the industrial establishments.
Thus, need and concern for safety is the need of the hour. There are some direct
costs/ effects of an accident but there are certain indirect costs involved in it
also e.g. machine down time, damage to machine, ideal time of nearby equipment
and horror created among workers, loss of time etc. in aid cost compensation,
legal implications and allied costs etc. So safety measures would not only
eliminate/ avoid above cost but would mean performing their moral responsibility
towards workmen/operators also. An accident is by virtue of unsafe factor which
results of an unsafe condition it may be the combined effect of two. An unsafe
7
Industrial Safety Management act results in the form of operator/people doing thing without proper authority,
misuse of safety devices, ignoring warnings and precautions etc. An unsafe
condition may be present in various forms e.g. faulty or defective electrical
fittings, inadequate maintenance of gang way, use of defective tools etc. So to
prevent the occurrence of accidents, unsafe acts have to be avoided/ eliminated
or checked. But to protect corporate profit and limit workmen’s compensation
liability, major industries have develop safety standards, codes and practices,
cutting the injury rates in many factories to as low as one per one million man
hours and spend little for the safety of the products they produce. Safety requires
research, investigation, injury and accident statistics and analysis of those
statistics by trained personnel. It requires substantial study of man and machine
and there inter relationship in the expected environment with particular emphasis
on fatigue, monotony, attention arresters, intended use of products and foreseeable
unintended uses. It requires safe design for every foreseeable use, even in
emergency uses, by planning a sufficient safety factors or margin. In history,
due care negligence shows millions have been injured and killed.
American Standards Association (ASA) plays an active role in protecting the

public through the development of Safety Codes and Standards, which are
managed by the Board on Safety Codes and Standards (BSCS). ASA does not
write standards. The BSCS is responsible for the management of allASA activities
related to codes, standards, and accreditation and certification programs directly
applicable to safety codes, safety standards, and related accreditation and
certification activities. The BSCS oversees the following:
 A13 Scheme for the Identification of Piping Systems
 A17 Elevators and Escalators
 A18 Platform Lifts and Stairway Chairlifts
 A90 Safety Standards for Man lifts
 A120 Safety Requirements for Powered Platforms for Building Maintenance
 B20 Safety Standards for Conveyors and Related Equipment
 B30 Safety Standards Committee for Cableways, Cranes, Derricks, Hoists,
Hooks, Jacks, and Slings
 BTH Standards Committee, Design of Below-the-Hook Lifting Devices
 CSDAFB Controls and Safety Devices for Automatically Fired Boilers
 Portable Automotive Lifting Devices Committee
 Rail Transit Vehicle Standards Committee
 P30 Planning for the Use of Cranes, Derricks, Hoists, Hooks, Jacks, and
Slings
Still there has been significant lag in safety standards for manufacturing products
simply because there have been few products liability suits. Existing codes,
represent industry’s attempts, to maintain profit by balancing the cost of
formulating and complyingwith an adequate code with cost of liability for failure
to exercise due care. Thus, codes and standards represent a compromise between
safe and unsafe practices.
8
Industrial Safety
1.4 SAFETY POLICY
A safety policy or health and safety policy or occupational and health policy of
an organization is a recognized written statement that states an organization’s
commitment to the protection of the health and safety of the employees, as well
as the society in the immediate surrounding neighbourhood. It shows the details
of all occupational health and safety elements with the policy to protect the
employees’ life and health up to or surpassing what is required by the laws,
regulations and practices in the relevant industry. The subject of leadership and
culture are the two most important considerations among the conditions necessary
to achieve excellence in safety. Safety policy may or may not be regarded as
being important, depending upon the worker’s perception as to whether
management commitment to and support of the policy is in fact carried out
every day. Management often writes the safety policy and then fails to ensure
that it is enforced by managers and supervisors on the job, every day.
1.5 CAUSES OF ACCIDENT

An accident is something harmful and takes place suddenly and unexpectedly.
Accidents may result in simple injuries to the body like bruises and cuts. But
they may also result in major complications like broken bones with heavy
bleeding, failure to breathe, unconsciousness, or even death. Thus, an accident
is a sudden happening that causes harm to the body suddenly and unexpectedly.
First Aid is the first help that can be given to a person who is injured before
taking them to a health centre or hospital.
Consider this statistic: 80 out of every 100 accidents are the fault of the person
involved in the incident. Unsafe Acts cause four times as many accidents &
injuries as unsafe conditions.
Accidents occur for many reasons. In most industries people tend to look for
“things” to blame when an accident happens, because it’s easier than looking
for “root causes,” such as those listed below.
Taking Shortcuts: Every day we make decisions we hope will make the job
faster and more efficient. But do time savers ever risk your own safety, or that of
other members? Short cuts that reduce your safety on the job are not shortcuts,
but an increased chance for injury.
 Being over Confident: Confidence is a good thing. Overconfidence is too

much of a good thing. “It’ll never happen to me” is an attitude that can lead
to improper procedures, tools, or methods in your work. Any of these can
lead to an injury.
 Starting a Task with Incomplete Instructions: To do the job safely and

right the first time you need complete information. Have you ever seen a
worker sent to do a job, having been given only a part of the job’s
instructions? Don’t be shy about asking for explanations about work
procedures and safety precautions. It isn’t dumb to ask questions; it’s dumb
not to.
9
Industrial Safety Management  Poor Housekeeping: When clients, managers or safety professionals walk
through your work site, housekeeping is an accurate indicator of everyone’s
attitude about quality, production and safety. Poor housekeeping creates
hazards of all types. A well maintained area sets a standard for others to
follow. Good housekeeping involves both pride and safety.
 Ignoring Safety Procedures: Purposely failingto observe safety procedures

can endanger you and your co-workers. You are being paid to follow the
company safety policies-not to make your own rules. Being “casual” about
safety can lead to a casualty!
 Mental Distractions from Work: Having a bad day at home and worrying
about it at work is a hazardous combination. Dropping your ‘mental’ guard
can pull your focus away from safe work procedures. You can also be
distracted when you’re busy working and a friend comes by to talk while
you are trying to work. Don’t become a statistic because you took your
eyes off the machine “just for a minute.”
 Failure to Pre-Plan the Work: There is a lot of talktoday about Job Hazard
Analysis. JHA’s are an effective way to figure out the smartest ways to
work safely and effectively. Being hasty in starting a task or not thinking
through the process can put you in harms way. Instead, Plan Your Work and
then Work Your Plan!
“It is better to be careful 100 times than to get killed once.” (Mark Twain)
Industrial Accident:
In industry, sudden and unexpected occurrence of accident interrupts the orderly
progress of the work. According to the Factories Act, 1948: “It is an occurrence
in an industrial establishment causing bodily injury to a person who makes him
unfit to resume his duties in the next 48 hours”.
In other words, accident is an unexpected event in the course of employment

which is neither anticipated nor designed to occur. Thus, an accident is an
unplanned and uncontrolled event in which an action or reaction of an object, a
substance, a person, or a radiation results in personal injury. It is important to
note that self-inflicted injuries cannot be regarded as accidents.
An industrial injury is defined as “a personal injury to an employee which has

been caused by an accident or an occupational disease and which arises out of
or in the course of employment and which could entitle such employee to
compensation under Workers’ Compensation Act, 1923".
Types of Accidents:
Accidents may be of different types depending upon the severity, durability and
degree of the injury. An accident causing death or permanent or prolonged
disability to the injured employee is called ‘major accident. A cut that does not
render the employee disabled is termed as ‘minor’ acci-dent. When an employee
gets injury with external signs of it, it is external injury.
Injury without showing external signs such as a fractured bone is called an internal
one. When an injury renders an injured employee disabled for a short period,
10
say, a day or a week, it is a temporary accident. On the contrary, making injured Industrial Safety
employee disabled for ever is called permanent accident. Disability caused by
accident may be partial or total, fatal or non-fatal.
No accident occurs automatically. Instead, certain factors cause accidents. It

has been noticed that an accident does not have a single cause but a multiplicity
of causes, which are often closely related.
Causes of Accidents
The industrial safety experts have classified the various causes of accidents into
three broad categories:
1) Unsafe Conditions
2) Unsafe Acts
3) Other Causes
1) Unsafe Conditions (work-related)
Unsafe working conditions are the biggest cause of acci-dents. These are
associated with detective plants, tools, equipment’s, machines, and materials.
Such causes are known as ‘technical causes’. They arise when there are improper
guarded equipment’s, defective equipment’s, faulty layout and location of plant,
inadequate lighting arrangements and ventilation, unsafe storage, inadequate
safety devices, etc.
Besides, the psychological reasons such as workingover time, monotony, fatigue,

tiredness, frustration and anxiety are also some other causes that cause accidents.
Safety experts identify that there are some high danger zones in an industry.
These are, for example, hand lift trucks, wheel-barrows, gears and pulleys, saws
and hand rails, chisels and screw drivers, electric drop lights, etc., where about
one-third of industrial accidents occur.
2) Unsafe Acts
Industrial accidents occur due to certain acts on the part of workers. These acts
may be the result of lack of knowledge or skill on the part of the worker, certain
bodily defects and wrong attitude.
Examples of these acts are:
a) Operating without authority.
b) Failure to use safe attire or personal protective equipment’s,
c) Careless throwing of material at the work place.
d) Working at unsafe speed, i.e., too fast or too low.
e) Using unsafe equipment, or using equipment’s unsafely.
f) Removing safety devices.
g) Taking unsafe position under suspended loads.
h) Distracting, teasing, abusing, quarrelling, day-dreaming, horseplay
i) One’s own accident prone personality and behavior.
11
Industrial Safety Management 3) Other Causes
These causes arise out of unsafe situational and climatic conditions and variations.
These may include excessive noise, very high temperature, humid conditions,
bad working conditions, unhealthy environment, slippery floors, excessive glare,
dust and fume, arrogant behavior of domineering supervisors, etc.
Of late, industrial accidents have become common happening in our country. A

brief catalogue of major accidents in the recent past in India is produced here:
Major Accidents in the Last Decade:

 Bhopal, December 1984: In world’s worst chemical disaster, a methyl Iso-
cyanate gas leak from the Union Carbide plant in the city killed over 4000
people. Thousands suffered irreversible health damage.
 Delhi, December 1985: An oleum gas leak from the Sriram Foods and
Fertilizers Plant in Delhi severely affected workers and those living in the
neighborhood.
 Rourkela, December 1985: Blast furnace accident in Rourkela Steel Plant.
18 workers affected.
 Durgapur, June 1987: Chlorine leak at Durgapur Chemical Factory created
panic all around. Long distance trains were halted. Over 100 were affected.
 Bombay, November 1988: Fire at the Bharat Petroleum Refinery at Mahul,
north-east Bombay, killed 32.
 Ramagunaam, September 1989: Major gas leak at Fertilisers Corporation
of India unit at Ramagundam, killed 7.
 Nagothane, November 1990: Explosion at the Indian Petrochemicals,
Nagothane com-plex, 35 persons killed, over 50 suffered 70 per cent bums.
 Bombay, July 1991: Accident in a Hindustan Organic Chemicals unit near
Bombay kills 7 workers.
 Gwalior, December 1991: Blast at the dyeing department of GRASIM unit
at Gwalior. 14 Killed and 22 severely injured.
 Panipat, August 1992: Ammonia leak at the National Fertilizers Plant,
Panipat killed 11, many injured.
 Kahalgaon, October 1992: Boiler explosion in the National Thermal Power
Corporation (NTPC), 11 killed and several injured.
It is reported that in every twenty seconds of every working minute of every

hour throughout the world, someone dies as a result of an industrial accident.
Industrial accidents cause losses to the employees and organizations as well.
1.6 ACCIDENT STATISTICS

Nearly 48,000 workers die in the country due to occupational accidents, of which
the construction sector contributes 24.20 per cent of the fatalities, says an
international report.
12
Quoting the International Labour Organisation numbers, the British Safety Industrial Safety
Council, today said 48,0000 people on average die in the country per annum
due to work-related hazards. The British Safety Council is a not-for-profit
workplace health, safety and environmental management organisation, also noted
that the workplace deaths in India is 20 times higher than in Britain.
It observed that as many as 38 fatal accidents take place every day in the
construction sector in the country, while there were only 137 fatal incidents in
all sectors in 2016 in Britain.
“India with 1.25 billion population has a strong workforce of 465 million.
However, only 20 per cent of them are covered under the existing health and
safety legal framework.
In absolute terms, the fatalities are the highest in industrialised states such as
Gujarat and Maharashtra, as also in resource-rich states such as Chhattisgarh
and Jharkhand, where mining is a major industrial activity. But the official
statistics are updated only till 2012.
But clearly, there are more deaths occurring in the interiors of India’s industrial
landscape that do not get documented. Official statistics suggest there were 4,275
documented fatalities in Indian factories between 2010 and 2012. Analysts say
that even by the most conservative estimate, the actual numbers could be at
least ten times higher if the accidents in the unorganised manufacturing sector
are counted.
In a 2005 report, the International Labour Organisation (ILO) had estimated

that there could be 40,000 industrial fatalities in India on an average every year,
with the actual number of injuries and deaths vastly under-reported because
nearly 90 per cent of those employed outside of farming form part of the
unorganised, informal sector.
In the US, all accidents are investigated by the Occupational Safety and Health
Administration (OSHA), an agency of the Department of Labor. In addition,
there are specialised bodies such as the US Chemical Safety and Hazard
Investigation Board, an independent federal agency that investigates accidents
involving industrialchemicals, and with the mandate to pursue changes in systems
and practices.
The primary purpose of assembling and analysing occupational accident data is

to provide knowledge for use in the prevention of occupationalinjuries, fatalities
and other forms of harm such as toxic exposures with long-term effects. These
data are also useful in assessing needs for compensating victims for injuries
previously incurred. Additional, more specific purposes for the compilation of
accident statistics include the following:
 To estimate the causes and magnitude of accident problems
 To identify and prioritize the need for preventive measures
 To evaluate the effectiveness of preventive measures
 To monitor risks, issue warnings and conduct awareness campaigns
 To provide feedback for those involved in prevention.
13
Industrial Safety Management Often, an overview of the number of accidents occurring on an annual basis is
desired. A frequency is often used for this purpose, comparing the number of
accidents to a measure relating to the risk group and expressed, for example, in
terms of accidents per 100,000 workers or per 100,000 working hours. Such
annual counts serve the purpose of revealing variations in an accident rate from
one year to another. However, while they may indicate the sorts of accidents
that require the most urgent preventive action, by themselves they do not furnish
guidance as to the form that this action should take.
The need for accident information pertains to the following three levels of
function that make use of it:
 At the workplace level within the individual enterprise, accident data are
used in local safety activities. The best opportunities for tackling specific
risk factors are to be found immediately at the workplace itself.
 At the level of authority responsible for legislation, accident data are used
to regulate the workingenvironment and to promote safety at the workplace.
It is possible not only to exert control over the workplace at this level but
also to carry out general statistical analyses for use in overall preventive
work.
 At the level of authority responsible for payments of compensation to
accident victims, accident data are used to help determine rates.
Since the actual circumstances of most accidents are special, wholly identical
accidents seldom occur, and prevention based on the analysis of the individual
accident very readily tends to become a highly specific matter. By systematically
compiling accident information it is possible to obtain a broader view of those
areas where specific risks are to be found, and to uncover the less obvious factors
instrumental in the causation of the accident. Specific work processes, specific
workteams or work with specific machinery can give rise to highly circumstantial
accidents. However, a close study of the types of accidents associated with a
given class of uniform work can disclose such factors as inexpedient work
processes, incorrect use of materials, difficult working conditions, or lack of
adequate worker instruction. An analysis of numerous recurring accidents will
reveal the fundamental factors to be dealt with when preventive action is taken.
Table 1.1 illustrates particular sorts of information that might be recorded by

way of describing an individual accident. The items especially relevant to the
task of preparingstatistics relating to the accident are described more fully below.
Table 1.1: Informational variables characterizing an accident
Step Actions Items

Step 1 Activity of the victim: e.g., operating Component related to the activity of
a machine, performing maintenance, the victim: e.g., power press, tool,
driving, walking, etc. vehicle, floor, etc.
Step 2 Deviant action: e.g., explosion, Component related to deviant action:
structural failure, trip, lost control of, e.g., pressure vessel, wall, cable,
etc. vehicle, machine, tool, etc.
Step 3 Action leading to injury: e.g., struck Agent of injury: e.g., brick, ground,
by, crushed, trapped, in contact with, machine, etc.
bitten by, etc.
14
The following examples illustrate the application of these categories of analysis: Industrial Safety
1) In the event that a worker trips over a hose-pipe while walking and falls,
striking his or her head against a table, the activity is walking, the injury
event is tripping over the hose-pipe, and the mode of injury is striking the
head against the table.
2) While a worker is standing near a wall, a tank explodes, causing the wall to
collapse on the victim. The activity is merely standing near the wall, the
injury event is the explosion of the tank, and the mode of injury is the
impact of the wall upon the victim.
1.7 ACCIDENT REPORTING SYSTEM

If any accident arises due to or in the course of employment is called accident
on duty. Accident on duty is subject to be reported to various agencies. The
reporting of accident is very important. The main objective behind reporting is
to avoid the recurrence of accident. The Industry/factory accidents may be
categorised as below:
1) Minor Accident: Any accident causes injury to individual and “if individual
resumes his duties within 48 hours from the time of accident” is called a
minor accident. The minor accident is not reportable to external agencies.
But it is essentially required to be reported to management.
2) Major Accident: Any accident causes injury to individual and if individual

does not resumes his duties within 48 hrs. from the time of accident is
called a major accident. The major accident is reportable to external agencies
as well as management
3) Dangerous Occurrence: Any accident causes damage to plant and

machinery is called Dangerous Occurrence (DO).
4) Fatal Accident: Any accident causes death of any individual is called Fatal
Accident. The Fatal accident is reportable to external agencies as well as
management.
5) Near Miss: Any unusual occurrence which does not result into injury or
damage to property is called near miss.The Near miss is not reportable to
external. But it is essentially required to be reported to management.
In general the external agency is Factory Inspector of the concerned state. In

case of fatal accident local police and district administration are also to be
informed. In case of emergency (e.g. leaking of any toxic or flammable gas or
spreading of flammable liquid in a large area) the concerned local authorities
and agencies should be informed as per the Emergency Preparedness Plan of
the factory.
The accidents are reported in a format as prescribed by factory rules of the

concerned state. This format requires specific information from the occupier of
the factory. The information required mainly are, place of the accident, date and
time of the accident, name of the victim, age of the victim, his residence, name
of the witness, probable cause of the accident, the nature of work etc. These are
15
Industrial Safety Management the basic information which becomes the collaborative evidences in the course
of further detailed investigation. As per the Factory act 1948 section 88 & 88 A,
reportable accidents to be reported to factory inspector within 48 hrs from the
time of the accident.
Accident reporting is to be taken very seriously. It is mandatory to meet the

statutory requirements of the Indian Factory Act 1948. It should not be delayed.
Late reporting of accident makes the factory management uncomfortable before
Factory Inspector. The accident reporting gives employee a favour that
management can not escape from it’s responsibility. Also if accident is reported
is followed by accident investigation and findings of accident investigation help
to avoid the recurrence of the accident.
In most of the cases it has been found that near miss accidents are not reported.
Occurrence of near miss must be brought in the knowledge of top management.
If we avoid to report near miss, management remains unknown to unsafe work
conditions and same remain existing in system which ultimately become the
cause of future accident. Reporting of near miss is a very effective tool for
management to avoid the accidents as the corrective measures are taken timely.
Every near miss should be taken as lesson and bottom line workers, supervisors
and staff should be made so aware that they should report all the unusual
occurrences come in their notice.
The accident data is collected nationwide and analyzed by the panel of experts.
This enables government to formulate new policy, rules and regulations. So
significance of accident reporting should be understood by everyone.
1.8 SAFETY AUDIT

Safety Audit is defined by Health and Safety Executive as “the systematic
examination to determine whether activities and related results conform to
planned arrangements and whether these arrangements are implemented
effectively and are suitable for achieving the organisation policy and objectives.”
Or we can say the collection of independent information on the efficiency,
effectiveness and reliability of the health and safety management system and
drawing up plans for corrective action.
Thus, safety audit essential part of successful business. Effective health and
safety audit not only provides the legal framework for compliance, it also lays
the foundation for continuous safety improvement to enhance to competitive
advantage.
There are two potential routes to audit the organisation. The first is to train and
employee to become internal safety auditor and second an external auditor can
be appointed to conduct safety audit. OHSAS 18001 is a standard for occupational
health and safety management system which help organisation to demonstrate
to good occupational health and safety performance. The standard helps the
organisation to create the best possible working condition for the employees,
identify hazardous and put into place control for the organisation to manage
them, reduces cost and downtime by reducing work place accidents and illnesses.
Safety audit is a form of risk analysis and evaluation in which a systematic

16 investigation is carried out in order to determine the extent to which the conditions
are present that provide for the development and implementation of an effective Industrial Safety
and efficient safety policy. Each audit therefore simultaneously envisions the
objectives that must be realized and the best organizational circumstances to
put these into practice.
Each audit system should, in principle, determine the following:
 What is management seeking to achieve, by what means and by what

strategy?
 What are the necessary provisions in terms of resources, structures,

processes, standards and procedures that are required to achieve the proposed
objectives, and what has been provided? What minimum programme can
be put forward?
 What are the operational and measurable criteria that must be met by the
chosen items to allow the system to function optimally?
The information is then thoroughly analysed to examine to what extent the current
situation and the degree of achievement meet the desired criteria, followed by a
report with positive feedback that emphasizes the strong points, and corrective
feedback that refers to aspects requiring further improvement.
Continual improvement is an essential precondition for each safety audit system

that seeks to reap lasting success in today’s rapidly evolving society. The best
guarantee for a dynamic system of continual improvement and constant flexibility
is the full commitment of competent employees who grow with the overall
organization because their efforts are systematically valorized and because they
are given the opportunities to develop and regularly update their skills. Within
the safety audit process, the best guarantee of lasting results is the development
of a learning organization in which both the employees and the organization
continue to learn and evolve.
1.9 ACCIDENT PREVENTION

A large part of production loss results from disruptions in the form of near misses
(near accidents), which are the basis of occurrences of accidents. Not every
disruption affects work safety. Near accidents (near misses) are those occurrences
or incidents in which no injury or damage resulted, but if injury or damage had
occurred, they would be classified as accidents. For example, a machine that
unexpectedly stops running without damage to the equipment or work is
considered to be a near accident. Additionally, the disruption may cause another
near accident if the machine suddenly starts up again while a worker is inside
trying to determine the cause of the stoppage, but the worker is not injured.
Accident Pyramid
Accidents are relatively rare occurrences, and usually the more serious the
accident, the more rare the occurrence. Near accidents form the bottom, or base,
of the accident pyramid, whereas fatal accidents stand at the top. If lost time is
used as a criterion for the seriousness of accidents, we find a relatively high
degree of correspondence with the accident pyramid. (There may be a slight
deviation as a result of the reporting requirements of different countries,
companies and jurisdictions.) 17
Industrial Safety Management The accident pyramid can be very different for individual types or classifications
of accidents. For example, accidents involving electricity are disproportionately
serious. When accidents are classified by occupation, we see that certain types
of work activities suffer disproportionately more serious accidents. In both cases
the accident pyramid is top-heavy due to the relatively high proportion of serious
and fatal accidents.
From the accident pyramid, it follows for purposes of accident prevention that:
1) Accident prevention begins with avoiding near accidents (near misses).
2) Eliminating minor accidents usually has a positive effect on eliminating

serious accidents.
Accident Prevention
The different paths of accident prevention for ensuring workplace safety are as
follows:
1) Eliminate the hazard or danger so that injury or damage is no longer possible.
2) Provide for separation between the worker (or equipment) and the hazard
(equal to elimination of the hazard). The danger remains, but an injury (or
damage) is not possible since we make sure that the natural zones of
influence of workers (equipment) and object (hazard or danger) do not
intersect.
3) Provide shielding, such as fireproofing, protective clothing and respirators

to minimize the hazard. The hazard still exists, but the possibility of an
injury or damage is reduced by minimizing the chances of the hazard having
an effect by shielding the danger.
4) Adapt to the hazard by providing measures such as warning systems,

monitoring equipment, information about dangers, motivation for safe
behaviour, training and education.
1.10 DISASTER PLANNING

A disaster is an unplanned event in which the needs of the affected community
outweigh the available resources. A disaster is a natural and man-made or
technical resulting in an event of substantial extent causing important physical
damage or destruction, loss of life or drastic transform to the environment. It is
phenomenon that can cause damage to life and property and destroy the economic,
social and cultural life of people.
A disaster occurs somewhere in the world almost daily, but these events vary
considerably in scope, size, and context. Large-scale disasters with numerous
casualties are relatively unusual events. Certain widely publicized disasters,
including events such as the terrorist attacks on September 11, 2001, Hurricanes
Katrina and Sandy, and the Boston Marathon bombing, have focused people’s
attention on disaster planning and preparedness. Disasters are becoming more
frequent, and the number of persons affected is also increasing. This greater
morbidity is attributable not only to the greater number of events, but also to
18 population dynamics, location, and susceptibilities.
The World Health Organization defines disaster as a “sudden ecological Industrial Safety
phenomenon of sufficient magnitude to require external assistance.” The
American College of Emergency Physicians (ACEP) states that a disaster has
occurred “when the destructive effects of naturalor man-made forces overwhelm
the ability of a given area or community to meet the demand for health care.”
Other definitions exist, but the common denominator calls for a disruption of
such magnitude that the organization, infrastructure, and resources of a
community are unable to return to normal operations following the event without
outside assistance.
While these incidents have led to an increase in general disaster awareness, the
relative infrequency of major catastrophes affecting defined populations leads
to a certain degree of complacency and underestimation of the impact of such
an event. In the wake of a large-scale event, public attention focuses on disaster
planning and preparedness and the resources dedicated to improving response
and resiliency surge.
Check Your Progress 1
Note: a) Write your answer in about 50 words.
b) Check your progress with possible answers given at the end of the
unit.
1) Describe the importance of industrial Safety and why there is a need of
Safety Standard and Codes
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
2) Explain cause of accidents.

......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
1.11 CASE STUDIES ON BHOPAL, CHERNOBYL

AND SIMILAR DISASTERS
Bhopal Disaster
One of the most disastrous events since the history of chemical industry occurred
in Bhopal, the capital city of Madhya Pradesh, in the factory of Union Carbide
19
Industrial Safety Management of India Ltd. (UC1L) due to leakage of Methyl Iso Cynate (MIC) gas. UCIL, a
subsidiary of the multinational company Union Carbide Corporation (USA) was
in the business of manufacturing agricultural pesticides among other things.
MIC was required in these manufacturing activities and was therefore,
manufactured and stored at the UCIL plant in Bhopal.
Characteristics of MIC
MIC has very special characteristics which make the chemical very hazardous.
Some of the properties of the MIC are:
1) It is extremely volatile and vaporises very easily
2) It can boil at a temperature of 38degrees C, so it is very important to be
kept cool.
3) It is chemically very active and reacts violently with water.
4) It is highly toxic, it is about 100 times lethal than cyanide gas.
5) It is heavier than atmospheric air, it stays near the ground after release.
During the night of December 2-3, 1984, about 45 tonnes of MIC (Methyl ISo
Cynate) gas leaked creating a poisonous grey cloud from Union Carbide India
Limited (UCIL’s) pesticide plant at Bhopal spread throughout the city. Methyl
Isocyanate (MIC) was stored in storage tank No. 610, the underground tanks,
which became contaminated with water carrying catalytic material. The
contamination produced chemical reaction, followed by a rise in gas pressure
and a subsequent leak. The chronology of the events leading to one of the most
disastrous events in the history of chemical industry is as follows:
Chronology of the Event
 December 2, 1984, was a routine day at the UCIL factory in Bhopal
 MIC was stored in an underground tank. The pipeline washing started at

9:30 p.m. as a routine maintenance operation
 Between 10:30 - 11:00 p.m.: workers engaged in pipeline washing became

aware of a leak. Little attention was however paid considering it a normal
leak. A casual attempt was made to trace the source of leakage, but of no
use. The leak continued.
 Around 12:15 - 12:30 a.m: The pressure in the MIC tank about upto 55
pounds per square inch (which was the maximum the gauge could read).
The temperature had also shot up to 200 degree C and was increasing. An
operator saw that the concrete above the tank was cracking. About 12:30
a.m., the relief valve of the tank gave away and large quantities of MIC gas
leaked into the atmosphere.
 The workers at the factory realized the risk of a massive disaster. They
tried to activate the safety systems available at the factory at about 12:30
a.m. The three safety systems available within the factory and their condition
at that time were as under:
 Turning on the flare tower to burn off toxic gas. This system was not in
working condition as a piece of pipeline leading to the tower had been
20 removed for maintenance.
 Using the vent gas scrubber, which was considered the main line of defence. Industrial Safety
It was also not in an operational condition.
 Transferring the MIC from the tank into a nearby spare tank. The gauge of
the spare tank indicated that the tank already contained something. This
gauge indicator was found defective, later on.
 After failure in all the three safety systems, the workers attempted to douse
the leaking gas with water spray. The water spray reached a height of 100
ft. from the ground, while the leak was at 120, ft. above the ground. At 1.00
a.m., realising that nothing could be done to stop the leak, the workers at
the plant fled.
 At about 1.00 a.m. thousands of people living around the plant were
awakened by the suffocating, burning effects of the gas. As on three sides,
the UCIL plant was-surrounded by slums and other poor settlements, the
people living in these colonies were the worst sufferers.
 There was no warning or guidance to the general public around this time.
There were two types of alarms in the factory, one mild siren for workers
and one loud public siren. The public siren was started only at about 2:30
a.m.
 About 2.00 a.m., a large number of people were rushing out of the town
through the highways leaving Bhopal. The mad rush on the main roads of
the city resulted in stampedes. About two lakh people had fled the city by
3:30 a.m.. The gas clouds dissipated around 3:30 a.m.
 By 4:00 a.m. hospitals were crowded with suffering people. When victims
arrived at hospitals breathless and blind, doctors did not know how to treat
them, as UCIL had not provided emergency information.
 In the wake of the tragic disaster, a large number of people lost their lives
and received injuries, many to their lungs and eyes. According to the
Government reports, 1754 persons had died and 200,000 were injured.
 It was only when the sun rose the next morning that the magnitude of the
devastation was clear. Dead bodies of humans and animals blocked the
streets, leaves turned black, the smell of burning chilli peppers lingered in
the air. Estimates suggested that as many as 10,000 may have died
immediately and 30,000 to 50,000 were too ill to ever return to their jobs.
Issues raised with Bhopal Gas Tragedy

The catastrophe raised some serious ethical issues. The pesticide factory was
built in the midst of densely populated settlements. UCIL chose to store and
produce MIC, one of the most deadly chemicals (permitted exposure levels in
USA and Britain are 0.02 parts per million), in an area where nearly 120,000
people lived. The MIC plant was not designed to handle a runaway reaction.
When the uncontrolled reaction started, MIC was flowing through the scrubber
(meant to neutralize MIC emissions) at more than 200times its designed capacity.
MIC in the tank was filled to 87% of its capacity while the maximum permissible
was 50%. MIC was not stored at zero degree centigrade as prescribed and the
21
Industrial Safety Management refrigeration and cooling systems had been shut down five months before the
disaster, as part of UCC’s global economy drive. Vital gauges and indicators in
the MIC tank were defective. The flare tower meant to burn off MIC emissions
was under repair at the time of the disaster and the scrubber contained no caustic
soda.
As part of UCC’s drive to cut costs, the work force in the Bhopal factory was
brought down by half from 1980 to 1984. This had serious consequences on
safety and maintenance. The size of the work crew for the MIC plant was cut in
half from twelve to six workers. The maintenance supervisor position had been
eliminated and there was no maintenance supervisor. The period of safety-training
to workers in the MIC plant was brought down from 6 months to 15 days.
Glimpse of Bhopal Gas Tragedy:
Chernobyl Disaster, Ukraine

The Chernobyl disaster occurred at Chernobyl Nuclear Plant, Ukraine is
considered to be the worst nuclear power plant disaster ever as the explosion
and fire released large quantities of radioactive particles into the atmosphere
which spread over much of the western USSR and Europe. On April 26, 1986, a
fire began at the reactor number four of the Chernobyl plant as a result of a
series of stem explosions which happened while attempting an emergency
shutdown due to an unexpected power surge during a test. The disaster claimed
the lives of 54 workers instantly and over the years almost 4000 people have
died due to diseases from the projection to radiations.
OTHER TOP DISASTERS IN WORLD

 The Banqiao Dam Collapse, China
The worst dam collapse ever killed an estimated 171,000 people in the floods of
1975. The causes of the dam failure were both natural and man-made. The amount
of rainfall received by the area was double the amount the dam had been
constructed to withhold. However investigations have also reported that the dam
was poorly engineered and constructed making it vulnerable to such
contingencies. On August 8 the dam collapsed and released a total of 15.38
billion m3 of water. The natural disaster coupled with man-made errors destroyed
lives of over 250,000 people.
 Benxihu Colliery Explosion, China

The gas and coal-dust explosion in the Benxihu Colliery if reportedly world’s
worst coal mine disaster ever killing 1549 people on the fateful day of April 26,
1942 which accounted for 34% of mine workers working that day. The explosion
in the jointly controlled Japanese and Chinese colliery sent flames bursting out
of the mine shaft entrance. Also the Japanese workers of the mines are blamed
of increasing the death toll as they attempted to curtail the fire underground by
shutting off ventilation and sealing pit without fully evacuating it thus trapping
many Chinese workers underground to suffocate. An investigation later
conducted by the Soviet Union found that only some people died from the
explosion while most deaths were due to the closing of ventilation after the
initial explosion.
22
 Halifax Explosion, Canada Industrial Safety
The largest man-made explosion prior to the development of nuclear weapons

destroyed the entire Richmond district of Halifax, Canada when a cargo ship
fully loaded with wartime weapons collided with a Norwegian ship November
6, 1917. The collision soon resulted in a fire and ignited the explosives on the
cargo which resulted in a huge explosion killing or injuring anyone in the vicinity.
Around 2000 people were killed and 9000 injured by fires, debris of explosion
and collapsed buildings. The explosion also resulted in a Tsunami which resulted
in further causalities including five children and wiped out an entire community.
 Savar Building Collapse, Bangladesh

One of the deadliest accidental structural failures in modern human history has
been the collapse of an eight story commercial building in Savar, Bangladesh
on April 24, 2013 killing around 1129 people and injuring over 2500 people.
The building contained garment factories, a bank and several other shops. While
the bank and shops were closed after warnings were issued to avoid using the
building since several cracks had appeared on the walls, the garment factories
ignored the warning. The building collapsed in the morning leaving only the
ground floor intact when around 3120 workers were present in the building. The
collapse also earned the factory owners and Bangladeshi authorities severe
criticism from all over the world for ignoring the workers’ safety.
 Courrières Mine Disaster, France

Courrières mine disaster is the worst mining accident in Europe causing the
death of 1099 miners including many children on March 10, 1906 in Northern
France. The causes hypothesized for the explosion are an accident during handling
of mining explosives and ignition of methane by naked flame of a minor’s lamp.
Both the hypotheses have evidence favoring them and are generally expected as
the reason for the explosion which claimed over a thousand lives.
 Exxon Valdez Oil Spill, Alaska

It is considered to be one of the most devastating human-caused environmental
disasters claiming a huge toll on aquatic flora and fauna when on March 24,
1989, Exxon Valdez, an oil tanker targeted to Long Beach, California, hit the
Bligh Island Reef, Prince William Sound, Alaska, spilling 260,000 to 750,000
barrels of crude over the next few days. Immediate effects of the spill included
the deaths of as many as 250,000 seabirds, at least 2800 sea otters and hundreds
of other sea creatures. As per reports, by 2010 there was still an estimated 23000
gallons of Valdez crude oil in Alaska’s soil, breaking down at less than 4% per
year. The spill has continued to affect the sea animals in Alaska till date as a
higher death rate and reduction in reproduction of many species have been noted
since then.
 Oppau Explosion, Germany

One of the biggest chemical disasters happened in the Oppau, Germany plant of
BASF, the world’s largest chemical company, on September 21, 1921 when a
tower silo storing 4500 tonnes of a mixture of ammonium sulphate and
ammonium nitrate fertilizer exploded. The explosion killed about 500-600 people
and injured more than 2000. More than 80 percent of all buildings in Oppau
were destroyed leaving 6500 people homeless. The exact cause of the accident
23
Industrial Safety Management could not be known as all those involved died in the explosion. However
researches suggest that an inaccurate estimation of sulphate-nitrate could have
been a reason. A few months before the incident the manufacturing process had
been changed in a way which lowered the humidity level which is another
estimated trigger for the explosion.
 Enshede Fireworks Disaster, Netherlands

Enshede fireworks disaster was a calamitous incident killing 23 people, injuring
940 and destroying over 1500 buildings as the fireworks exploded at the SE
Fireworks depot on May 13, 2000 in the city of Enschede, Netherlands. It was
discovered that a fire began in the work area of the central building at the depot
where around 900kg of fireworks were stored. The fire then spread to two full
containers that had been stored illegally outside of the building. The ignition
caused the explosion of 177 tons of fireworks. It was also reported that SE had
been audited and met all safety regulations and inspected as safe by the Dutch
authorities only a week prior to the explosion thus highlighting the negligence
to Dutch authorities.
unit.
1) Describe the accident reporting system
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
2) Explain disaster. Briefly explain one of the major disasters of India with
suitable example.
......................................................................................................................
......................................................................................................................
......................................................................................................................
1.12 LET US SUM UP

In 1914, Max Planck (German physicist, 1858–1947) said: “In every science
the highest watchword is the task of seeking order and continuity from the
abundance of individual experiences and individual facts, in order, by filling the
gaps, to integrate them into a coherent view.” This principle also applies to the
complex scientific and practical questions of job safety because they not only
interface with many different disciplines, but also are themselves multifaceted.
While it is difficult, for this reason, to systematize the many problems involved
with job safety, it is necessary to properly organize the individual questions
according to significance and context, and to pose effective options for improving
job safety.
24
Safety awareness that is spreading to all walks of life and all types of organizations Industrial Safety
has made ‘Safety Management’ a potential area of research. While considerable
research has been done on the topics of safety management and safety culture/
climate in developed countries, such work is not to be seen reported in India.
Globalization and economic reforms warrants Indian industries to adopt better
safety management to stay competitive in international markets. It is observed
that industrial accidents, associated financial losses, and compensation claims
eat away considerable portion of the profit earned by organizations. These also
damage the reputation of organization and lower the morale of the employees.
Captains of industries are still faced with the challenge of understanding the key
issues in safety management so as to provide healthy and safe work environment
to their employees. This underscores the need to study the various factors that
influence industrial safety management, especially in high-risk industry such as
chemical/process industry.
Industrial safety is needed to check all the possible chances of accidents for
preventing loss of life and permanent disability of any industrial employee, any
dam age to machine and material as it leads to the loss to the whole
establishment.It is needed to eliminate accidents causing work stoppage and
production loss, to prevent accidents in industry by reducing any hazard to
minimum, reduce workman’s compensation, insurance rate and all the cost of
accidents.
1.13 KEY WORDS

Accident Prevention – a set of precautionary, measures taken to avoid possible
bodily harm.
Audit – an assessment of a safety and health program’s documentation and or a
physical location to ensure regulation compliance by a trained safety professional.
Industrial Safety- is defined as policies and protections put in place to ensure
plan t an d factory worker protection from hazards that could cause
injury. Safety policies put in place by the Occupational Safety & Health
Administration (OSHA) are examples of industrial safety policies.
Industrial Hygiene- The science of keeping people safe at work. Industrial
Hygiene is devoted to the anticipation, recognition, evaluation, prevention, and
control of those environmental factors or stresses arising in or from the workplace
which may cause sickness, impaired health and well being, or significant
discomfort among workers.
Safety Factor – The ratio of the ultimate breaking strength of a member or
piece of material or equipment to the actual working stress or safe load when in
use.
Safety Strategy – The act of being safe, understand how strategy affects structure
and how the choice of structure affects efficiency and effectiveness.
Six Sigma Quality – is a set of practices originally developed by Motorola to
systematically improve processes by eliminating defects.
1.14 REFERENCES AND SUGGESTED FURTHER

READINGS
Industrial Safety and Environment by A.K. Gupta 25
Industrial Safety Management Factory Act 1948
Encyclopedia of occupational Health and Safety, Vol.I and Vol. II, International
Labour Office, Geneva
Industrial Safety Chronicle, National Safety Council, Mumbai
https://www.asme.org/about-asme/standards/safety-codes-for-elevators-and-
escalators
http://www.toolboxtopics.com/Gen%20Industry/Seven%20Causes%
20for%20Accidents.htm
http://www.yourarticlelibrary.com/industries/industrial-accidents-types-and-
causes-of-accidents-explained-with-diagram/35400
http://www.ilocis.org/documents/chpt56e.htm
http://emedicine.medscape.com/article/765495-overview
http://www.icmrindia.org/free%20resources/casestudies/The%20Bhopal%20
Gas%20Tragedy1.htm
http://www.preservearticles.com/201101143273/case-study-of-bhopal-gas-leak-
disaster.html
Down to Earth , Monday 15 December 2014
http://listcrux.co/top-10-worst-industrial-accidents/
Article published in Indian Express, Friday, April 20, 2018
Columbia Journal of Environmental Law, Vol 12:203, 1987
Hary M. Philo, use of safety standards, codes and practices in tort litigation,
Notre Dame Lawyer, Vol XLI, Nov. 1965
Workosh, Official Newsletter of ENVIS-NIOH, Vol 9, No. 4, Oct-Dec-2014
1.15 ANSWERS TO CHECK YOUR PROGRESS

Answers to Check Your Progress 1
1) Industrial safety is important as it safeguards human life, especially in high
risk areas. Industrial Safety reduces risks to people, and processes and
minimize those risks, and common safety standards and compliance
procedures. It is therefore essential to identify/examine the causes of
industrial accidents and take steps to control them. Many disciplines are
concerned with this safety approach.
To protect corporate profit and limit workmen’s compensation liability, major

industries have develop safety standards, codes and practices, cutting the
injury rates in many factories. But American Standards Association (ASA)
developed Safety Codes and Standards to protecting the public which are
managed by the Board on Safety Codes and Standards (BSCS). Thus, codes
and standards represent a compromise between safe and unsafe practices.
2) Accidents occur for many reasons.

 Taking Shortcuts
 Being over Confident
 Starting a Task with Incomplete Instructions
26  Poor Housekeeping
 Ignoring Safety Procedures Industrial Safety
 Mental Distractions from Work

 Failure to Pre-Plan the Work
The industrial safety experts have classified the various causes of accidents into
three broad categories:
 1) Unsafe Conditions
 2) Unsafe Acts
 3) Other Causes
1) In case of major and fatal accident external agency i.e. Factory Inspector of
the concerned state is to be informed. The minor accident and Near miss is
not reportable to external agencies. But it is essentially required to be
reported to management. The accidents are reported in a format as prescribed
by factory rules of the concerned state. This format requires specific
information from the occupier of the factory. The information required
mainly are, place of the accident, date and time of the accident, name of the
victim, age of the victim, his residence, name of the witness, probable cause
of the accident, the nature of work etc. These are the basic information
which becomes the collaborative evidences in the course of further detailed
investigation. As per the factory act 1948 section 88 & 88 A, reportable
accidents to be reported to factory inspector within 48 hrs from the time of
the accident. This enables government to formulate new policy, rules and
regulations. So significance of accident reporting should be understood by
everyone.
2) A disaster is an unplanned event in which the needs of the affected

community outweigh the available resources. A disaster is a natural and
man-made or technical resulting in an event of substantial extent causing
important physical damage or destruction, loss of life or drastic transform
to the environment. It is phenomenon that can cause damage to life and
property and destroy the economic, social and cultural life of people.
The worst industrial tragedy ever known in the history of chemical industry
manufacturing agricultural pesticides occurred in Bhopal, the capital city
of Madhya Pradesh, due to leakage of Methyl Iso Cynate (MIC) gas in the
factory of Union Carbide of India Ltd. (UC1L), a subsidiary of the
multinational company Union Carbide Corporation (USA). During the night
of December 2-3, 1984, about 45 tonnes of MIC (Methyl ISo Cynate) gas
leaked creating a poisonous grey cloud from Union Carbide India Limited
(UCIL’s) pesticide plant at Bhopal spread throughout the city. Methyl
Isocyanate (MIC) was stored in storage tank No. 610, the underground
tanks, which became contaminated with water carrying catalytic material.
The contamination produced chemical reaction, followed by a rise in gas
pressure and a subsequent leak. Estimates suggested that as many as 10,000
may have died immediately and 30,000 to 50,000 were too ill to ever return
to their jobs
27
UNIT 2 SAFETY MANAGEMENT
Structure
2.0 Introduction
2.1 Objectives
2.2 Concept, Nature and Importance of Health and Safety Manager
2.2.1 Role and Functions of a Health and Safety Manager
2.3 Elements and Functions of Management
2.4 Principles of Management
2.4.1 Overview
2.4.2 Nature of Managerial Work
2.4.3 Basic Functions
2.4.4 Managing Health and Safety at Workplace
2.4.5 Introduction to Management Systems
2.4.6 Principles and Benefits of Risk Management on a Global Perspective
2.4.7 Health and Safety Management Model
2.5 Occupational Health and Safety Policy
2.5.1 Planning
2.5.2 Implementation and Operation
2.5.3 Checking and Corrective Action
2.5.4 Management Review
2.6 Management Processes
2.6.1 Management Hierarchy
2.6.2 Management and Organization
2.6.3 Authority/Chain of Command
2.6.4 Types of Authority (and Responsibility)
2.7 Organizational Structure and Control/Decision-making
2.7.1 Definition and Concept: Control
2.7.2 Characteristics of Control
2.7.3 The Elements of Control
2.7.4 What is Span of Control?
2.7.5 Factors Influencing Span-of-control
2.7.6 Methods to Maximize the Span-of-control
2.8 Defining Leadership
2.8.1 Leadership Styles
2.8.2 Positive Reinforcement
2.8.3 Fulfilling the Planning Function
2.8.4 Tools and Approaches
2.8.5 Delegation and Decentralization of Authority
2.9 Let Us Sum Up
28
2.10 Key Words Safety Management

2.0 INTRODUCTION
The human, social and economic costs of occupational accidents, injuries and
diseases and major industrial disasters have long been cause for concern at all
levels from the individual workplace to the national and international.
Measures and strategies designed to prevent, control, reduce or eliminate
occupational hazards and risks have been developed and applied continuously
over the years to keep pace with technological and economic changes. Yet,
despite continuous if slow improvements, occupational accidents and diseases
are still too frequent and their cost in terms of human suffering and economic
burden continues to be significant.
This unit introduces you to the basic concepts of industrial safety management
and the elements and functions of management. Management operates through
various functions, such as planning, organizing, staffing, leading/directing,
controlling/monitoring, and motivating. Organizational design is largely a
function based on systems thinking.
2.1 OBJECTIVES
 describe the concepts, nature and importance of industrial safety
management;
 understand the elements and functions of management; and
 comprehend the general management principles;
2.2 CONCEPT, NATURE AND IMPORTANCE OF

HEALTH AND SAFETY MANAGER
Dear Learners, let us now read about concept, nature and importance of health
and safety manager in the following sentences:
2.2.1 Role and Functions of a Health and Safety Manager

Health and Safety Managers are to:
 Develop / formulating health and safety policy
 Promote a positive culture
 Plan to meet objectives
 Implement and monitor policy
 Review and audit the whole system
To make the above said aspects to happen, he should have following requisites:
 Properly trained and suitably qualified
 Maintain adequate information system s on topics including law,
management and technical advances 29
Industrial Safety Management  Interpret law in the context of their own organization
 Involved in establishing organizational arrangement, systems and risk
control standards relating to hardware and human performance by advising
the line management on legal / technical matters
 Establish and maintain procedures for reporting, investigating, recording
and analyzing accidents and incidents.
 Establish and maintain procedures including monitoring and other means
such as review and auditing to ensure senior managers get a true picture of
how well health and safety is being managed
 Present their advice independently and effectively
 Maintain relationship in good conduct and competence outside the
organization such as
 Local officials
 Consultants / contractors
 Enforcing authorities
Duties are predominantly advising and assisting Management in the fulfillment
of its obligations, statutory or otherwise, concerning prevention of personal
injuries and maintaining a safe working environment. These duties shall include:
a) Advise concerned departments in planning and organizing measures
necessary for the effective control of personal injuries;
b) Advise on safety aspects in all job studies and to carryout detailed job safety
studies of selected jobs;
c) Check and evaluate effectiveness of the action taken or proposed to be
taken to prevent personal injuries;
d) Advise on purchasing and stores departments in ensuring high quality and
availability of personal protective equipment (PPEs);
e) Advise on matters relating to carrying out of plant safety inspections;
f) Carry out plant safety inspections in order to observe the physical conditions
of work and the work practices and procedures followed by workers and to
render advise on measures to be adopted for removing the unsafe physical
conditions and preventing unsafe actions by workers;
g) Render assistance on matters relating to reporting and investigation of
industrial accidents and occupational diseases;
h) Investigate all accidents and near miss incidents;
i) Render assistance for the cases of industrial diseases contracted and in
respect of dangerous occurrences reportable under respective state rules;
j) Render assistance on the maintenance of records relating to accidents,
dangerous occurrences and industrial diseases;
k) Promote setting up of safety committees and act as adviser and catalyst to
such committees;
30
l) Organize in association with the concerned department – campaigns, Safety Management
competitions and other activities which will develop and maintain the interest
of the workers in establishing and maintaining safe conditions of work and
procedures;
m) Design and conduct either independently or in collaboration with the training

department, suitable training and educational programs for the prevention
of personal injuries and for the propagation of safety awareness.
2.3 ELEMENTS AND FUNCTIONS OF

MANAGEMENT
Management can be described as the people who design an organization’s
structure and determine how different aspects of the organization will interact.
When designing an organization, managers must consider characteristics such
as simplicity, flexibility, reliability, economy, and acceptability. Different levels
of management will participate in different components of this design process,
with upper management creating the initial organizational architecture and
structure.
Organizational design is largely a function based on systems thinking. Systems

thinking involves identifying the moving parts within an organization that add
value and ensuring that these parts function together as an effective and efficient
whole. Perspective is essential in systems thinking: a manager’s role in
organizational design is to refrain from thinking of departments, individuals,
processes, and problems as separate from the system and instead think of them
as indivisible components of the broader organizational process.
Modern organizations exist within a framework of globalization and constant

technological disruptions; as a result their organizational design is less static
than in the past. Management must actively adapt organizations to meet various
challenges, opportunities, and technological improvements to maintain
competitive output. Because the organization is always changing, the problems
of process and design are essentially limitless. Using a systems approach,
managers view their objectives as moving targets and actively engage in
expanding the organization day by day.
2.4 PRINCIPLES OF MANAGEMENT

Dear Learners, let us now read about the principles of management in the
following sentences:
2.4.1 Overview
Management is the act of engaging with an organization’s human talent and
using the physical resources at a manager’s disposal to accomplish desired goals
and objectives efficiently and effectively. Management comprises planning,
organizing, staffing, leading, directing, and controlling an organization (a group
of one or more people or entities) or effort for the purpose of accomplishing a
goal.
31
Industrial Safety Management One of the most important duties for a manager is effectively using an
organization’s resources. This duty involves deploying and manipulating human
resources (or human capital), as well as efficiently allocating the organization’s
financial, technological, and natural resources.
Since organizations can be viewed as systems, management can also be defined

as human action, such as product design, that enables the system to produce
useful outcomes. This view suggests that we must manage ourselves as a
prerequisite to attempting to manage others.
2.4.2 Nature of Managerial Work

In the for-profit environment, management is tasked primarily with meeting the
needs of a range of stakeholders. This typically involves making a profit (for the
shareholders), creating valued products at a reasonable cost (for customers),
and providing rewarding employment opportunities (for employees). Non profit
management has the added importance of attracting and retaining donors.
In most models of management/governance, shareholders vote for the board of

directors, and the board then hires senior management. Some organizations have
experimented with other methods (such as employee-voting models) of selecting
or reviewing managers, but this occurs only very rarely. In the public sector of
countries that are representative democracies, voters elect politicians to public
office. Such politicians hire managers and administrators.
2.4.3 Basic Functions

Management operates through various functions, such as planning, organizing,
staffing, leading/directing, controlling/monitoring, and motivating.
 Planning: Deciding what needs to happen in the future (today, next week,
next month, next year, over the next five years, etc.) and generating plans
for action.
 Organizing: Implementing a pattern of relationships among workers and

making optimum use of the resources required to enable the successful
carrying out of plans.
 Staffing: Job analysis, recruitment, and hiring of people with the necessary
skills for appropriate jobs. Providing or facilitating ongoing training, if
necessary, to keep skills current.
 Leading/directing: Determining what needs to be done in a situation and

getting people to do it.
 Controlling/monitoring: Checking current outcomes against forecast plans

and making adjustments when necessary so that goals are achieved.
 Motivating: Motivation is a basic function of management because without

motivation, employees may feel disconnected from their work and the
organization, which can lead to ineffective performance. If managers do
not motivate their employees, they may not feel their work is contributing
to the overall goals of the organization (which are usually set by top-level
management).
32
2.4.4 Managing Health and Safety at Workplace Safety Management
There are three fundamental reasons for organizations to manage health and
safety risk at workplace. They are:
1) Moral
2) Legal
3) Economic
Moral
Managing
Health and
Safety
Economic
Legal
Figure 2.1: Managing Health and Safety
Moral
Moral reasons are as human beings we should feel obliged to look after each
other’s safety. Often moral reasons are based on the concept of an employer
owing a duty of reasonable care to his employees. Society expects every employer
to demonstrate a correct attitude to health and safety to his workforce.
Legal
In an ideal world, organizations would all “self regulate” or “self police” to
identify and enforce the most appropriate health and safety standards for their
activities. The advantages for this Legal approach include best position to regulate
its own activities and would avoid the need to have a separate regulator. There
are strong reasons for employers to manage risk:
 Preventive: Enforcement notices can be issued by enforcement agencies
 Punitive: Where the criminal courts can impose fines and imprisonment for
breaches of legal duties.
 Compensatory: where employees are able to sue in the civil courts for
compensation.
The International Labor Organization’s (ILO) Occupational Safety and Health
Convention 1981, C155, identifies some basic general duties of employers
towards their employees in Article 16:
1) Employers shall be required to ensure that, the workplaces, machinery,

equipment and process under their control are safe and without risk to health.
33
Industrial Safety Management 2) Employers shall be required to ensure that, so far as is reasonably practicable,
the chemical, physical and biological substances and agents under their
control are without riskto health when the appropriate measures of protection
are taken.
3) Employers shall be required to provide, where necessary, adequate protective

clothing and protective equipment to prevent, so far is reasonably
practicable, risk of accidents or of adverse effects on health.
Economic
Accidents and ill health are a costly affair. These costs may be arising directly
from the accident such as sick pay, repairs to damaged equipment / property,
fines and legal fees or more difficult to assign a monetary value to such as lost
orders and business interruption. The indirect cost includes costs such as Lost
production time, legal costs in defending civil claims, prosecutions or
enforcement action, overtime and other temporary labor costs to replace injured
employee, effects on employee morale, effect of incidents on organizations’
brand image, loss of trained employee etc.
2.4.5 Introduction to Management Systems

Risk management is useful to organizations and enables them to consider the
potential business impacts of foreseeable events, formulate and carry out risk
elimination / control, improve corporate governance, achieve business objectives
in a more targeted / efficient way and retain / improve shareholders confidence.
Most organizations have management systems for one or more aspects of

management and two important models are:
 ILO – OSH – 2001 Guidelines on Occupational Health and Safety
management Systems (ILO, 2001)
 OHSAS 18001 Occupational health and Management Systems:
Specifications (British Standards Institution, 2007)
The key components in an effective health and safety management systems are:
 Management commitment
 Policy
 Organizing
 Planning and implementing
 Performance review
 Audit
 Continual improvement
2.4.6 Principles and Benefits of Risk Management on a Global

Perspective
Risk management has been defined as:
The culture, processes and structures that are directed towards realizing potential
opportunities whilst managing adverse effects (from the AS/NZ 4360 Risk
Management Standard).
34
The following figure shows the place of health and safety risk in business (based Safety Management
on IOSH document on Business Risk Management):
Health and risk

(purerisk)
Loss control (pure

risk)
Risk Management
(speculative risk)
Corporate
Governance
(holistic risk)
Figure 2.2: Health and safety risks in business
2.4.7 Health and Safety Management Model

Figure 2.3 Occupational Health and Safety Management Assessment Series
18001 (OHSAS 18001) describes the Management model as follows:
Occupational Occupational
Health Health
ans Sfety ans Sfety
Policy Policy
Management Planning
review
Checking Implementation
and Corrective and Operation
Action
Figure 2.3: Health and Safety Management Model
2.5 OCCUPATIONAL HEALTH AND SAFETY

POLICY
 This should state the overall health and safety objectives of the organization
and express its commitment in improving health and safety performance.
 Authorized by Top Management
 Commit the organization to continual improvement and compliance with
legislation
 Should be communicated to all employees and other interested parties and
kept up to date by periodic review and documented. 35
Industrial Safety Management 2.5.1 Planning
 Needed for effective identification of hazards and assessment and control
of risks.
 Establishing health and safety objectives consistent with the health and
safety policy and management program
2.5.2 Implementation and Operation

 Putting in place necessary organization structure and resources
 Competence of people involved which includes training and maintaining
awareness
 Communication of health and safety information to / from employees
 Employees to be consulted on health and safety matters and involved in the
development and review of policies and procedures.
2.5.3 Checking and Corrective Action

 Procedures to ensure that it regularly measures and mnitorsealth and safety
performance (proactive, reactive, qualitative and quantitative)
 Procedures should also in a place to record and investigate accidents / non

– conformances and to make sure that remedial actions are implemented
and such actions are effective.
 Occupational health and safety data should be recorded
 Audit program in place to identify whether the occupational health and

safety management system is operating as planned and is effective.
2.5.4 Management Review

 Top Management’s job
 To be periodically reviewed to make sure it continues to be effective
 Documented.
Continual Improvement
The organization should strive to continually improve. It should compare itself
with similar organizations.
2.6 MANAGEMENT PROCESSES

Organizations can be viewed as systems in which management creates the
architecture for the system of production. Managers’role in organizational design
is central but must be understood in the context of their overall responsibilities
within the organization.
Management operates through functions such as planning, organizing, staffing,

leading/directing, controlling/monitoring, and motivation. These functions enable
management to create strategies and compile resources to lead operations and
monitor outputs.
36
2.6.1 Management Hierarchy Safety Management
All levels of management perform these functions. However, the amount of

time a manager spends on each function depends on the level of management
and the needs of the organization—factors which play a role in organizational
design.
 Top-level managers include the board of directors, president, vice-president,
CEO, and other similar positions. They are responsible for planning and
directing the entire organization.
 Middle-level managers include general managers, branch managers, and
department managers, all of whom are accountable to the top-level
management for the functions of their departments. They devote more time
to organizing and directing.
 First-level managers include supervisors, section leads, foremen, and similar
positions. They focus on controlling and directing.
Planning
Controlling Organizing
Directing
Figure 2.4: Functions of Management
As a result of this hierarchy, upper management will view the organizational

design from a macro-level and consider all moving parts of the organization.
Middle-management will generally focus on operations within functional or
geographic areas. Lower-level managers will look at specific processes within
functions or regions. From an organizational-design perspective, the higher
managers are in the organization, the broader the view they will take and the
greater number of moving parts they will consider.
Fulfilling the Organizing Function

Management organizes by creating patterns of relationships among workers,
optimizing use of resources to accomplish business objectives.
2.6.2 Management and Organization

Management operates through various functions, often classified as planning,
organizing, staffing, leading/directing, controlling/monitoring, and motivating.
The organizing function creates the pattern of relationships among workers and
makes optimal use of resources to enable the accomplishment of business plans
and objectives.
37
Industrial Safety Management The organizingfunction typically follows the planning stage. Specific organizing
duties involve the assignment of tasks, the grouping of tasks into departments,
and the assignment of authority and allocation of resources across the
organization.
Structure
Structure is the framework in which the organization defines how tasks are
divided, resources are deployed, and departments are coordinated. It is a set of
formal tasks assigned to individuals and departments. Formal reporting
relationships include lines of authority, decision responsibility, number of
hierarchical levels, and span of managers’ control. Structure is also the design
of systems to ensure effective coordination of employees across departments.
2.6.3 Authority/Chain of Command

Authority is a manager’s formal and legitimate right to make decisions, issue
orders, and allocate resources to achieve desired outcomes for an organization.
Responsibility is an employee’s duty to perform assigned tasks or activities.
Accountability means that those with authority and responsibility must report
and justify task outcomes to those above them in the chain of command.
Through delegation, managers transfer authority and responsibility to their

subordinates. Organizations today tend to encourage delegation from the highest
to lowest possible levels. Delegation can improve flexibility to meet customers’
needs and to adapt to competitive environments. Managers may find delegation
difficult, since control over the task assigned (and eventual outcome) is
relinquished.
One critical risk of command chains is micromanagement, where managers fail

to delegate effectively and exercise excessive control over their subordinates’
projects. Micromanagement reduces efficiency and limits autonomy, thus limiting
the adaptability of a given organization. Effective chains of command must allow
for flexibility and efficient delegation.
2.6.4 Types of Authority (and Responsibility)

 Line authority: Managers have the formal power to direct and control
immediate subordinates executing specific tasks within a chain of command,
usually within a specific department. The superior issues orders and is
responsible for the result; the subordinate obeys and is responsible only for
executing the order according to instructions.
 Functional authority: Managers have formal power over a specific subset
of activities that include outside departments. For instance, a production
manager may have the line authority to decide whether and when a new
machine is needed, but a controller with functional authority requires that a
capital expenditure proposal be submitted first, showing that the investment
in a new machine will yield a minimum return. The legal department may
also have functional authority to interfere in any activity that could have
legal consequences. For example, a purchase contract for a new machine
cannot be approved without a review of the machine’s safety standards.
 Staff authority: Staff specialists manage operations in their areas of expertise.
38 Staff authority is not real authority because a staff manager does not order
or instruct but simply advises, recommends, and counsels in the staff Safety Management
specialists’ area of expertise; the manager is responsible only for the quality
of the advice (in line with the respective professional standards, etc.). Staff
authority represents a communication relationship with management. It has
an influence that derives indirectly from line authority at a higher level.
2.7 ORGANIZATIONAL STRUCTURE AND

CONTROL/DECISION-MAKING
 Tall structure: A management structure characterized by an overall narrow
span of management, a relatively large number of hierarchical levels, tight
control, and reduced communication overhead. Decision-making can be
quite rapid, if it occurs from the top down.
 Flat structure: A management structure characterized by a wide span of

control and relatively few hierarchical levels, loose control, and ease of
delegation. Decision-making is often slower, as it involves a high degree
of integration across the company.
 Centralization: The location of decision making authority near top

organizational levels. Similar to a tall structure, this expedites decision-
making from the top down.
 Decentralization: The location of decision making authority is relatively

evenly dispersed across the company. This works well when creativity and
independent operations create value for the organization.
As each structure will create a different organizational approach to operations,

it is critical to consider how the selection of a structure will affect the business
process. Enabling creativity and minimizing control often comes at the cost of
speed and efficiency, and vice versa.
Fulfilling the Controlling Function

Management control can be defined as a systematic effort to compare
performance to predetermined standards and address deficiencies.
2.7.1 Definition and Concept: Control

In 1916, HenriFayol formulated one of the first definitions of control as it pertains
to management: “Control consists of verifying whether everything occurs in
conformity with the plan adopted, the instructions issued, and principles
established. It’s object is to point out weaknesses and errors in order to rectify
[them] and prevent recurrence.”
Management control can be defined as a systematic effort by business
management to compare performance to predetermined standards, plans, or
objectives in order to determine whether performance is in line with these
standards. It is also used to determine if any remedial action is required to ensure
that human and other corporate resources are being used in the most effective
and efficient way possible to achieve corporate objectives.
Control can also be defined as “that function of the system that adjusts operations
as needed to achieve the plan, or to maintain variations from system objectives
39
Industrial Safety Management within allowable limits.” The control subsystem functions in close harmony
with the operating system. The degree to which they interact depends on the
nature of the operating system and its objectives. Stability concerns a system’s
ability to maintain a pattern of output without wide fluctuations. Rapidity of
response pertains to the speed with which a system can correct variations and
return to expected output.
From these definitions, the close link between planning and controlling can be
seen. Planning is a process by which an organization‘s objectives and the methods
to achieve the objectives are established, and controlling is a process that
measures and directs the actual performance against the planned goals of the
organization. Therefore, goals and objectives are often referred to as the siamese
twins of management:the managerial function of management and the correction
of performance in order to ensure that enterprise objectives and the goals devised
to attain them are being accomplished.
2.7.2 Characteristics of Control

Control has several characteristics. It may be described as being:
 A continuous process.
 A management process.
 Embedded in each level of organizational hierarchy.
 Forward-looking.
 Closely linked with planning.
 A tool for achieving organizational activities.
 An end process.
2.7.3 The Elements of Control

The four basic elements in a control system:
1) The characteristic or condition to be controlled – We select a specific
characteristic because a correlation exists between it and how the system is
performing. The characteristic may be the output of the system during any
stage of processing or it may be a condition that is the result of the system.
For example, in an elementary school system, the hours a teacher works or
the gain in knowledge demonstrated by the students on a national
examination are examples of characteristics that may be selected for
measurement, or control.
2) The sensor – This is the means for measuring the characteristic or condition.
For example, in a home-heating system, this device would be the thermostat;
and in a quality -control system, this measurement might be performed by
a visual inspection of the product.
3) The comparator – This determines the need for correction by comparing

what is occurring with what has been planned. Some deviation from the
plan is usual and expected, but when variations are beyond those considered
acceptable, corrective action is required. It involves a sort of preventative
action to indicate that good control is being achieved.
40
4) The activator – This is the corrective action taken to return the system to Safety Management
expected output. The actual person, device, or method used to direct
corrective inputs into the operating system may take a variety of forms. It
may be a hydraulic controller positioned by a solenoid or electric motor in
response to an electronic error signal, an employee directed to rework the
parts that failed to pass quality inspection, or a school principal who decides
to buy additional books to provide for an increased number of students. As
long as a plan is performed within allowable limits, corrective action is not
necessary; however, this seldom occurs in practice.
These occur in the same sequence and maintain a consistent relationship to each
other in every system.
Fulfilling the Leading Function
Managers lead their organizations and can vary their style and approach to achieve
the desired outcome.
2.7.4 What is Span of Control?

Span of control – or the number of subordinates a supervisor has – is used as a
means of ensuring proper coordination and a sense of accountability among
employees. It determines the number of levels of management an organization
has as well as the number of employees a manager can efficiently and effectively
manage. In the execution of a task, hierarchical organizations usually have
different levels of task processes. Workers at various levels send reports on their
progress to the next levels until the work is completed.
In the past it was not uncommon to see average spans of one to four (one manager
supervising four employees). With the development of inexpensive information
technology in the 1980s, corporate leaders flattened many organizational
structures and caused average spans to move closer to one to ten. As this
technology developed further and eased many middle-managerial tasks (such
as collecting, manipulating, and presenting operational information), upper
management found they could save money by hiring fewer middle managers.
Since management represents the activities that do not directly result in

productivity, they are rather an overhead, span of control determines the additional
operational cost. Quantitatively, companywide overhead can be calculated by
dividing the total number of management staff with the size of organization.
Size and Structural Paradox

As an organization grows in size, it either needs more managers to control the
productivity, thereby adding layers of management hierarchy, or it increases the
span-of-control, increasing exponentially the management complexity. This
paradox also questions the feasibility of horizontalorganizations when the internal
factors demand smaller span-of-control. Perhaps, in practicality, the organizations
grow naturally into hierarchical organizations due to this paradox.
Given a choice, the management will always tend to choose more control; it
gives them the confidence and power. This analysis also explains why employee/
job satisfaction decreases as the size grows, hierarchical growth depletes
employee empowerment while larger span-of-control simply makes the manager
ineffective and the team situation chaotic.
41
Industrial Safety Management Table 2.1: Comparison of span-of-control
Narrow Span Broad Span
Close supervision & directed control. Overloaded supervisors, lo ss o f

control.
Many levels of management, high cost Low management overhead, better

of management staff. operational cost and profit margins.
Less independence and decision Encourages empowerment through

authority for subordinates. delegation of authority and decision
making.
Large distance between top Employees have better communication
management & bottom staff. Poor with the top management.
executive comm unication and
visibility.
2.7.5 Factors Influencing Span-of-control

1) Environmental Stability: When the external environment is more stable
than dynamic, more employees can be supervised by a single manager.
Stable environment is less demanding and reduces the need for quick
response, thereby provide more flexibility in time and schedules.
2) Nature of work: Routine jobs, tasks that require limited skills or are focused,
require only occasional management decision and coaching, thus can have
wider span of control. On the other hand, the tasks that are inherently
complicated; loosely defined and require frequent decision making would
require narrow span of control.
3) Experience level: When the average job related experience of employees is

high, they require little training or direction, the tasks can be easily delegated.
Under such situations, span of control of managers can be increased.
4) Budget Constraints: When an organization is facing financial hardship or

is downsizing, it needs to increase the span of control. On the contrary,
when an organization gets more investment, it tends to reduce the span and
inflate it’s management.
2.7.6 Methods to Maximize the Span-of-control

1) Information technology: Use of efficient communication tools like online /
web based tools, videos, project management and tracking tools, and other
decision support systems can reduce the overall relationship complexity,
thereby encouraging managers to supervise more subordinates.
2) More training: Investing in training the employees for the current job skills
and also future skills makes them more independent. Constantly involving
the employees in various trainings not only increases the collective
intelligence within the organization but also results in readily available
resource pool in-house.
42
3) Work design: If the tasks are designed to be independent, loosely coupled Safety Management
with few interdependencies and probable conflicts, the relationship
complexity can be reduced.
Controlling the size
1) Identify and correct units with unbalanced/skewed ratios between

supervisors and subordinates.
2) Watch for narrowing of span of control over period of time, take corrective
actions that might include restructuring, trainings or downsizing.
2.8 DEFINING LEADERSHIP

Over the years the philosophicalterms ‘management’ and ‘leadership’ have been
used both as synonyms and with clearly differentiated meanings. Debate is fairly
common about whether the use of these terms should be restricted and generally
reflects an awareness of the distinction made by Burns (1978) between
“transactional” leadership (characterized by emphasis on procedures, contingent
reward, man agement by exception) and “transformational” leadership
(characterized by charisma, personal relationships, creativity). Management is
often associated with the former and leadership with the latter.
Leaders who demonstrate persistence, tenacity, determination, and synergistic

communication skills will bring out the same qualities in their groups. Good
leaders use their own inner mentors to energize their team and organizations
and lead a team to achieve success.
Group Leadership
In contrast to individual leadership, some organizations have adopted group
leadership. In this situation, more than one person provides direction to the group
as a whole. Some organizations have taken this approach in hopes of increasing
creativity, reducing costs, or downsizing. Others may see the traditional leadership
of a boss as costing too much in team performance. In some situations, the team
members best able to handle any given phase of the project become the temporary
leaders. Additionally, staff experiences energy and success when each team
member has access to elevated levels of empowerment.
2.8.1 Leadership Styles

A leadership style is a leader’s approach towards providing direction,
implementing plans, and motivating people. It is the result of the philosophy,
personality, and experience of the leader. Rhetoric specialists have also developed
models for understanding leadership.
Different situations call for different leadership styles. In an emergency, when

there is little time to reach an agreement and where a designated authority has
significantly more experience or expertise than the rest of the team, an autocratic
leadership style may be most effective. However, in a highly motivated and
aligned team, with a homogeneous level of expertise, a more democratic or
laissez-faire style may be more effective. The leadership style adopted should
be the one that most effectively achieves the objectives of the group while
balancing the interests of its individual members. 43
Industrial Safety Management 2.8.2 Positive Reinforcement
Anyone thinking about managing a team must consider positive reinforcement.
B.F. Skinner, the father of behavior modification, developed this concept. Positive
reinforcement occurs when a positive stimulus is presented in response to a
behavior, increasing the likelihood of that behavior in the future.
The following is an example of how positive reinforcement can be used in a

business setting. Assume praise is a positive reinforcement for a particular
employee. This employee does not show up to work on time every day. The
manager of this employee decides to praise the employee for showing up on
time when the employee actually does so. As a result, the employee comes to
work on time more often because the employee likes to be praised. In this
example, praise (the stimulus) is a positive reinforcement for this employee
because the employee arrives at work on time (the behavior) more frequently
after being praised for it.
The use of positive reinforcement is a successful and growing technique used

by leaders to motivate and attain desired behaviors from subordinates.
Organizations, such as Frito-Lay, 3M, Goodrich, Michigan Bell, and Emery Air
Freight, have all used reinforcement to increase productivity. Empirical research
covering the last 20 years suggests that reinforcement theory has a 17% increase
in performance. Additionally, many reinforcement techniques, such as the use
of praise, are inexpensive and provide higher performance and employee
satisfaction for lower costs.
2.8.3 Fulfilling the Planning Function

Planning is the process of thinking about and organizing the activities required
to achieve strategic objectives.
Planning
Planning is the process of thinking about and organizing the activities required
to achieve a desired goal. Planning involves the creation and maintenance of a
given organizational operation. This thought process is essential to the refinement
of objectives and their integration with other plans. Planning combines forecasting
of developments with preparing scenarios for how to react to those developments.
An important, albeit often ignored, aspect of planning is the relationship it holds
with forecasting. Forecasting can be described as predicting what the
future will look like, whereas planning predicts what the future should look like.
Planning is also a management process, concerned with defining goals for a

company’s future direction and determiningthe missions and resources to achieve
those targets. To meet objectives, managers may develop plans, such as a business
plan or a marketing plan. The purpose may be achievement of certain goals or
targets. Planning revolves largely around identifying the resources available for
a given project and utilizing optimally to achieve best scenario outcomes.
Strategic Planning
Strategic planning is an organization’s process of defining its strategy or direction
and making decisions about allocating its resources to pursue this strategy. To
determine the direction of the organization, it is necessary to understand its
44 current position and the possible avenues through which it can pursue a particular
course of action. Generally, strategic planning deals with at least one of three Safety Management
key questions:
 What do we do?
 For whom do we do it?
 How do we excel?
The key components of strategic planning include an understanding of the firm’s
vision, mission, values, and strategies. (Often a “vision statement” and a “ mission
statement “ may encapsulate the vision and mission.)
1) Vision: This outlines what the organization wants to be or how it wants the
world in which it operates to be (an “idealized” view of the world). It is a
long-term view and concentrates on the future. It can be emotive and is a
source of inspiration. For example, a charity working with the poor might
have a vision statement that reads “A World without Poverty.”
2) Mission: It defines the fundamental purpose of an organization or an

enterprise, succinctly describing why it exists and what it does to achieve
its vision. For example, the charity above might have a mission statement
as “providing jobs for the homeless and unemployed.”
3) Values: These are beliefs that are shared among the stakeholders of an
organization. Values drive an organization’s culture and priorities and
provide a framework in which decisions are made. For example, “knowledge
and skills are the keys to success,” or “give man bread and feed him for a
day, but teach him to farm and feed him for life.” These example values
place the priorities of self-sufficiency over shelter.
4) Strategy: Strategy, narrowly defined, means “the art of the general”—a

combination of the ends (goals) for which the firm is striving and the means
(policies) by which it is seeking to get there. A strategy is sometimes called
a roadmap, which is the path chosen to move towards the end vision. The
most important part of implementing the strategy is ensuring the company
is going in the right direction, which is towards the end vision.
2.8.4 Tools and Approaches

There are many approaches to strategic planning, but typically one of the
following is used:
 Situation-Target-Proposal: Situation – Evaluate the current situation and

how it came about. Target – Define goals and/or objectives (sometimes
called ideal state). Path/Proposal – Map a possible route to the goals/
objectives.
 Draw-See-Think-Plan: Draw – What is the ideal image or the desired end

state? See – What is today’s situation? What is the gap from ideal and why?
Think – What specific actions must be taken to close the gap between today’s
situation and the ideal state? Plan – What resources are required to execute
the activities?
Among the most useful tools for strategic planning is a SWOTanalysis (Strengths,
Weaknesses, Opportunities, and Threats). The main objective of this tool is to 45
Industrial Safety Management analyze internal strategic factors (strengths and weaknesses attributed to the
organization) and external factors beyond control of the organization (such as
opportunities and threats).
2.8.5 Delegation and Decentralization of Authority

Delegation
Delegation is the act of assigning formal authority and responsibility to the
subordinate to carry out specific activity.
Advantage
The more tasks the manager delegate the more opportunity they have to seek
higher responsibilities.
 Delegation cause employee to accept accountability and exercise judgment.
 Delegation not only helps to train them but also improves their self
confidence and willingness to take initiative.
 Delegation leads to better decision making as employee have clear view of
the fact.
 Effective delegation speeds up decision making process because delay is
eliminated when employee is authorized to take necessary steps.
Prerequisite of delegation:
 Willingness of manager
 Give employee freedom
 Let them choose methods that is different than his
 Give freedom to make mistakes
 Mistakes are not viewed as excuse to stop delegation
 Opportunity to offer training
 Open communication between employee and manager
 Manager need to know the capabilities of employee
 Manager need to encourage their ability and back them up
 Manager’s ability to analyse and understand the factors
 Organizational goal
 Capability of employee
 Task’s requirements
Steps of delegation
1) Decide Which task can be delegated:
i) Many items should be delegated
ii) First, minor decisions and recurring chores
iii) Demanding jobs and challenging tasks to capable one
46
2) Decide who should get the assignment: Safety Management
i) Who have available time

ii) For whom it would be a useful developmental exercise
iii) Who have special skill
3) Provide sufficient resource to carry out delegated tasks:
i) Financial resources
ii) Staff resources
iii) Time resources
4) Delegating the assignment:
i) Provide all relevant information about task
ii) Specify expected result
iii) Cultivate a climate of open communication
5) Be prepared to run interference if necessary:
i) Resources may be insufficient
ii) Person may run up against resistance of others
6) Establish a feedback system:
i) Establish checkpoints and feedback system
ii) Design feedback system carefully
iii) Tighter the control less actual delegation will take place
Power
Power is the ability to exert influence on other people. Power can be present in
any relationship. In an organization manager exert power on subordinates. Again
subordinates can also exert power on his boss by useful suggestions.
Five bases of power:

1) Reward power
2) Coercive power
3) Legitimate power
4) Expert power: Based on the belief or perception that influencer has some
special knowledge that influence doesn’t have
5) Referent power: This power is exerted by the influencer with whom a person
desire to be identified.
Authority
Authority is a form of power. Authority is often used more broadly to refer to a
person’s ability to exert power as a result of quality such as knowledge or titles
such as judge.
Formal authority is the type of power that is associated with organizational

structure and management.
47
Industrial Safety Management Classical View of Formal Authority
Authority originates at very high level and then lawfully passed down from
level to level.
Accepmtance View of Formal Authority

Not all legitimate orders or commands are obeyed at all circumstances. Some
are accepted by the receiver, some are not. Receiver decides whether to comply
or not.
Chester I. Barnerd defined some conditions under which one will comply with
the command of higher authority:
1) He can understand the command
2) At the time of decision he believes that, it is not inconsistent with the purpose
of the organization
3) At the time of decision he believes that, it is compatible with his personal
interst
4) He is physically and mentally able to comply with it.
Types of authority:
1) Line authority: Managers with line authority are those people in the
organization who are directly responsible to achieve org goals. LA is
represented by the organizational chain of command.
2) Staff authority: People or groups with Staff authority provide service and
advice to line managers. Brand department, Sales and marketing department.
Ad firm what should be the slogan of the product.
3) Functional authority: Authority of members of staff department to control

the activities of other departments. Quality Control(QC) department
Departmentalization
Departmentalization is the process of grouping individuals into departments
and grouping departments into totalorganizations. Different approaches include:
 Functional – departmentalization by common skills and work tasks
 Divisional – departmentalization by common product, program, or
geographical location
 Matrix – a complex combination of functional and divisional
 Team – departmentalization by teams of people brought together to
accomplish specific tasks
 Network – independent departments providing functions for a central core
breaker
Centralization
Centralization occurs when decision-making authority is located in the upper
organizational levels. Centralization increases consistency in the processes and
procedures that employees use in performing tasks. In this way, it promotes
workplace harmony among workers and reduces the cost of production.
48
Centralization is usually helpful when an organization is in crisis and/or faces Safety Management
the risk of failure.
Centralization allows for rapid, department-wide decision-making; there is also

less duplication of work because fewer employees perform the same task.
However, it can limit flexibility and natural synergies. Autonomy in decision-
making is reserved for only a small number of individuals within the workforce,
potentially limiting creativity.
unit.
1) Explain the types of authority.
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
2) Describe the role and functions of a safety manager.

......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
2.9 LET US SUM UP

This unit details the concepts, nature and importance of industrial safety
management; the elements and functions of management; and the general
management principles. The unit introduces the learner to various aspects
regarding industrial safety management which is very important.
2.10 KEY WORDS

Departmentalization is the process of grouping individuals into departments
and grouping departments into total organizations.
Delegation is the act of assigning formal authority and responsibility to the

subordinate to carry out specific activity.
49
Industrial Safety Management Planning is a management process, concerned with defining goals for a
company’s future direction and determiningthe missions and resources to achieve
those targets.

READINGS
Resource for Development and Delivery of Training to workers, US Dept of
Labor, Occupational Safety and Health Administration, OSHA 3824-08, 2015
The Impact of Safety representatives on Occupational Health, A European

Perspective, María Menéndez, Joan Benach, Laurent Vogel, Report 107,
European Trade Union Institute, 2006
https://www.osha.gov/dte/grant_m aterials/fy08/sh-17815-08/02_ pg_
module_2.pdf
https://www.icao.int/APAC/Meetings/2011sip/WP.19%20-%20Safety.pdf
http://practical-management.com/pdf/Organization-Development/Organization-
s-size-and-span-of-control.pdf?format=phocapdf
http://ders.es/Power,Authorityanddelegation.pdf
http://www.hse.gov.uk/pubns/priced/hsg65.pdf

Your answers should include the following points:
1) Types of authority:
 Line authority
 Staff authority
 Functional authority
2) Health and Safety Managers are to:
 Develop / formulating health and safety policy
 Promote a positive culture
 Plan to meet objectives
 Implement and monitor policy
 Review and audit the whole system
50
Safety Management
UNIT 3 INDUSTRIAL SAFETY
ORGANIZATION
Structure
3.0 Introduction
3.1 Objectives
3.2 Principles and Practices, Safety Organization
3.3 Role of Safety Committee and Its Formation
3.4 Safety Awareness Programme: Motivation, Education and Training
3.5 Appraisal of Plant Safety and Measurement of Safety Performance
3.6 Total Loss Control Concept
3.7 Let Us Sum Up
3.8 Key Words
3.0 INTRODUCTION
Industrial safety is very important because it protects human life. This is of
importance in working professions such as those working in the nuclear, aircraft,
chemical, oil and gases, and mining industries. Here even a small mistake can
sometimes cause hazards and can be catastrophic. Industrial Safety generally
focuses to reduce risks to people, and processesý. Industrial safety refers to
the management of all operations and events within respective industries in order
to protect its employees and assets by minimizing hazards, risks, accidents, and
near misses. This unit details on industrial safety organization.
3.1 OBJECTIVES
After completing this unit you will be able to:
 describe the role of safety committee and its formation;
 explain the safety awareness programme;
 describe the appraisal of plant safety and measurement of safety
performance; and
 explain the total loss control concept.
3.2 PRINCIPLES AND PRACTICES, SAFETY

ORGANIZATION
Principlesstates that for every accidental death there is many human injury,
property damages and near misses. These can be avoided by practices and safety
measures. To have safety management and to prevent occupational accidents,
we have to establish proper safety management systems and promote voluntary
51
Industrial Safety Management safety activities in the workplace in form of some workshop. There are many
types of safety management systems. They may be by industry, scale, production
methods and other factors. Strength of each and every enterprise is brought out
as a whole by the system in an effective manner which is very important.As the
social and economic circumstances surrounding companies and workers change
to include the growth of outsourcing, such as the subcontracting of operations,
an increase in mergers and spin offs, and a diversification in the forms of
employment, it is necessary to build a safety and health management system
that has adapted to these changes.There are four basic motives or reasons for the
occurrence of unsafe acts.They are:
a) Improper attitude
b) Physical unsuitability
c) Lack of knowledge or skill
d) Improper environment
Occupational accidents in production environments and existing safety
management and their failure to function were investigated. An abductee
approach was used, which implies continuous interplay between the theoretical
and empirical world. Existing management systems do not work satisfactorily
due to problems in operationalization and formalization phases.The number of
industrialaccidents has declined over the long term, but more than 1,500 precious
lives are still lost each year, and the number of serious accidents in which three
or more people are killed or injured has been rising since 1985. As the social
and economic circumstances surrounding companies and workers change to
include the growth of outsourcing, such as the subcontracting of operations, an
increase in mergers and spin offs, and a diversification in the forms of
employment, it is necessary to build a safety and health management system
that has adapted to these changes. Recently, more than 60% of workers experience
strong unease or stress about work. Meanwhile, the rate of findings in the results
of general medical examinations is going up each year, and these findings include
a growing proportion of people with hyperlipemia and hypertension. It is
suggested that in order to improve safety management, conflicts between safety
and other company goals should be made explicit. The technical approach should
be improved since the safety of machinery outside normal operation is still
unsatisfactory. Organizations must carefully decide to what extent solutions
should be based on normative approach.
52 Fig. 3.1: The Safe Operation Formation

Check Your Progress 1 Industrial Safety
Organization
unit.
1) What are the principles of safety organization?
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
2) What are the motives for occurrence of unsafe acts?

......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
3.3 ROLE OF SAFETY COMMITTEE AND ITS

FORMATION
The role of safety committee is because to prevent the industrial accidents. The
committee should be formed in all the workplaces. There are many benefits of
this committee; it acts as a communication key between people doing work and
people directing it. With a proper safety committee team, we can have the
following.
 Reducing accidents.
 Awareness of health and safety is improved.
 Experience is available for solving the problems.
 Due to better communication the co-operation is developed.
 All the workers have a chance to express their way.
The internal system responsibility is philosophicalfoundation of the Occupational
Health and Safety Act. As it is said that the responsibility for safety management
in any workplace rests with the top managers, it is important for top managers to
be fully aware of safety management and to lead safety management activities
themselves in or-der to maintain active safety and health activi-ties in the
workplace. For that purpose, it is important for the top managers to show to all
the workers in the work-place a positive stance in dealing with safety
53
Industrial Safety Management man-agement by expressing basic thinking on safety and ideals of safety as the
basic policy.
When expressing the basic policy, it is impor-tant to analyze the current status
of industrial accidents in the workplace, the actual circum-stances of safety
management activities, and the present situation relating to personnel in charge
of safety management and expenses as well as examining whether implementing
further strate-gies to achieve the basic policy is justified or not. Moreover, it is
essential to adequately take up the views of managers, supervisors, and workers
at all levels as well as safety staff and to reflect these views in the basic policy.
It acts under the basic principle that all persons in the workplace have
responsibility in health and safety of the environment.Strategies should be
developed to prevent indus-trial accidents in the following areas: specifying the
hazards and toxicity arising from structures, raw materials and work practices
in the workplace; estimating the extent of them; examining the sub-stance of
risk reduction measures based on the re-sults and implementing reduction
measures.The employer will specify risk related to hazards and toxicity that are
latent in the workplace, such as hazardous machinery, toxic chemicals, noise
and heat, based on categories designated in advance in accordance with
information that includes work standards. Examples of the classifications are
set out in the Guidelines for Risk Assessment, but the workplace’s own
classifications may also be used.It is also necessary to consider the impact of
unsafe practices arising from such factors as night work, hours of non-skilled
manual work and fa-tigue in specifying risk.
The committee is formed with certain rules and regulations with in it.
 Size of the committee is not dictated in the act.
 There should be at least one representative from one place.
 Committee must meet at least once in a month.
 Meetings and work has to be done on time.
 Committee might have their own rule.
 Committee members, meetings, contact information and all reports must
be visible and accessible to all workers.
unit.
1) Why is role safety committee necessary?
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
54
2) State any 4 rules, how the committee should be formed? Industrial Safety
Organization
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
3.4 SAFETY AWARENESS PROGRAMME:

MOTIVATION, EDUCATION AND TRAINING
Safety awareness programmer is one who has safety responsibility. Professions
and our job is not so important when compared to our health. We should have
awareness of the safety measures and then we should involve ourselves in job.
You should have right equipment, tools and procedures before starting your
work. We should be safe and also should tell the co-workers about the safety
measures.
Fig. 3.2: Death rates
Why safety measures and awareness are needed?

 It is important to prevent accidents.
 It also prevents environmental pollution.
We need to have proper training before going to take dangerous tasks. We should
have a full fledged department of safety workers who are all working for this
purpose. We need to form a committee with well-educated members regarding
this safety measures. We need to have a first aid kid before leaving for any
work. We also need to have a battery backup if we are doing our work for so
long time. There are many training management system and many rules for
having that system. Supervisor should review each and every task day by day.
55
Fig. 3.3: Goals of safety measures
In case of any emergency we should be able to contact the emergency people

immediately. If there is any leakage in chemical factory we should be able to
identify from where the leakage is happening. We need to have proper tools and
presence of mind to stop the leakage.
unit.
1) Who is responsible for safety program and why?
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
2) Why safety measure needed?

......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
56 ......................................................................................................................
Industrial Safety
3.5 APPRAISAL OF PLANT SAFETY AND Organization
MEASUREMENT OF SAFETY
PERFORMANCE
The primary purpose of measuring health and safety performance is toprovide
information on the progress and current status of the strategies, Processes and
activities used by an organization to control risks to health andSafety.
‘Each organization must create and communicate performance measures that

reflect its unique strategy’- Kaplan
Appraisal can be managerial or functional. Managerial appraisal is defined as

the determin ing the effectiveness of the manager in establishing and
implementing the plans which should be within the policy. It will be based on
the functional appraisal, internal audits and other information. Functional
appraisal is defined as the documented review which is performed with certain
criteria and guidance which is verified by evaluation. Risk reduction measures
are examined for areas with priority established based on the estimation of risk.
Except for when it is considered that the bur-den required for risk reduction is
high in propor-tion to the effect on preventing industrial accidents due to risk
reduction, there is a marked imbalance between the burden and effect, and
requiring mea-sures is clearly unreasonable, the examination of risk reduction
measures must be implemented in the following order of precedence for high
priority areas as much as is possible.The concepts of Total Loss Control and
Total Loss Prevention are also useful to measure and maintain the levels of
safety.
unit.
1) What is meant by appraisal?
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
3.6 TOTAL LOSS CONTROL CONCEPT

Loss control concept is defined as the proactive measure taken to prevent or
reduce the loss involving in accidents, ill, injury etc. the aim of this is to control
the loss frequency. Loss control system has many inputs in it. They are as follows.
 Implement loss control policy.
57
Industrial Safety Management  Assigning duties and responsibilities.
 Review of claims data.
 Review of emergency plans.
The loss concept has many benefits. They are,
 Loss of equipment and property is minimized.
 Frequency and serving of accidents are reduced.
 Expenditure of insurance claim is reduced.
 Safe and healthy environment is provided.
b) Check your progress with answers given at the end of the unit.
1) What are benefits of loss concept?
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
3.7 LET US SUM UP

This unit discussed on the role of safety committee and its formation. It also
focussed on the safety awareness programme and the appraisal of plant safety
and measurement of safety performance. Finally the unit details on the total
losscontrol concept.
3.8 KEY WORDS

Total loss control concept: It is defined as the proactive measure taken to prevent
or reduce the loss involving in accidents, ill, injury etc. the aim of this is to
control the loss frequency.
Managerial appraisal: It is defined as the determining the effectiveness of the

manager in establishing and implementing the plans which should be within the
policy.
58
Industrial Safety
3.9 REFERENCES AND SUGGESTED FURTHER Organization
READINGS
Fundamentals of Industrial Hygiene. 5th Ed. Plog, Barbara and Patricia Quinlain.
Chicago, IL: National Safety Council, 2001.
Occupational Medicine. 3rd Ed. Zenz, Carl, O. Bruce Dickerson, Edward P.

Horvath. Milwaukee, Wisconsin: Mosby, 1994. Provides information on
occupational medicine principles and practice as well as on specific hazards
and agents.
The Occupational Environment Its Evaluation and Control. 2nd Ed. Dinardi,
Salvatore. Fairfax, VA: American Industrial Hygiene Association, 2003.

Your answers should include the following points:
1) Principles states that for every accidental death there is many human injury,
property damages and near misses. These can be avoided by practices and
safety measures.
2) The basic 4 motives are :

a) Improper attitude
b) Physical unsuitability
c) Lack of knowledge or skill
d) Improper environment
1) The role of safety committee is because to prevent the industrial accidents.
The committee should be formed in all the workplaces, it is mandatory
according to the act of Healthy and Safety under the Section 25.
2) The rules and regulation are:
a) Size of the committee is not dictated in the act.
b) There should be at least one representative from one place.
c) Committee must meet at least once in a month.
d) Meetings and work has to be done on time.
e) Committee might have their own rule.
f) Committee members, meetings, contact information and all reports
must be visible and accessible to all workers.
1) Safety awareness programmer is one who has safety responsibility. The
safety responsibility of one person depends on the same person.
59
Industrial Safety Management 2) Safety measures are needed because:
a) It is important to prevent accidents.
b) It also prevents environmental pollution
1) Appraisal can be managerial or functional. Managerial appraisal is defined
as the determining the effectiveness of the manager in establishing and
implementing the plans which should be within the policy. It will be based
on the functional appraisal, internal audits and other information. Functional
appraisal is defined as the documented review which is performed with
certain criteria and guidance which is verified by evaluation.
1) They are:
 Loss of equipment and property is minimized.
 Frequency and serving of accidents are reduced.
 Expenditure of insurance claim is reduced.
 Safe and healthy environment is provided.
60
Industrial Safety
UNIT 4 INDUSTRIAL SAFETY AWARENESS Organization
AND TRAINING
Structure
4.0 Introduction
4.1 Objectives
4.2 Assessment of Training Needs
4.2.1 Methods Used For Assessment of Industrial Training Needs
4.3 Training for Safety: Design & Development of Training Programs
4.4 Training Methods and Strategies
4.5 Evaluation of Training Programs
4.6 Types of Training Programs: In-Plant Training Programs, Out-of-plant
Training Programs
4.7 Job Instructions Vs Safety Instructions
4.8 Safety Committee and Union Participation:
4.8.1 Safety Committee and Union Participation: Trade Unions: History of Trade
Unions in India
4.9 Role of Trade Unions in Safety and Health
4.10 Let Us Sum Up
4.11 Key Words
4.0 INTRODUCTION
Trainings on Industrial Safety is an important tool to help prevent all workplace
related injuries and illness. Training in any industry is provided to the staff with
an objective to improve awareness; skills; understanding of process; system;
products; environment; qualifications; efficiency; work performance; safety
norms; work culture ethics; know-how of the procedures/ SOP (Standard
Operating procedures) etc. Any effective safety training encourage and prepares
workers for any unsafe situation, hazard, risk etc. by bringing awareness,
empowerment and learning’s to advocate for safer workplaces in Industry.
This unit has been designed with a purpose that the learner will understand:
 importance of the Safety awareness and Training in an industry;
 why to provide a Industrial Safety Training that is specific, practical, accurate
and credible, to the staff and workers;
 how to assess the training needs in-plant and out-of the plant;
 how to design and develop training program for all employees including
sub-contractual staff and visitors visiting in industry;
 why the evaluation of training program is important;
61
Industrial Safety Management  Role of safety committee, trade unions in improving workplace and
occupation related industrial safety.
Training team must include, as a minimum:
 Top Management of industry or their representative who have direct access
with top management,
 Experts on
 Industrial safety,
 Occupational health & safety,
 Safety norms,
 Legal expert on Occupational-Health-Safety and
 Trainings (with experience on how to design develop and implement the
training courses)
 Trainers (with experience on how to deliver and evaluate the training
courses).
To understand this unit more exhaustively robust and informative authors are
advised also to refers ISO 17020: 2005; ISO 45001: 2018 (Occupational Health
and Safety). It is worth noted that the most applicable International Standard on
“Requirements with guidance for use on Occupational Health & Safety” i.e.,
ISO 45001:2018,mentionsword ‘Training’ about 22 times while the word Health
has appeared 97 times in the International Standard.
4.1 OBJECTIVES
 describe training for safety and training methods;
 explain the types of training programmes;
 understand the history of trade unions in India; and
 comprehend the role of trade unions in safety and health.
4.2 ASSESSMENT OF TRAINING NEEDS

Each industry prepares an annual training plan, before-hand based on the
employees training needs. There are various terms used for the ‘Assessment of
training needs’ e.g., TrainingNeed Analysis, learning scope assessment, advance
learning for performance improvement, efficiency improvement program, etc.
The ultimate aim for training need assessment of the staff is to improve the
skills; awareness; understanding of process, system, products, environment;
qualifications; efficiency; work performance; know-how of the procedures etc.
Training programs must provide a course to trainees that are practical (situations
and time tested), accurate (specific to industry/ work environment), credible (by
industrial safety experts) so that the training matter reaches the trainees loud
and clear. Basic purpose of the Training Analysis is to create a formal bridge
between training objective, available design data and the training media, so as
62
to facilitate smooth transfer of training components to the actual operational Industrial Safety Awareness
and Training
environment.
Industrial safety related training needs arises when employees (new joining or
old) needs skill development, improvement or enhancement of skills and
knowledge and awareness. For example when new employees join some industry
there is always an induction program provided to them to improve or add
awareness on the safety policy, procedures, guidelines and norms to be followed
while inside the industry premise. Every industry have defined safety norms,
internal regulation, guidelines to be adhere to by all employees, and interested
parties e.g., contractors, sub-contractors or even by visitors. These norms can
be working hours, behavior and attitude at work in industry, emergency
procedures, workpermits, lockout- tag out procedures, speed limits, out-of-bound
areas etc.
Training needs also arises if some employee is found breaching the procedures
or breaking the defined rules in the industry. With this type of act it is understood
by the management or safety-trainingdepartment that either there is unawareness
or negligence and in either case at least refresher training course or read-again
procedures training is must, since safety training is a magical tool to improve
industrial safety culture in industry.
Mo stly department heads or im mediate supervisors are assigned the

responsibilities of assessment of Training needs. These identified trainings are
then added to theAnnual/ Semester/ Quarterly (as applicable in industry) Training
plan. Sometimes employees in industry also are asked to choose some training
from existing training modules or database. Training that remain common and
appear mostly every semester or quarter in training plan can be First Aid; fire
fighting measures; emergency procedures, work permit etc.
Basically training needs assessment can be divided in four-steps, for example:
 Firstly, to identify a clear safety goal that the training will supports, e.g.,
zero fatal incident in ‘A given year’
 Secondly, to determine safety related tasks that workers’ need to perform

so that the company may can reach goal efficiently e.g., safe work culture,
defined working hours, no access working hours, alcohol free premise, no
drugs zone, no smoking in premise or smokingat defined locations, trainings,
awareness, one-to-one discussions on above mentioned points etc
 Thirdly, to identify the safety related training activities that will ensure
that workers’ learn and perform the tasks safely e.g., toolbox talks, regular
supervision, surprise inspections, stricter norms attached with cautions,
memos, fines etc
 Fourthly, to determine the learning characteristics of workers so as to make

training more effective and grasped by workers, e.g., training effectiveness
evaluation, train the trainers, etc.
Training programs can be made more effective by exhaustive participation of

participants, experience sharing, hand-on-experience, live demo, and field survey,
of trainees in workshops.
63
Industrial Safety Management 4.2.1 Methods Used For Assessment of Industrial Training
Needs
There can be various methods of assessment of industrial trainings needs; few
of them are for example:
1) General survey among all employees
2) Individual request for specific safety training
3) Recommendation and feedback of Safety department heads
4) Recommendations by immediate supervisor
5) All trainings identified by training department must be in consultation with
Human resources- Training department and Safety Incharge in Industry
6) Lapse of procedure, brings immediate up-gradation or attention of top
management & employees awareness.
7) On Site assessment of staff e.g., on machines, tools or in workshop or in
Industry premise by general observations itself etc.
8) Feedback by Hazard response team and emergency Response team.
Training needs assessments can be of various types e.g., Assessment for
individuals and Group based assessments and survey based assessments.
Individual type assessment may include initial analysis types like Front End
Analysis, Task Analysis, Let’s do Task Analysis, Competency Analysis etc.
Group assessment may include tools like Delphi Technique, Nominal Group
Process, Assessment Center Technique, and Reflection on Practice.
Survey based assessment may include an EducationalNeeds Survey, Employee

Attitude Survey, Customer Survey, and a Problem Survey.
Various other assessment types can be like Organizational Audit, Individual

Needs interview etc.
4.3 TRAINING FOR SAFETY: DESIGN &

DEVELOPMENT OF TRAINING PROGRAMS
Sooner the Trainings have been identified from interested trainees or departments
via TNA (Training Needs Analysis) the next step begins for design and
development of an industrial safety training program. Development or need-
based updations of training programs can be considered along with TNA in
industries where, training continues through the year or where the movement of
employees or contractors is more. While design and development of training
program following parameters availability must be considered:
 Workforce who will be trained
 Adequate and competent Tutors or trainers
 Training facility with conducive workplace for effective learning
 Industrial Safety focused and trainees focused training course material &
related content
64
 Availability of digital media support for conducting effective training Industrial Safety Awareness
and Training
program
 Arrangements for necessary field or site or workshop visit
 Training Program evaluation arrangements for industrial safety training
program
 Quality controls on industrial safety training program
Training programs are designed separately with different levels of participants
in mind. Designing and development of program can be in following categories:
Basic Industrial Safety Course

Includes ground level workers, these can be industry workers, non-supervisors,
contractors, visitors, all new-recruitments in industry or other interested parties
Advanced Industrial Safety Course

Includes Managerial level staff, these can be Top management, Managers,
Supervisors, Contractors, etc. These training mainly include the basic level and
on topics like safety standards and regulations applicable in industry.
Train the Trainers Industrial Safety Course

Includes Trained Staff including those who trains other staff or employees, these
can be industry experts, contractors, Managers or Supervisors. These training
mainly include the basic level and on topics like safety standards and regulations
applicable in industry.
The content of basic and advanced levels trainings may include hazard
identification at site; awareness on industrial safety procedures define by industry;
protective measures; emergency procedures; appropriate use of PPEs; HIRA;
emergency evacuation; First Aid; fire fighting measures; work permit etc.
It is noteworthy that designing of training material is as important as the content

itself. Material or the presentation must be visually catchy and appealing to
encourage trainees to read. Presentation must be specific to the point and each
slide must not contain more than six lines of running text matter.
Basic five questions in checklist can support in designing and developing a

effective and robust training programs 1.who need training, 2. Why they need
training, 3.what training is needed, 4.at what point these trainees need training,
and 5. How the identified trainees will be trained.
While designing a training material design development team must keep in mind
that the Safety training program / training material must:
 Be subject specific, measurable in terms of effectiveness, achievable during
the course duration with existing participants, relevant to the subject and
time bound- can be completed in defined time frame.
 Consider the target audience
 Included role-play, hand on practices, case studies, demo or site/workshop
visit, group activities with little or no reading, etc during training;
 Include presentations, with help of pictures, graphs, live equipments, or
situations or scenarios- these can be on digital media as well. 65
Industrial Safety Management  Be focused on the sector/ process/ location specific safety, i.e., it can be
mechanical safety; electrical safety; general safety etc;
 Include feedback system on daily basis and at the end of the program.
 Direct interaction with training participants and trainer
 Be designed based on group based training
 Provide ample chances to each trainee to participate in discussions and
presentations as group leader
 Behavioural aspects in disseminating learning and demonstration
 Consider Safety related Literacy level
 Consider that the skill, learning and understanding capabilities of different
individual are different
 Be crispy, precise and directly industrial safety related.
 Be available to student’s offsite as handouts to read in their leisure time.
 Not included heavy or exhaustive jargons, abbreviations, special terms etc.
4.4 TRAINING METHODS AND STRATEGIES

Multiple Training methods can be employed to deliver trainings. These can be
OJT (On-Job-Training) method, Simulation method, Classroom training,
workshop training, group based participatory method training, team building,
and individual participations. Training dissemination to participants can be
through teaching, lectures, power-point presentations, use of flip charts or digital
media as visual aid support. It must be made sure by the tutor that he is soundly
audible to the participants, his writing on board or flipchart is quite legible and
must provide enough time for explanation and if necessary must discuss and
clear the doubts in break-times.
On the Job Training method

This training Methods is employed for actual work place where daily routine
work is performed having actual tools equipments, machines study material,
work instructions, work procedures etc. During OJT, Supervisor / Trainer teach
the workplace safety, safe working procedure e.g., use of safe work permit, use
of fire fighting protections, and as per the defined work instructions or procedures.
Workers learn most effectively in OJT and safety related results are best achieved
after this training. In most cases, Safety experts or Supervisors are the tutor for
such trainings ho may initiate such training with a small session of working
procedure or work instruction. An onsite evaluation is also performed
simultaneously, correcting any deviations on the spot.
Simulation method
In this type of training, actual workplace is mechanically-designed to provide
training. It can be done in a classroom or in any site away from the actual site.
This is another effective method of training but lesser effective than OJT. This
type of training is intended for situations where high level of responsibility for
life and property is involved and the skills required are high degree of practice.
In this simulation method it is easy to correct the deficiencies and improve the
skills effectively, by performing repeatedly, since training is conducted under a
66
controlled non-actual environment. These training are conducted for situation Industrial Safety Awareness
and Training
like emergency situation on ship, aircraft, power generation units, defense system,
etc. Simulation method is also effective to train staff on advance emergencies
dealing with fire emergencies, deep ocean accidents, high sky accidents, diving
situation, medical emergencies, nuclear leaks etc.
Participatory Method
Participatory Method is one of the most effective method of training. It helps
trainees in bringing own experience and knowledge to tackle any given safety
related case study; bring more concentration by individual since they will be
focused on learning through doing; will create a comfortable zone for trainees
with enhance learning with group. Various tools of participatory methods are
Icebreaking session, Risk maps, role play, demonstration and hands-on activities
participation, small group exercise, games, pictures identification, brainstorming,
participatory lectures etc. Participatory methods training are often supported by
formal classroom training. Sometimes training can occur by using web-based
technology or video conferencing tools.
Training of Manager, Supervisors and Workers

Training material and methods differs with grade of employee being targeted
for trained in any industry. Trainings for Top management (CEOs, VPs, Directors,
Senior Managers, General Managers etc), will certainly differ from Supervisors
or workers in any Industry, since Top management is Policy makers, Owners of
the safety systems and hence modules taught to the top management will include
more on leadership, how to make sure that safety is certain in industry; All
employees including subcontractor workers, visitors and other interested parties
must be safe, behave safe and work safe. They are responsible for bringing
safety culture in Industry through their guidance and Safety climate through
their management skills. Their commitment and right intentions make Industry
safe to safer tillsafest. Managers make sure that the safety system is implemented
and maintained thoroughly under the guidance and on norms defined by Top
Management.
4.5 EVALUATION OF TRAINING PROGRAMS

It is essential to evaluate a Training program just to make sure that industrial
safety training program accomplished its defined objectives and goals. Evaluation
of training program helps top management of Industry or employers or
supervisors or trainers himself to determine the extent of learning achieved and
whether the training program and investments in training (men-material-
resources) was a success. The overall achievement of this evaluation also gives
a direction to the management or supervisors to determine, if there is need for
any further training to the group. Evaluation of Training program can be
categorized in three types:
 Training Session Evaluation
 Learning Evaluation
 Effectiveness Evaluation
There three categories can be together evaluated by different methods of
evaluation of training as follows:
67
Industrial Safety Management Trainees Opinion: using a questionnaire or filled form-sheet to determine the
appropriateness of the safety training, conducted during training sessions.
Trainee’s opinion in most cases is taken by the trainingdepartment independently
during training for evaluating the training course. This avoids any biased feeling
or conflict-of-interests by the tutor towards trainee’s assessment.
Assessment of Trainees Learning: This is done by participatory skill test,

demonstrations performance etc., conducted during and after training.
Supervisors’ Observation: This is post training or On-Job-Test methods and

gives better idea on whether the training was effective and if yes to what extent.
This observation forms part of training need analysis and also leads to conclusion,
if there is any further training need or refresher program needed.
Industrial workplace evaluation: This is also post-training assessment and

provides an idea on complete success of safety training program if there are
extensive workplace safety improvements. In situation where any of the method
of evaluation as mentioned above, fails, training may be re-conducted to improve
the level of learning and skills, and in some cases by different tutor as well to
further improve the absorption of the training learning. In such critical situations,
a systematic assessment is a must to determine that what steps need revision,
may it be the training program, training material, tutor’s method of teaching,
duration of training etc.
4.6 TYPES OF TRAINING PROGRAMS: IN-PLANT

TRAINING PROGRAMS, OUT-OF-PLANT
TRAINING PROGRAMS
There are various advantages of in-house trainings:
In In-house training control on the training remains with the industry team as
they can accommodate number of person, Number of training hours etc. In most
cases, In-house trainings include onsite and continuous-spontaneous evaluation
that allows adjusting the training speed to match the learning absorption with
extended hours as well.
In most in-house trainings, since staff stays in industry premise, they also have
opportunity to look for their daily routine assignments along with participating
in trainings, depending upon the training schedule. In-house Training plan is
normally framed based on the staff availability and their activities schedules.
Participations by the individual departments in in-house training, maybe it is in
workshop or on the machines or in production lines, on the spot hazard
identification, Risk assessment, probable risk deletion, risk intensity reduction,
Engineering solution etc. can be proposed, purpose and Pros-cons explained
and implemented.
Another benefit is that there is always a heavy cost involvement (training

registration fees, training fees, lodging, boarding, TA/DA etc.) in sending only
selected staffs for training out-of the plant, same is reduced to more than half if
there is a in-house training program also more staff get trained in same session.
In-house training allows staff to understand their legal obligations on safety or
occupational health or their industrial safety related matter.
68
Out-of-plant training plans allow trainees to be more focused with less pressure Industrial Safety Awareness
and Training
of running to the workplace to look after daily activity. Out-of-plant trainings
also have advantages similar to in-house trainings e.g., provide opportunity to
improve the skills in combination with trainees of diverse learning levels under
expert or trainer supervision; opportunity to improve the career progressions as
well.
Out-of-plant does not allow the benefits of live-workplace HIRA, risk reduction
and risk deletion opportunities rather trainees learn different scenarios, solutions
and incidents explanations that have happened in other industries around the
globe. Out-of-plant training allows participants to understand the legal obligations
and other related requirements related to industrial safety and occupational
health applicable on them other participants and hence get expose to wider type
of industries and existing industrial safety or health norms.
In brief, following table provides advantages and disadvantages of in-house and

Out-of -plant training courses:
Table 4.1: Comparing Advantages and Disadvantages of two types of trainings
Sl# In-house training Out-of-plant Training

1. Industry specific Trainings Based on the Industries of
Participants
2. Participants’ own work environment New Work environment to
to learn and exercise Industrial participants to learn and exercise
safety components Industrial safety components
3. Adjustable time limits for training Fix Training schedule and Plan
4. Adjustable with learning speed of Course Have to be completed as
the participants per schedule
5. In-house to external trainers or External Experts or trainers
experts’ conducts training. conducts training
6. Better Team building within Different participants’ forms team
Industry In-house team have for training duration only, but
different team at one place to learn lessons learnt or other industry
Industrial safety hence help grow experience sharing can help grow
better industrial safety culture within better industrial safety culture
industry employees. among individuals.
7. Good to learn and strengthen safety Experience sharing from different
norms and culture within industry. industry may prevent future
incidents
8. More economic – Saving Travel, Expensive – Costs involved as a
lodging, boarding cost of Industry minimum -Registration fees,
staff. Cost per participant is lower. Training fees, Lodging and
boarding costs, Travel cost. Cost
per participant is Higher.
9. More participant can be Selected or fix number of
accommodated depending upon participant as per plan are
need provided training
69
10. Lower administrative burden, since Higher administrative burdens on
within industry there comfortable zone the agency organizing trainings
for all participants
11. Intensity of Concentration on training Intensity of Concentration on
by participants is lower, Participants training by participants is higher.
may keep visiting or called upon for Focus remains in training and on
urgent or critical call on machine or in schedule.
department
12. Chances of receiving external Chances of receiving external
independent views or opinions less independent views or opinions
since the trainer or internal experts are high since the participants,
involved trainers and even external experts
are involved.
13. Networking opportunities less, Networking opportunities more
training within same industry. due to diverse industry delegates.
14. Low level of Innovativeness observed Higher level of Innovativeness
in in-house training, since already with greater thinking initiation
known workplace and machines and observed in this training, since
individuals new hazards, man, machines,
work environment and learning
opportunities exist.
15. Training effectiveness evaluation can Training effectiveness evaluation
be compromised. is stricter and independent
4.7 JOB INSTRUCTIONS VS SAFETY

INSTRUCTIONS
Job Instruction is a structured and step by step instruction of a job that includes
Job, overview, purpose, the expected resultant outcome. It is mostly on-the-Job
training provided by a trainer in any industry. Trainer to demonstrate activities,
tasks and skills of the job and simultaneously the trainee in response, perform
same task under trainer’s supervision. This training of Job Instruction includes
an on-the-spot evaluation as well and trainee have chance to re-perform the task
to improve the skills. In any industry Job Instruction must conduct fresh on-the
spot Hazard identification and Risk Assessment.
Job Description Part #
Division/ workshop Location/ Date &Time

Team Leader Supervisor
Scope of Job
Time/Permitted Duration of Job
S. No. Steps of Job
2.
3.
70
Industrial Safety Awareness
4. Necessary SOPs Required for Job Activity Initiation procedure Available and Training
Yes No
Shut Down Procedure
Yes No
Emergency procedure
Yes No
Work permit Procedure
Yes No
Work permit (WP)– Name of Officer

Authorization Officer
WP Permitted to Officers/ Staff Name of Staff
Observers Permitted Yes No
Tools Inspected Yes Or No
Tools Inspecting officer Name of Officer
Identified Hazards
Defined Control
Any additional control requested,

as part of New HIRA/ Identifying
Officer
User agree to Job Instruction/ Yes No

Remarks if any
General Instructions:
Template Created By Document No.
Template Approved by Template Latest Issue date
Table 4.2: Job Instruction template, example
Safety instructions are also written/ verbal but structured statements defining
kno w-ho w of industrial activities, occupational hazards. Effective
implementation of safety instruction will result in minimization of risks to man,
machine, work environment and work activities including industrial processes.
Safety instruction can be written for activities like Working at height, Hot works,
Chemical handling, Hot wire /Electricity handling, Instructions for Trips, Slips
or falls etc. Safety instructions have to be given before any employee start work
in his work area and it is recommended to review and revise the instructions as
a minimum of one year. Most organization also has practice of providing Tool
Box talks, morning assembly as safety instruction every day. Safety instructions
is most effective if it included pictorial representation of the activities with safety
aspects explained verbally or digitally, that are to be considered important.
71
Industrial Safety Management For preparing a safety Instruction for any activity as a minimum following 15
parameters are generally considered:
1) What is this Activity- Record the activity step by step
2) Where is this activity in industry
3) How this activity can bring unsafe situation to human beings,
4) Identify hazards associated with the activity
5) What are legal and other requirements associated with the activity
6) Identify the methods of elimination of hazards associated with the activity
7) Identify the methods of reduction of hazards associated with the activity
8) Identify the methods of controls of hazards through engineering controls
9) Identify the methods of controls of hazards through Administrative controls
10) Identify the methods of controls of hazards through administration of
Personal Protective Equipments to workers
11) Take Necessary permits or approvals
12) Test the Instructions / procedure includingevacuation or emergency response
procedures
13) Has some responsible officer Monitors proper implementation of the
Procedure
14) Review instruction if the existing procedure/ instruction fails as well as on
schedule basis
15) Rewrite and get approval and retest the instruction.
For example, Safety Instruction for Working at heights includes all instructions
that a worker must consider while working at unsafe heights in industry.
A brief example of a Safety Instruction sheet for work at height can be as

follows:
Step 1: Take necessary Authorization of Work at height activity and

Release of Work permit
Step 2: Make sure that compliance to all Necessary Engineering safety
controls is maintained as defined in Work permits
Step 3: Make sure Worker is Healthy and have been affirmed by the
supervisor
Step 4: All Ladders and elevated man-cages are tested and duly
inspected.
72
Activity Description and Training
Division Department
Scope of Activity
Responsibility
Identified Hazards
Defined Control
Approved Requirements
General Instructions:
Activity Initiation procedure
Shut Down Procedure
Emergency procedure
Template Created By Document No.
Template Approved by Template Latest Issue date
Table 4.3: Safety Works Instruction template.
4.8 SAFETY COMMITTEE AND UNION

PARTICIPATION
Globally it has been observed that participation of Union in evaluation,
monitoring, observation on Safety matters in any industry have proved to be
positive and successful in reducing the workplace accidents along with
improvement of safety and occupational health improvements.
4.8.1 Safety Committee and Union Participation: Trade Unions:

History of Trade Unions in India
Trade Union is a group of workers represented by Union leaders formed with
the objective of protection and promotion of their common interest. Trade union
is also known as Industry Union. According to Section 2(b) of the Trade Unions
Act of 1926, ¯a trade union is any combination of persons, whether temporary
or permanent, primarily for the purpose of regulating the relations between
workers and employers, or between workers and workers and for imposing
restrictive conditions on the conduct on the conduct of any trade or business,
and includes the federation of two or more trade unions. Legal Industry Trade
union are Registered with Ministry of Labour file returns, as well. Trade Union,
in a group of companies, under one Global logo, may have single or different
individual company Unions and same refers to the Union Leaders, as well. In
India Trade Unions are regulated by Trade Unions Act, 1926 and regulates
employer-employee relationship and settle labour disputes by peaceful means.
As per latest verification data, 2012 there exist almost 16,154 Unions (in 15
States) with a membership of 9.18 Million members. 73
Industrial Safety Management Usually the main purposes of a trade union are:
a) To facilitate and abridge communication between Industry management
and the workers.
b) To negotiate on the wages and working terms and conditions.
c) To take collective actions to enforce the terms and conditions of collective
bargaining.
d) To put forward new demands, as agreed with workers and other union
members.
e) To regulate the relations among workers and between workers and
management.
f) To follow-up and monitor the status and settlement of any grievances
It was the British who brought the Factories Act 1881, which defines laws but
kept owners rights above workers. Working condition in textile mills deteriorated
hugely due to less workers and overload of work, due to World War-I, and this
led to Unionism in India. Bombay Mills-Hands Association founded in 1890
(but was not registered), just in after-years of enactment of Factories Act, 1881
is considered as the initiation of Formation of labour unions and associations.
Wadia, 1918 founded Madras Labour Union as first registered Trade Union in
India. All India Trade Union Congress was first trade union Federation formed
in 1920 in India. Industrial Unions are governed by a code of discipline, effective
from June 1st 1958 that establishes criteria for recognition of Unions. Code
suggests that as a part of recognition, Union should operate for a minimum of
One year after registration. At least 25% workers membership from Industry
will pass a Union to be called as a representative union for an Industry. In case,
if more than one union exists in Industry, the one with larger membership enjoy
the right and recognition of being the Union in a particular industry. Industry
level Unions are mostly associated with bigger federations representing all
Labours’ of Country and are called as central Trade Union Organisation (CTUO).
To be recognised as a CUTO it should attain a membership of at least 500,000
Workers, located in minimum four states and from four industries. Presently
there are almost 13 CUTOs recognized by Ministry of Labour, Government of
India, existing in India as per verification of 2008. Bhartiya Mazdoor Sangh and
Indian National Trade Union Congress are among the largest Trade Unions in
India.
Fundamental Right by Constitution of India also gives permission ‘to Form

association or Unions’. Various National and State Specific Legislation govern
the Industrial Trade Unions in India, e.g., Trade Unions Act, 1926, Factories Act
1881, Trade Union Amendment Act, 2001 and Industrial Dispute Act, 1947.
4.9 ROLE OF TRADE UNIONS IN SAFETY AND

HEALTH
A disciplined and systematically organized workplace is a safer workplace for
all in any industry. Trade unions are the most effective tools in any industry to
convey direct message to the top management on any matter. Since the message
by trade union is direct to Top Management hence they are considered as an
effective tool to ensure good safety culture and practices in Industry. New entrants
74
in any industry enroll quickly in trade unions since these trade unions support in Industrial Safety Awareness
and Training
day-to-day safe work culture in industry and workers get this comfort zone that
feel. It is the main role of trade unions to support and provide guidance to workers
in Industry on problems related to occupational Safety and Health aspects;
negotiating with Top management (employer) for providing right technology,
insurances, assurances, working conditions and a safe work environment.
Sometimes trade unions are not very effective with their achievements since
there can be several and small unions in Industry having mutual conflict of
Interest, not supported by Political alliances, uneducated workforce, absence of
legal registrations, less financial support by members or donors etc.
b) Check your progress with answers given at the end of the unit.
1) What are the methods used to assess for industrial training needs?
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
......................................................................................................................
4.10 LET US SUM UP

Trained man power is a boon for any industry. Trained workforce creates a safe
and healthy work environment with diverse benefits to industry in terms of
financial gains, satisfied safe and healthy employee, less accidents, congenial
staff supportive working environment, increase in production and work efficiency
etc. with more trainings. It is necessary that more numbers of staff get aware on
industry work procedures for the growth of individual workers and industrialist
as well. Trade unions, safety committees and other similar safety supportive
group also play important roles to improve the work environment.
4.11 KEY WORDS

Training: Action of teaching a person or animal a particular skill or type of
behavior.
Worker: A person performing work or work-related activities that are under the
control of the industry.
Training Need Analysis: It is first stage of training process in which an

identification of gaps between employee training and needs of objective focused
training by economic means is confirmed by a responsible team.
75
Industrial Safety Management Safety: Safety is a state in which any individual is safe and free from risk or
occurrence of any loss, danger or any potential injury in an Industry.
Hazard: In any Industry, Hazard is any potential act, activity or source that has
potential to or can become a cause to injury or ill health, either physically or
mentally
Job safety analysis (JSA) is a procedure which helps integrate accepted safety
and health principles and practices into a particular task or job operation.
Job hazard analysis (JHA): It is a technique that focuses on job tasks as a way
to identify hazards before they occur. Job Hazard analysis is one of the
opportunities to improve industrial Safety performance by involvement of all
employees in industry.
Work place: It is any place that is under the control of industry where the
industrial workers (including employees, top management etc.) workfor industry.
HIRA: Hazard Identification and Risk Assessment.

READINGS
The Impact of Safety representatives on Occupational Health, A European
Perspective, María Menéndez, Joan Benach, Laurent Vogel, Report 107,
European Trade Union Institute, 2006
The Role Of Worker Representation And Consultation In Managing Health And

Safety In Construction Industry, David Walter, Cardiff Work Environment
Research Centre, Cardiff University, Document No.WP270, ISBN 978-92-2-
123295-7, Edn 2010, Sectoral Activities Department, International Labour Office
Geneva. [www.ilo.org/publns]
Health and Safety at Work: A trade Union Priority, Labour Education 2002/1,
No. 126, Manuel Simón Velasco, ILO Bureau for Workers Activities[http://
www.ilo.org/wcmsp5/groups/public/@ed_dialogue/@actrav/documents/
publication/wcms_111465.pdf]
How Union make a difference on Health and Safety The Union Effect, A TUC
Guide to the Evidence, 2015 [https://www.tuc.org.uk/sites/default/files/
Unioneffect2015.pdf]
Safety Committee Guide, 2018 [http://safetyandhealth.ufcw.org/committeeguide/
]
How to Create Effective Training Manuals, Mary L. Lanigan, Edn 2010, Third
House Inc.Tinley Park, Illinois 60477
Resource for Development and Delivery of Training to workers, US Dept of
Labor, Occupational Safety and Health Administration, OSHA 3824-08, 2015
Occupational Safety and Health Act of 1970
ISO 45001:2018
76
4.13 ANSWERS TO CHECK YOUR PROGRESS and Training

Your answer should include the following points:
There can be various methods of assessment of industrial trainings needs, few

of them are for example:
1) General survey among all employees
2) Individual request for specific safety training
3) Recommendation and feedback of Safety department heads
4) Recommendations by immediate supervisor
5) All trainings identified by training department must be in consultation with
Human resources- Training department and Safety Incharge in Industry
6) Lapse of procedure, brings immediate up-gradation or attention of top
management & employees awareness.
7) On Site assessment of staff e.g., on machines, tools or in workshop or in
Industry premise by general observations itself etc.
8) Feedback by Hazard response team and emergency Response team.
Training needs assessments can be of various types e.g., Assessment for
individuals and Group based assessments and survey based assessments.
Individual type assessment
Group assessment
Survey based assessment
Various other assessment types can be like Organizational Audit, Individual
Needs interview etc.
77

Block-04 Industrial Safety Management

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Block-04 Industrial Safety Management

Uploaded by

Copyright:

Available Formats

ignou MEVE-004

Industrial Safety Management 4

BLOCK PREPARATION TEAM

COURSE COORDINATOR CONTENT EDITORS

1.2 HISTORY AND DEVELOPMENT OF SAFETY

Milestones in the safety movements:

 In 1908, early form of workers compensation was introduced in the United

 Provide a greater level of expertise in the evaluating health and safety

 Encourage accident prevention

 Make employee health and safety a high priority.

The industries also started including newer characteristics in safety concerns.

1.3 NEED FOR SAFETY, SAFETY STANDARDS

American Standards Association (ASA) plays an active role in protecting the

1.5 CAUSES OF ACCIDENT

 Being over Confident: Confidence is a good thing. Overconfidence is too

 Starting a Task with Incomplete Instructions: To do the job safely and

 Ignoring Safety Procedures: Purposely failingto observe safety procedures

In other words, accident is an unexpected event in the course of employment

An industrial injury is defined as “a personal injury to an employee which has

No accident occurs automatically. Instead, certain factors cause accidents. It

Besides, the psychological reasons such as workingover time, monotony, fatigue,

Of late, industrial accidents have become common happening in our country. A

Major Accidents in the Last Decade:

It is reported that in every twenty seconds of every working minute of every

1.6 ACCIDENT STATISTICS

In a 2005 report, the International Labour Organisation (ILO) had estimated

The primary purpose of assembling and analysing occupational accident data is

Table 1.1 illustrates particular sorts of information that might be recorded by

Table 1.1: Informational variables characterizing an accident

Step Actions Items

1.7 ACCIDENT REPORTING SYSTEM

2) Major Accident: Any accident causes injury to individual and if individual

3) Dangerous Occurrence: Any accident causes damage to plant and

In general the external agency is Factory Inspector of the concerned state. In

The accidents are reported in a format as prescribed by factory rules of the

Accident reporting is to be taken very seriously. It is mandatory to meet the

1.8 SAFETY AUDIT

Safety audit is a form of risk analysis and evaluation in which a systematic

Each audit system should, in principle, determine the following:

 What is management seeking to achieve, by what means and by what

 What are the necessary provisions in terms of resources, structures,

Continual improvement is an essential precondition for each safety audit system

1.9 ACCIDENT PREVENTION

1) Accident prevention begins with avoiding near accidents (near misses).

2) Eliminating minor accidents usually has a positive effect on eliminating

1) Eliminate the hazard or danger so that injury or damage is no longer possible.

3) Provide shielding, such as fireproofing, protective clothing and respirators

4) Adapt to the hazard by providing measures such as warning systems,

1.10 DISASTER PLANNING

2) Explain cause of accidents.

1.11 CASE STUDIES ON BHOPAL, CHERNOBYL

Chronology of the Event

 December 2, 1984, was a routine day at the UCIL factory in Bhopal

 MIC was stored in an underground tank. The pipeline washing started at

 Between 10:30 - 11:00 p.m.: workers engaged in pipeline washing became

Issues raised with Bhopal Gas Tragedy

Glimpse of Bhopal Gas Tragedy:

Chernobyl Disaster, Ukraine

OTHER TOP DISASTERS IN WORLD

 Benxihu Colliery Explosion, China

The largest man-made explosion prior to the development of nuclear weapons

 Savar Building Collapse, Bangladesh

 Courrières Mine Disaster, France