PAPER 1: UNIT II: PLANNING AND ORGANISING FOR SAFETY

SAFETY POLICY: It is a written statement by an employer stating the company's commitment

for the protection of the health and safety of employees and to the public. It is an endorsed
commitment by management to its employees regarding their health and safety.

Issues to be covered in OHS policy statement

The policy statement should provide a clear indication of the company's objectives and plans for
occupational health and safety. The following issues should be covered in the statement:

 senior management's commitment to the establishment of a healthy and safe workplace

and to the integration of health and safety into all workplace activities,
 the intention to treat basic safety and health legislation as a minimum standard rather
than maximum,
 responsibility of all personnel in maintaining a safe workplace,
 accountability of all levels of management for carrying out health and safety
responsibilities,
 importance of consultation and co-operation between management and employees for
effective implementation of policy,
 commitment to regular reviews of the policy and to monitor its effectiveness, and
 commitment to provide adequate funds and details of how money will be available.

What makes a policy statement effective?

The policy shall have the clarity with which they identify functional responsibilities over authority.

To be effective, a policy must:

 involve senior management and representatives in the preparation of the policy,

 be seen as consistent with the workplace's objectives of operating in an efficient and
predictable manner,
 be relevant to workplace's real needs, not adopted from another workplace, and
 be accepted as equal in importance to the workplace's other policy objectives.

The best policies are specific to a workplace and not borrowed from or written by outsiders. An
employer may delegate the preparation of a policy to a staff member. However the written
occupational health and safety policy statement is a pledge to employees and therefore the
employer is mainly responsible for content. The safety policy should be dated and signed by the
senior executive of workplace.

What should be considered when writing the policy?

These are some of the major items to consider.

 The policy should state the arrangements in place to support and implement it. Such
items as safety meetings, safe working procedures, occupational hygiene, and safety
training should be outlined.

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  The policy should address the types of hazards associated with the workplace.
Depending on the types of tasks performed and the hazards present, it may be
necessary for the employer to become fairly specific and detailed in outlining hazards at
the workplace.
 The policy should discuss active and on-going participation of employees in helping to
achieve the objectives. Employees should also be involved in preparing and
implementing the policy. Without the meaningful participation of employees, a policy will
not succeed.
 Policy statements need to be amended from time to time. They must keep pace with the
changes occurring at the workplace.

The following are questions that need to be considered for preparation of a policy:

 What is the goal of the safety program - to have fewer injuries and illnesses than similar
operations? to reduce by 10%?
 When confronted with conflicting priorities or allocation of limited resources, does safety
get more importance? Equal importance? How is this decided?
 Is safety the responsibility of line management or staff management - who is
accountable?
 What benefits does management expect to derive from an effective program?
 Who will be assigned responsibility for coordinating activities?

Responsibilities for implementing the policy:

No matter how well written, a policy is no more than empty words if a plan does not exist to put
the policy into effect throughout the organization. The policy can only be put into effect where:

 responsibilities are clearly defined and assigned,

 methods of accountability are established,
 proper procedures and program activities are implemented,
 adequate provision of financial and other resources are provided , and
 responsibilities for carrying out the policy objectives are clearly communicated and
understood within the workplace.

While the assignment of responsibilities must be a complete list customized to type of work and
organizational structure, avoid being too specific that it makes people become to legalistic in
interpreting the policy.

For example, do not list the specific type of personal protective equipment that must be worn by
a employee - simply state that all employees must use the personal protective equipment
specified by the employer and/or required by the nature of the work. This way you have
flexibility to make changes as circumstances warrant.

Responsibility should be extended throughout the organizational structure to ensure policy

objectives will become integrated into all activities.

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For example, a policy could specify:

 individual responsibilities (Outlined in Appendix A),

 legal responsibilities,
 accountability systems,
 promotion of safety awareness,
 education and training needs,
 reporting and correcting safety and health problems, and
 injury and illness control information.

How the policy can be incorporated into regular workplace duties and actions?

Methods of establishing accountability should be designed to monitor the quality and adequacy
of workplace procedures, including:

 inclusion of accountability in the statement of policy,

 procedures for ensuring that safety and health performance is considered as part of
performance appraisals and salary reviews,
 inclusion of safety and health responsibilities and performance objectives in job
descriptions
 regular safety and health program reviews, and
 regular reporting requirements built into program elements.

Part of a successful policy is ensuring that all employees are aware of it. If the workplace's plan
for implementing the policy is a good one, employees will be reminded in their day-to-day
activities, in safety meetings, and during orientation and training.

A responsibility to adhere to the health and safety policy may be part of the employees' job
descriptions. Each employee, on commencing employment, may be given a copy of the policy
and informed that it is a condition of employment to follow the policy.

The workplace can reinforce its commitment to the policy by posting signs at the workplace, by
writing articles about the policy in company newsletters, by referring to it in job manuals and so
forth.

Each workplace will undoubtedly have its own way of keeping its employees informed. The
important thing is to have a plan and to follow through on it.

Communicating the policy to others

An effective policy for health & safety management must be:

 clearly defined and communicated,

 backed up by sound arrangements and put into practice,
 reflected in day-to-day attitudes and actions of people, and
 Monitored.

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Ways in which policy and responsibilities can be communicated include:

 induction training,
 policy and procedure manuals,
 joint health and safety committees,
 job descriptions,
 notice board notices and reminders,
 safety talks and meetings,
 senior management attendance at safety meetings, and
 Demonstration of senior management commitment through effective response and
review to committee recommendation inspection reports, accident investigations, and
health and safety program evaluations.

Responsibilities of Individuals

Individuals have a responsibility to carry out their assigned duties. For a health and safety
program to achieve its desired results, everyone in a workplace must know their responsibilities.

The following are samples of assignments of responsibilities designed for different-sized

organizations. Select and customize, or create your own version.

Employees

 Carry out work in a manner so as not to create a health and safety hazard to yourself or
others.
 Assist in the reduction and controlling of accident and illness producing conditions.
 Report any incidents, near misses, injuries, or illnesses.
 Use the correct tools and equipment for the job.
 Keep tools in good condition.
 Use the required safety equipment and protective clothing.
 Report defects in workplace equipment.
 Develop a personal concern for health and safety -- for yourself and for others,
particularly newcomers and young people.
 Suggest ways to eliminating hazards.
 Read, understand, and comply with workplace health and safety policy, safe work
practices and procedures.
 Co-operate with health and safety committee members and representatives.

Safety Coordinators/Officers

 Advise management and employees on:

o preventing injury and illness to personnel and damage to plant and equipment
o legal requirements affecting safety, health and welfare
o provision and use of protective clothing and equipment
o suitability, from a safety viewpoint, of new equipment, and validity of all
appropriate test certificates
o potential hazards on new contracts before work starts and precautions required
o changes in legislation
 Record and analyze information on injuries, illness, damage and production loss.

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  Assess accident trends and review overall safety performances.
 Maintain contact with regulatory professional bodies.
 Take part in workplace discussions on injury, health and welfare, damage control.
 Keep up-to-date with recommended codes of practice and new safety and health
literature.
 Administer safety program.
 Assist in accident investigations, analysis and preparation of accident reports and
summaries.
 Prepare inspection reports.
 Ensure that corrective action has been taken whenever deficiencies are identified.
 Assist with safety seminars or training.

Senior Executive/Managers

 Provide a statement of policy relating to the safety program.

 Maintain overall control of the safety and loss prevention program.
 Ensure that all established safety policies are administered and enforced in all areas.
 Ensure that all personnel are aware of and effectively practice the policies and
procedures set out in the health and safety program.
 Provide information, instructions, and assistance to all supervisory staff in order to
protect the health and safety of all employees.
 Understand and enforce the accident prevention policy as well as the occupational
health and safety legislation.
 Provide all supervisory staff with proper, well-maintained tools and equipment, plus any
special personal protective devices which may be required.
 Provide ongoing health and safety education programs and approved first aid training
courses as required.
 Monitor departments and projects and hold them accountable for their individual safety
performance.

Line Management/Supervisors

 Co-operate with health and safety committee members

 Provide instructions to employees about safe work procedures. As part of the routine
duties, the supervisor shall require employees to use personal protective equipment as
appropriate.
 Provide an example for others by always directing and performing work in a safe
manner.
 Conduct regular inspections for unsafe practices and conditions and ensure prompt
corrective action.
 Work in cooperation with others in determining safe practices, enforcing their
observance, developing procedures for dealing with violations and general safety and
accident prevention.
 Enforce all established safety regulations and work methods. Take corrective action as
necessary to ensure compliance with the rules.
 Know and apply the workplace safety policy and relevant occupational health and safety
legislation.
 Arrange for medical treatment as required, including transportation to a doctor or
hospital as necessary.

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  Report all accidents immediately, investigate all accidents fully, and advise management
on how to prevent similar accidents in the future.
 Carry out regular inspections of the work place to ensure a safe and healthy
environment.
 Hold regular safety meetings to review safety conditions and general safety policies.
 Accompany the government inspector during project inspections.
 Be aware of the hazards that exist for the short term, temporary and newly hired
employee. Ensure that new employees receive detailed safety instructions before they
are allowed to start work.

Strategic process of planning and Process of implementation:

The 5 Steps of An OHSMS

There are five steps to an effective OHSMS, and these steps form a continual cycle of
improvement.
1. Top management commitment and policy
The policy is a general plan of intent which guides or influences future decisions. It is the basis
upon which measurable objectives and targets and the OHSMS is developed.
2. Planning
Plan how to deliver the OHS policy, objectives and targets to ensure hazards arising from work
activities are identified so that risks can be assessed and then controlled.
3. Implementation
Implement the plan by developing the capabilities and support mechanisms necessary to
achieve the OHS policy, objectives and targets.
4. Measurement and evaluation
Measure, monitor and evaluate OHS performance, to determine the effectiveness of risk
management, and if necessary take preventative and corrective action.
5. Review and improvement
Review and continually improve the OHSMS, with the objective of improving OHS performance

OHS Implementation Plan

This plan should be used in conjunction with other relevant OHS Policies and Procedures
documents. In the OHS Policies and Procedures document there should be guidance notes
(Why this is important and What to do) for implementing elements of an Occupational Health
and Safety management system. There are a number of activities that need to be completed to
implement a Safety Management System. Mark off the action items on this OHS Implementation
Plan as you or the designated person completes the task.

Action
Action Item Responsible Person Complete
Date
1.Review your OHS Policies and Procedures
document and refer to the guidance notes (Why
this is important; What to do) for each OHS
Management System Element
2.Identify key people in your workplace, and
identify their responsibilities for workplace
safety and rehabilitation.
3.Determine a consultation mechanism for your
business. Agree on the form of consultation
with employees.

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 Action
Action Item Responsible Person Complete
Date
4. Record and communicate the agreed OHS
consultation arrangement. An OHS
Consultation Statement can be used to help
you record your consultation arrangement.
5. Develop emergency procedures to respond
to potential emergencies
6. Schedule training of staff to respond to
potential emergencies.
7. Schedule regular emergency evacuation
drills.
8.Manager, Supervisors and employees must
read the OHS Policies and Procedures.
9.Modify the Occupational Health & Safety
Policies and Procedures Manual and other
documents to make them specific to your
workplace (such as location of fire
extinguishers, etc) and add your company
name and logo.
10. Explain the plan and the implementation of
the various activities and procedures to the
work force during a brief safety talk.
11. Sign, print and display your Occupational
Health and Safety Policy.
12. Review, amend, sign, print and display a
Return to Work Policy and Procedure
13. Advise all Employees and
Managers/Supervisors of their OHS
responsibilities.
14. Schedule time and conduct a Risk
Management Safety Talk.
15. Select appropriate methods for identifying
hazards.
16. Instruct all employees in the Hazard
Reporting Process (use the flowchart).
17. Print and photocopy the Hazard Report
Forms and have available in the workplace.
18. Print and display the Hazard Flowchart near
location of hazard report forms.
19. Print the Monthly Hazard Checklists.
20. Review all Monthly Inspection Checklists,
add any company specific items that require
checking and print.
21. Action all findings from the Hazard
Inspections.
22. Schedule a date once a month to conduct
Monthly Hazard Inspections. Nominate a

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 Action
Action Item Responsible Person Complete
Date
responsible person to complete inspections.
23. Assess risks associated with each hazard
identified using the Risk Assessment Matrix.
24. Discuss and agree on control options for
each hazard and then implement control
measures. Construct a plan of control priorities
based on risk assessment outcomes, ie. High
risk to low risk
25. Set up a system to review risk management
strategies, procedures and control measures
implemented
26. Print a Hazardous Substances Register
Form and file.
27. Check the Materials Safety Data Sheets
(MSDS) are available for all chemical products
in the workplace. Obtain MSDS from the
manufacturer of the product.
28. Compile a Material Safety Data Sheet file to
store all MSDS for all chemicals in the
workplace. Advise employees of location.
29. Assess the risks associated with hazardous
substances being used at the workplace using
a Chemical Safety Checklist. Determine
whether additional safety precautions are
required. Refer to the MSDS and consult with
employees.
30. Compile the Hazardous Substances
Register Sheet, Material Safety Data Sheets
and Risk Assessments to form a Hazardous
Substances Register. File this and advise
employees of location
31. Identify Plant items in the workplace. List
these items on a Plant Register.
32. Obtain and read safety information provided
by the plant manufacturer or supplier
33. Assess the hazards associated with each
piece of plant. Discuss with employees and
people using the plant.
34. Identify control measures to eliminate or
control the risk of injury with the use of plant.
35. Identify plant that requires registration with
the relevant statutory authority
36. Set up a scheduled maintenance program
for all plant
37. Audit records for maintenance of equipment
or plant to confirm they are all current and in an
easy reference location.

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 Action
Action Item Responsible Person Complete
Date
38. As needed, commence reporting all faults or
damage of equipment or plant on a Hazard
Record Book.
39. Address specific hazards and work
processes that you ticked “no” on a Self
Assessment Questionnaire by using the risk
management tools provided under Risk
Management. (The guidance notes in the OHS
Policies and Procedures will assist in
addressing specific hazards and work
processes).
40. Print and place Incident Report forms in
easy access location.
41. Instruct employees in the incident reporting
process.
42. Incident forms should be reviewed by a
Manager and recorded on a Monthly Incident
Report Form.
43. Assign for action anything generated from
Incident Report Form or Hazard Report Form.
44. Review First Aid facility/kit against relevant
State/Territory OHS legislative requirements
45. Review a First Aid Implementation Plan.
46. Print and display First Aid Record Form/or
Register of Injuries Book, allowing employees
to record all First Aid treatment.
47. Erect a First Aid Sign in the workplace with
contact details and telephone numbers.
48. Develop safe work procedures for work
processes you have identified within your
workplace.
49. Identify training needs for all personnel
50. Develop and implement training programs
that address health and safety needs for all
personnel
51. Train employees in a safe working method.
52. Employees to complete induction on OHS
as needed.
53. Conduct Safety Talks on a regular basis.
54. Record all training and certificates on an
Employee Training Record form and store in
employee personnel file.
55. Schedule regular safety meeting to enable
employees or management to raise any safety
issues.
56. Record Minutes of Safety Meetings and

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 Action
Action Item Responsible Person Complete
Date
display for employee’s reference.
57. Set up a system to obtain relevant
qualification, licences and permits from
contractors.
58. Develop a training program for contractors
and casuals to undergo on site induction
training.
59. Obtain safe work method statements from
contractors.
ADDITIONAL ACTION ITEMS:

Use this as a guide to get you started, but remember to follow up on all hazard or incident
reports or any issues raised by the employees or the inspections. You may also identify
additional action items that can be included on this implementation plan.

MANAGEMENT BY OBJECTIVE: A management system in which the objectives of an

organization are agreed upon so that management and employees understand a common way
forward.

Management by objectives aims to serve as a basis for

 greater efficiency through systematic procedures,
 greater employee motivation and commitment through participation in the planning
process, and
 planning for results instead of planning just for work. In management by objectives
practice, specific objectives are determined jointly by managers and their subordinates,
progress toward agreed-upon objectives is periodically reviewed, end results are
evaluated, and rewards are allocated on the basis of the progress.

The objectives must meet five criteria: they must be

 arranged in order of their importance,
 expressed quantitatively, wherever possible,
 realistic,
 consistent with the organization's policies, and
 Compatible with one another.

Suggested by the management guru Peter Drucker (1909-2005) in early 1950s, management
by objectives enjoyed huge popularity for some time but soon fell out of favor due to its rigidity
and administrative burden. Its emphasis on setting clear goals, however, has been vindicated
and remains valid.

Planning for safety:

Planning is the key to ensuring your health and safety arrangements really work. It helps you
think through the actions you have set out in your policy and work out how they will happen in
practice.
Consider:
 what you want to achieve, eg: how you will ensure that your employees and others are
kept healthy and safe at work

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  how you will decide what might cause harm to people and whether you are doing
enough or need to do more to prevent that harm
 how you will prioritise the improvements you may need to make
 who will be responsible for health and safety tasks, what they should do, when and with
what results
 how you will measure and review whether you have achieved what you set out to do

This is possible in the following way

 Establish a mechanism for implementation of OHS policy
 Develop self audit tool for all areas and to monitor their status of implementation of HSE
policy. This self audit tool shall be used as a mechanism by which on going monitoring,
review of HS system improvement is carried out
 The organization shall establish, implement and maintain a risk assessment programme.
This is required to identify all foreseeable hazard and assess and control the associated
risks during planning of all activities. This risk assessment programme shall be used in
all planning activity

Haddon’s principle: Haddon is considered as Father of Injury Epidemiology. His contributions

are
• One of the first investigators to characterize energy as the “agent” of injuries
• Analyse phases of crashes
• Link of phases to epidemiologic triad to identify processes of injury prevention

The Haddon Matrix is the most commonly used paradigm in the injury prevention field.
Developed by William Haddon in 1970, the matrix looks at factors related to personal attributes,
vector or agent attributes, and environmental attributes before, during and after an injury or
death. By utilizing this framework, one can then think about evaluating the relative importance of
different factors and design interventions.
These ten items are often called "Haddon's Strategies. Possible ways of preventing injury
during the various phases include,
 Pre-event
1. Prevent the existence of the agent.
2. Prevent the release of the agent.
3. Separate the agent from the host.
4. Provide protection for the host.

 Event
1. Minimize the amount of agent present.
2. Control the pattern of release of the agent to minimize damage.
3. Control the interaction between the agent and host to minimize damage.
4. Increase the resilience of the host.

 Post-event
1. Provide a rapid treatment response for host.
2. Provide treatment and rehabilitation for the host.

Domino Theory of Accidents: One of the most widely adopted industrial accident models was
he Domino Theory of Heinrich It is developed by HW Heinrich; According to him “accidents are
the result of a chain of sequential events”.

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In this theory, accidents are viewed to result from a chain of sequential events, similar to a line
of dominoes falling over. Removing one of the key events prevents the full chain reaction, and
the occurrence of an injury.

According to Heinrich, natural or environmental flaws in the worker’s family or life create
secondary personal defects in the worker. These personal defects (described by Heinrich as
character flaws such as bad temper, inconsiderateness , ignorance, and recklessness;) lead the
individual to undertake an unsafe act, which then leads to an accident, and then an injury

Biomechanics theory of accident: Injuries occur as the result of energy transfer that is
delivered in excess of a threshold

Active vs. Passive Strategies of preventing accidents:

• Active Strategies
– Require repeated action by an individual
– Benefits only those doing the action
– Not uniformly accepted
– Frequently less expensive to implement

• Passive Strategies
– No action required by an individual for benefit
– Protects all via a universal application
– Won’t decay in efficacy
– Avoids individual-based decisions
– Doesn’t have to be perfect fit for all individual

Safety department

Functions:

 Ability to demonstrate financial impact to the organization through safety efforts (injury
cost reduction and insurance premium impact)
 Ability to influence allocation systems through the organization for safety resources and
injury related costs
 Integration of safety and prevention with post-accident claim mitigation
 Ability to assess and mitigate a wider scope of risks facing the firm, including those
associated with future business plans
 Shifting the focus of activities from compliance-based to risk-based and cost reduction
activities
 Reporting to a department that understands the relationship between risk, exposure
control, claim mitigation and risk transfer (insurance premium) costs

Duties of safety officer:

DUTIES AND RESPONSIBILITIES:
1. To develop, implement and monitor Occupational Health and Safety Policy, Programs, and
Procedures;
2. To assistin complying with current health and safety legislation and/or regulations with the
objective of ensuring that all reasonable and proper measures are taken to protect the safety
and health of staff and visitors;

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3. To establish budget proposals for the operation of the Occupational Health and Safety office
and specific training programs;
4. To increase health and safety awareness at all levels within the organization;
5. To investigate and report on all serious/critical personal injury accidents occurring to workers,
staff and/or visitors to the appropriate senior official, and to assist in the investigation of all
accidents/incidents that result in substantial damage to plant and facility;
6. To investigate and report on complaints of hazardous working conditions to the appropriate
senior staff;
7. To respond to employees’ safety concerns;
8. To conduct, as necessary, the safety inspection of facility;
9. To assist the joint Occupational Health & Safety Committees;
10. To respond to fires and other emergencies on or about the property;
11. To coordinate registration and removal of hazardous waste;
12. To receive reports from and respond to orders issued by Department of Labor inspectors;
13. To arrange for Occupational Health and Safety testing and/or evaluations of the workplace
by external agencies/consultants as may be necessary;
14. To act as liaison with all related governmental bodies and regulating agencies;
15. To coordinate the training of personnel in areas of safety, including first aid, CPR, accident
prevention and investigation, work place inspections and other matters related to implementing
safety procedures in Board facilities;
16. To coordinate the emergency procedures and act as the emergency on-site coordinator;
17. To assist executive staff, senior administrators, principals and supervisors in emergency
preparedness;
18. To develop, review, and update appropriate sections of the Emergency Procedures Manual;
19. To liaise with municipal and State Emergency plnners, update plans, organize exercises and
evaluate procedures;
20. To liaise with the fire department regarding emergency procedures, communications and fire
safety education programs;
21. To assume other duties as may be assigned.

COMMUNICATION
Communication and dissemination of information relating to OHS is an important part of the
strategy to eliminate and prevent occupational injury and illnesses. Employees require accurate
health and safety information to perform their work safely, and should be informed about health
and safety activities and issues.
The transfer of OHS information is important to:
 alert others of incidents and associated corrective actions that may arise;
 provide new or updated OHS legislation or associated requirements; and,
 provide details of changes to the workplace, the system or method of work, the plant or
chemicals used.
Effective management of OSH communication and promotion are of paramount important in
ensuring safe and healthy at work place. Poor risk communication may lead communication
breakdown result in accident or ill health. Therefore it is necessary to develop and maintain
effective communication at all level so as to enhance effective communication of OSH risks to
workers at all level.
Effective Communication is essential to:
 Provide knowledge on legal requirements
 Provide information with regard to hazards and risks at work place
 Encourage active participation on OSH at all level of employees

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Employees Responsibility:
Employees have a responsibility to follow requirements as communicated to them, for example
requirements contained in safe work procedures and workplace signage. Employees should
report to their supervisor instances where they or other persons, for example
employees/visitors, have difficulty understanding health and safety information.

Employe’s responsibility:
Employer or occupier are responsible for ensuring staff,contractors and visitors are adequately
provided with occupational health and safety information that takes into account their
communication requirements;
identification and assessment of health and safety information needs, taking into account
requirements for non English speaking, people who are illiterate or with disabilities.

OHS department’s responsibility:

OHS department is responsible for
 ensuring mechanisms are in place for alerting of new and changed legislative
requirements;
 Interpretation of health and safety information and dissemination of relevant information
to the organisation.

How to access the information

 Discussions with supervisors,
 OHS or Workplace Advisory Committee representatives;
 Contacting the OHS Unit;
 Attending meetings;
 Reading circulars letters

Forms of OHS Communication: Health and safety information is accessible through a number
of areas such as OHS resources or consultation mechanisms including:

 OHS Committee Minutes;

 Workplace Advisory Committee Minutes;
 Hazard and incident reports ;
 Internal and External OHS Training Programs such as inductions;
 Material Safety Data Sheets
 Fire and emergency evacuation information;
 Contractor Safety Induction Guide
 OHS Communication Guidelines
 Induction training
 posters displayed around the workplace;
 through meetings such as toolbox talks;
 on safety signage
 Safety Alerts
 Face to face communication

Communication methods
Communication methods include:
 Safety alerts
 induction training

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  formal training
 signs
 notices and posters
 face-to-face communication
 E-mails, and other letters and handouts.

Safety alert:
Communication of hazards, incidents and details from investigation findings can be
communicated to the organisation through a safety alert. The need for a safety alert is
determined by an assessment of risk from relevant information including the type, nature and
scale of incident, the impact to the organisation, potential for reoccurrence and specific
audience to be targeted. Any personal or private information is to be removed or blocked from
the Safety Alert

Induction training:
An induction is a mechanism to communicate health and safety requirements at the
commencement of being at the workplace. Staff, contractors and visitors should attend an
induction to ensure they are familiar with organisation’s health and safety requirements. The
type of induction will depend on the level of work being undertaken as defined by the OHS
training guidelines.
A general induction should include;

 a tour of the workplace

 roles and responsibilities;
 emergency procedures
 general workplace hazards and safety signs;
 workplace hazard/incident reporting;
 introductions to fellow employees in their work area;
 specific occupational health and safety instructions relevant to the area (e.g. personal
protective equipment, safety signage, safe work procedures);

Formal training
The ‘toolbox talk’ type induction session, which is also formal training, is sometimes necessary.
Again, this takes many forms, from a qualification such as those offered by a specialised
organisation, to part- or one-day sessions on subjects such as basic first aid and correct manual
handling. For anyone wishing to take on a health and safety role there will be some form of
formal training, in many cases, with refresher training taking place at regular intervals.
A method currently gaining ground is the online course. This takes the form of information, short
films, scenarios, etc., followed by a multiple choice assessment at the end. An advantage of this
is that it can be completed whenever the staff member has time to do it. A disadvantage is that it
can take a long time for people to get round to completing the training

Safety Signs:
There are a number of signs that are used to communicate health and safety information in the
workplace. Examples of hazard specific signs include:
 Requirement for Personal Protective Equipment (PPE) i.e. when working with plant or
machinery;
 Location and direction of emergency exits;
 Location of fire extinguisher signs;
 Location of underground services;

RAGHAVENDRA.N Roll No 30/DIS/Batch No 33/RLI/MAS Page 15

  Emergency evacuation point(s);
 Restricted area(s) and visitor signage;
 Location of first aid equipment and names of first aid officer
 Storage of flammable liquids and hazardous substances; and
 No smoking.

Signs are displayed to identify hazards in the workplace and to warn and instruct employees,
visitors and contractors. However, signage by itself is not to be used as a substitute for more
appropriate risk controls

Notices and posters:

All organisations that employ anyone must clearly display the health and safety law poster.
Alternatively, they can issue everyone with a pocket card. Information is presented as a list
which shows both employers and employees their responsibilities. The key here is that the
poster must be clearly displayed. If a health and safety notice of any sort is used, then it must
be placed in a position where people will see and read it.
Other notices required for the workplace are the contact details for first aiders and fire
emergency instructions. The fire emergency instructions will often include a map or diagram
showing the route to the nearest fire assembly point.
Posters can be an effective means of communicating health and safety issues to staff. Posters
are often eye-catching, using a few, well-chosen words, and are designed to make the observer
think about what they show.
It is a good idea to keep all notices and posters in good condition. Worn and tatty notices can
give an impression that health and safety is of little importance and that notices are displayed as
a formality. Compulsory notices should be laminated and hard-wearing; posters should be
changed regularly to renew their impact

Face-to-face communication:
There are times when individuals simply have to be given information face to face. This can be
an instruction or word of advice provided by someone who has noticed an unsafe working
practice. It can also be difficult, such as a reprimand.
Here are a few basic points about face-to-face communication.
•Be specific – keep to the subject and be direct (without being rude or aggressive).
•Don’t ask ‘why’ – this can lead to opinions or defensiveness. It can sound aggressive and back
people into a corner. It is better to ask ‘what’ or ‘how’. For example, if there is a difficult
conversation about a health and safety incident, then the first step is to find out what happened,
then try to work out how it happened. This will lead to why it happened.
•Repeat back – repeat, in your own words, your understanding of what the other person has told
you. This can have two benefits.
• It helps you pinpoint the facts or meaning of what you have been told.
•It helps the other person focus their thoughts by hearing their own statements and explanations
stripped down and repeated back to them.
•Ask for clarification – as soon as you lose the thread of a conversation ask the other person to
go back and explain what they have just told you. This is vitally important if an instruction is
being issued. A task can only be carried out safely
if all those involved understand exactly what they are expected to do and the correct way to do
it.
•Avoid clichés, buzz words and management speak – not only are they usually meaningless,
they can also be very irritating and can present you as superior and ‘in the know’.

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•There is nothing wrong with silence – if you have asked a question, give the other person a
chance to answer. The answer may require consideration and the person asked will become
agitated if pressured for an answer

Emails, and other letters and handouts

Email has become one of the main methods for communicating information within an
organisation. It is a paperless, and therefore environmentally friendly, method of
communication. However, there is a tendency to swamp staff with
emails and for people to ignore them because there is no time, or inclination, to read them all.
While not wanting to encourage excessive use of paper, there are times when a physical letter
or memo delivered directly to a person is more effective than an email that can easily be ignored
or even deleted unread. This should only be done when necessary to avoid overload
To be effective, a letter or memo must be to the point, as short as possible and clear. Use direct
language, avoid clichés and management speak. If email is used, only send if absolutely
necessary. Avoid email overload.
Finally, impress on staff the importance of reading health and safety related information

Related Documentation:
 OHS Activities Calendar
 Health and Safety Committee Meeting Minutes
 Staff Meeting Agenda
 OHS Consultation
 and Communication Policy
 OHS Issue Resolution Flowchart
 OHS Risk Register
 Occupational Health and Safety Policy
 OHS Responsibilities
 Health and Safety Committee Charter
 First Aid Summary Sheet
 OHS Risk Management Procedure

Other methods that can be used for communication:

 A suggestion box for staff to leave their ideas for the consideration of management.
 An OHS notice board to display latest news and important information.
 A clear written procedure to be developed and displayed on notice board for issue
resolution which explains where to go to get help if required.
 A written policy to be developed and displayed on the notice board relating to
consultative arrangements in the workplace (i.e. these are the members of our OHS
Committee and they are responsible for etc. etc.).
 List OHS as an “Issue of Importance” to discuss during every staff meeting.
 Elect an OHS Representative or put together a Committee.

Barrier to effective communication:

Communication is a process beginning with a sender who encodes the message and passes it
through some channel to the receiver who decodes the message. Communication is fruitful if
and only if the messages sent by the sender is interpreted with same meaning by the receiver. If
any kind of disturbance blocks any step of communication, the message will be destroyed. Due
to such disturbances, managers in an organization face severe problems. Thus the managers
must locate such barriers and take steps to get rid of them.

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There are several barriers that affects the flow of communication in an organization. These
barriers interrupt the flow of communication from the sender to the reciever, thus making
communication ineffective. It is essential for managers to overcome these barriers. The main
barriers of communication are summarized below.

1. Perceptual and Language Differences: Perception is generally how each individual

interprets the world around him. All generally want to receive messages which are
significant to them. But any message which is against their values is not accepted. A
same event may be taken differently by different individuals. For example : A person is
on leave for a month due to personal reasons (family member being critical). The HR
Manager might be in confusion whether to retain that employee or not, the immediate
manager might think of replacement because his teams productivity is being hampered,
the family members might take him as an emotional support.

The linguistic differences also lead to communication breakdown. Same word may mean
different to different individuals. For example: consider a word “value”.

a. What is the value of this Laptop?

b. I value our relation?
c. What is the value of learning technical skills?

“Value” means different in different sentences. Communication breakdown occurs if

there is wrong perception by the receiver

2. Information Overload: Managers are surrounded with a pool of information. It is

essential to control this information flow else the information is likely to be misinterpreted
or forgotten or overlooked. As a result communication is less effective.
3. Inattention: At times we just not listen, but only hear. For example a traveler may pay
attention to one “NO PARKING” sign, but if such sign is put all over the city, he no longer
listens to it. Thus, repetitive messages should be ignored for effective communication.
Similarly if a superior is engrossed in his paper work and his subordinate explains him
his problem, the superior may not get what he is saying and it leads to disappointment of
subordinate.
4. Time Pressures: Often in organization the targets have to be achieved within a
specified time period, the failure of which has adverse consequences. In a haste to meet
deadlines, the formal channels of communication are shortened, or messages are
partially given, i.e., not completely transferred. Thus sufficient time should be given for
effective communication.
5. Distraction/Noise: Communication is also affected a lot by noise to distractions.
Physical distractions are also there such as, poor lightning, uncomfortable sitting,
unhygienic room also affects communication in a meeting. Similarly use of loud speakers
interferes with communication.
6. Emotions: Emotional state at a particular point of time also affects communication. If the
receiver feels that communicator is angry he interprets that the information being sent is
very bad. While he takes it differently if the communicator is happy and jovial (in that
case the message is interpreted to be good and interesting).
7. Complexity in Organizational Structure: Greater the hierarchy in an organization (i.e.
more the number of managerial levels), more is the chances of communication getting
destroyed. Only the people at the top level can see the overall picture while the people
at low level just have knowledge about their own area and a little knowledge about other

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 areas.
8. Poor retention: Human memory cannot function beyond a limit. One cant always retain
what is being told specially if he is not interested or not attentive. This leads to
communication breakdown.

Overcoming barriers of communication.

1. Eliminating differences in perception: The organization should ensure that it is

recruiting right individuals on the job. It’s the responsibility of the interviewer to ensure
that the interviewee has command over the written and spoken language. There should
be proper Induction program so that the policies of the company are clear to all the
employees. There should be proper trainings conducted for required employees (for eg:
Voice and Accent training).
2. Use of Simple Language: Use of simple and clear words should be emphasized. Use
of ambiguous words and jargons should be avoided.
3. Reduction and elimination of noise levels: Noise is the main communication barrier
which must be overcome on priority basis. It is essential to identify the source of noise
and then eliminate that source.
4. Active Listening: Listen attentively and carefully. There is a difference between
“listening” and “hearing”. Active listening means hearing with proper understanding of
the message that is heard. By asking questions the speaker can ensure whether his/her
message is understood or not by the receiver in the same terms as intended by the
speaker.
5. Emotional State: During communication one should make effective use of body
language. He/she should not show their emotions while communication as the receiver
might misinterpret the message being delivered. For example, if the conveyer of the
message is in a bad mood then the receiver might think that the information being
delivered is not good.
6. Simple Organizational Structure: The organizational structure should not be complex.
The number of hierarchical levels should be optimum. There should be a ideal span of
control within the organization. Simpler the organizational structure, more effective will
be the communication.
7. Avoid Information Overload: The managers should know how to prioritize their work.
They should not overload themselves with the work. They should spend quality time with
their subordinates and should listen to their problems and feedbacks actively.
8. Give Constructive Feedback: Avoid giving negative feedback. The contents of the
feedback might be negative, but it should be delivered constructively. Constructive
feedback will lead to effective communication between the superior and subordinate.
9. Proper Media Selection: The managers should properly select the medium of
communication. Simple messages should be conveyed orally, like: face to face
interaction or meetings. Use of written means of communication should be encouraged
for delivering complex messages. For significant messages reminders can be given by
using written means of communication such as : Memos, Notices etc.
10. Flexibility in meeting the targets: For effective communication in an organization the
managers should ensure that the individuals are meeting their targets timely without
skipping the formal channels of communication. There should not be much pressure on
employees to meet their targets.

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Communicating with union members:
Union members generally, want communications that are:
 Positive, proactive, forward looking, friendly
 Authentic – no cliches
 Not adversarial or victimising (they don’t want to be made into victims or to have to fight
their employer)
 People focused (centred around members, colleagues, peers, the community they
serve)
 Professional and of a high standard

Communicating with employees

 being balanced and giving positive and negative feedback when its due
 be direct and honest and give the feedback truthfully
 be timely in your feedback and communication as it happens – don’t put it off
 practice and prepare what you are going to say – be specific, use examples
 be prepared you are the manager and you need display a calm approach – do not match
behaviour
 allowing the employee to steer the conversation
 always communicate face to face – so much is lost in translation when you shoot off
emails, also as a general
 rule praise in public criticise in private
 focus on facts, have all the right information and evidence if possible and use examples
 Have a script and plan what you are going to say.

Avoid the following in communication with employees

 only ever giving negative or redirecting feedback
 sandwiching negative feedback in between two positive feedback messages – the
person will only hear the good
 storing lot of feedback and dumping this on employees in one meeting
 being insincere when giving positive feedback
 not being direct enough or honest enough - fluffing around the issues
 yelling, screaming or getting emotional
 allowing the employee to steer the conversation
 communicating in an inappropriate forum – e.g. email, publicly, hallway conversations
 avoid making it personal and
 Being unprepared and 'winging it'.

Every employer to provide employees with information on:

 the potential risks to their health and safety
 preventive and protective measures for those risks
 emergency procedures
 The identities of those who have a role within the organisation’s health and safety
management system.

This includes giving employees information on any process or task that might involve particular
risk.
This information must be:
 comprehensive – it must make sense to those it affects; if the regulations are difficult for
staff members to understand then Codes of Practice and other guidance notes should

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 be made available, as well as the organisation’s own interpretation in the form of
policies and procedures.
 Relevant: to avoid ‘information overload’, only the information directly relevant to a staff
member’s area of work should be provided. This also means that information should be
constantly reviewed and revised according to current working practices

Communicating with management:

Communicating with the top management requires one critical skill: analyzing issues from their
perspective, not yours.
 Make sure your management knows what is happening, especially if there are problems.
Sr. managers need to be prepared for difficult situations — put yourself in their shoes,
and don't give them an opportunity to blame you for embarrassing them.
 Be prompt with bad news. If management first hears about problems through some other
route, your version of the situation will sound weak and defensive.
 If you have an urgent matter to deal with, set up a meeting with your manager to talk
about it. When you make the appointment, let him know the subject of the meeting and
how long it should take.
 If your knowledge and advice are creating positive effects, make sure management is
aware of this.
 If you are presenting an idea, have written backup material on hand whenever possible.
Your documentation will continue to sell the idea after your presentation is over.
 Present ideas clearly and briefly. Managers are busy people, and over-explaining will
weaken your case.
 Project confidence in your ideas and your information. Speak firmly, and reinforce your
argument with body language. Emphasize critical points by leaning forward and making
eye contact with your audience.
 Highlight solutions, not problems. Let your manager know that you have the answers
and are willing to implement them.
 Use language carefully. Avoid phrases that suggest the opposite of what you intend. For
example, "To tell the truth" suggests you haven't been honest up to that point. Try not to
use overheated expressions such as "awful news" rather than "important information."
 Resist the urge to show anger or to avoid your manager when you are having a
disagreement. Let your emotions cool down, and then calmly present your view of the
issue, explaining the reason for your opinions. Use "I" statements to avoid sounding
aggressive. For example, you could say, "I don't think this is fair," rather than "You're
being unreasonable."
 Accept criticism from your manager as feedback. Turn criticism into a learning session
by asking what your boss's response would be to a similar situation.
 If you would like to introduce an important new idea to your work-place but are not sure
how it will be received, first mention it to your boss in writing. This will give you a chance
to explain the issue as you would like, and will also allow your manager time to think
about it.
 Don't go over your manager’s head, unless there is absolutely no alternative. If you
must, make sure you inform your manager first.

Communication and group dynamics:

Group communication is both a science and an art. Behavioral scientists and management
theorists have attempted to discern patterns in group communication and prescribe methods of
increasing communication effectiveness for years. Although the merging of diverse cultures

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around the world makes this an ever-evolving topic, there are a number of elements that have
been proven to encourage effective group communication processes.
Groups, or work teams, can accomplish great things in small and large businesses alike. A
group's overall effectiveness, however, hinges to a great extent on the effectiveness of the
participants' communication abilities.

Without positive flows of communication, misunderstandings can occur between groups,

creating a fractious work environment. Without clear communication between group leaders and
workers, productivity can slow as workers struggle to understand their specific job functions.

Communication styles can vary according to group dynamics. Geographically dispersed groups
connected via the Internet, for example, are likely to communicate much differently than
individuals who work in the same room with each other every day. Whatever the setting, the
way groups communicate in your company can directly influence the success of your strategic
goals.

Instilling a culture of openness, honesty and trust among co-workers is vital to effective group
communication. All group participants must feel that they are free to contribute to the best of
their ability without the fear of rejection, insult or political repercussions. Groups must be able to
pool their intellectual resources to reach their full effectiveness, and that can only be
accomplished when all members are ready and able to tackle new challenges in innovative
ways.

Individual respect is key to effective group communication. Clear hierarchical boundaries in

meetings can stifle ideas and insights from lower-ranking employees. Every individual must truly
believe that their input will be valued and considered, without undue doubt given to the input of
managers and executives. This kind of respect for group members' individuality cannot come to
fruition through formal policies; executives and managers must lead by example in this area by
first encouraging employees to contribute in meetings, then recognizing and considering input
from all participants.

Adhering to a common code of etiquette in workplace groups can help communication

processes to remain productive and collaborative by reducing distractions and feelings of
resentment. If all group members dress professionally, speak courteously, avoid divisive,
irrelevant topics of conversation and generally avoid causing offense to other group members, a
team can find it easier to mesh and form a cohesive unit. A lack of attention to etiquette, on the
other hand, can create divisions while encouraging gossip and feelings of resentment, all of
which can present serious impediments to effective communication.

A number of theories attempt to analyze and explain the dynamics of group communication and
the elements that determine its effectiveness. One such theory is the Decision Emergence
Theory set forth by Aubrey Fisher. Decision Emergence asserts that new groups progress
through four stages that lead the group from a diverse collection of individuals to a productive
unit with shared experiences, decision methods, work ethic and values.

The Structuration Theory suggests that individuals in new groups act according to a pre-
acknowledged set of rules, then alter those rules over time based on the group's unique
experiences.

RAGHAVENDRA.N Roll No 30/DIS/Batch No 33/RLI/MAS Page 22

Managerial communication: Managerial communication is a function which helps managers to
communicate with each other as well as with employees within the organization.
Communication helps in the transfer of information from one party also called the sender to the
other party called the receiver
Managerial Communication helps in the smooth flow of information among managers working
towards a common goal. The message has to be clear and well understood in effective
communication.
The team members should know what their manager or team leader intends to communicate.
Effective managerial communication enables the information to flow in its desired form among
managers, team leaders and their respective teams.
Managerial communication is of the following two types:
 Interpersonal Communication - Interpersonal communication generally takes place
between two or more individuals at the workplace.
 Organizational Communication - Communication taking place at all levels in the
organization refers to organizational communication.

Ways of Managerial Communication

A successful manager is one who communicates effectively with his subordinates. It is really
essential for managers to express their views clearly for the team members to understand what
exactly is expected out of them.
Usually there are two ways managers communicate amongst themselves and with their
subordinates:
 Verbal Communication
Communication done with the help of words is called as verbal communication. No written
records are available in verbal communication.
In verbal communication individuals need to be very careful about their speech. What they
speak and how they speak matter a lot. Managers must choose the right words to address their
team members. Make sure you do not confuse your team members.
One has to be loud and clear while interacting with employees at the workplace. Be very clear
and precise.
 Written Communication
Communication is also done through emails, letters, manuals, notices and so on. Such mode of
communication where written records are available is often called written communication.
Managers must inculcate a practice of communicating through emails with their juniors as it is
the one of the most reliable modes of communication. It is essential for the managers to master
the art of writing emails. Avoid using capitals, bright colours, designer font styles in official mails.
Make sure your signatures are correct.

Body Language
Managers must also take special care of their body language, facial expressions, gestures for
effective communication.
A manager who always has a frown on his face is generally not liked and respected by people.
Being a Boss does not mean you need to shout at people. Be warm and friendly with your team
members.

Organizational Communication
Organizational Communication is of the following two types:
 Formal Communication: Communication which follows hierarchy at the workplace is
called as formal communication. Employees communicate formally with each other to
get work done within the desired time frame.

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  Informal Communication: Employees also communicate with each other just to know
what is happening around. Such type of communication is called as informal
communication and it has nothing to do with designation of individuals, level in the
hierarchy and so on.

Direction of Communication Flow

 Upward Communication: Flow of information from employees to managers is called
upward communication. Upward communication takes place when employees share
their views with their managers on their nature of work, job responsibilities and how they
feel about the organization on the whole.
 Downward Communication: Downward communication takes place when information
flows from managers to the subordinates. Managers often give orders and directions to
their subordinates as to what to do and how to do various tasks. Such type of
communication is called downward communication.

Importance of managerial communication in workplace

 Communication is necessary for the exchange of ideas amongst employees within
the organization. Healthy discussions must be promoted at the workplace for better and
quicker results. A brilliant idea if not shared is of no use. Managers must communicate
amongst themselves to reach to ideas which would not only benefit their teams but also
the organization on the whole.
 Managerial communication is essential at the workplace to achieve targets within
the desired time frame. An individual doing things all alone would definitely need more
time as compared to employees working as a team. Managers must communicate
effectively with their team members to make them understand their key responsibility
areas and what all is expected out of them. Effective communication ensures proper
delegation of work amongst team members.
 Effective communication educes duplication of work. A manager must know what
the other teams are up to? One needs to keep himself abreast of the latest
developments in the organization. This is possible only when an employee
communicates effectively with other people in the organization.
 Managers must communicate with their team members to understand and address
their grievances and problems. Queries should be resolved at the initial stages only to
avoid critical problems later on. Team members should have the liberty to talk to their
team managers. Communication can be done either through verbal communication or
written modes of communication. Managers can communicate with their subordinates
and vice a versa through emails, notices, circulars and so on. Emails are considered to
be one of the most reliable sources of communication as one can always refer to
previous mails anytime in future.
 Managerial communication also helps managers set goals and targets for
themselves and organization. The objectives of a team cannot be set by a single
employee. One needs to interact with all the related employees to assign targets for
team members and also set goals for the organization.
 Managerial communication plays a crucial role at the times of crisis. During critical
solutions each employee irrespective of his level in the hierarchy and designation needs
to come on a common platform, communicate with each other effectively and help the
organization come out of tough times easily. Effective communication in simpler words
works as a lifeline during emergency situations and binds the employees together.
Employees feel secure and develop a sense of ownership towards organization as a
result of effective communication

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Line and staff functions:

Organizational structure involves, in addition to task organizational boundary considerations, the

designation of jobs within an organization and the relationships among those jobs. There are
numerous ways to structure jobs within an organization, but two of the most basic forms include
simple line structures and line-and-staff structures.

The functions of a department can be as a line or a staff. The functions which have a direct
responsibility of achieving the targets for production or sales are line functions. The staff
functions are those which do not participate directly in the activity but aid line functions to
achieve the targets. Production Planning, Marketing, Purchasing, etc., are staff functions. The
distinction is more clear and precise at higher levels. The staff function is advisory but owns the
responsibility for the results and in accountable for non-performance.

RAGHAVENDRA.N Roll No 30/DIS/Batch No 33/RLI/MAS Page 25