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Industrial Safety and Safety

Management

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 Accidents
Causes and Effects of Accidents
Responsibilities and
Organisation for Safety
Safety Training
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 It is the responsibility of
management to ensure
workers’ safety while they are
at work.
Industrial safety and efficiency
are directly correlated to a
great extent.
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 PROaction versus REaction
 “Well that’s an accident waiting to
happen…”

“Someone ought to do something…”

That someone is YOU!

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 An Accident is:
a. An unexpected and undesirable
event, especially one resulting in
damage or harm.
b. An unforeseen incident that
cause damage to people, property,
machinery or buildings.
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 An Accident is:
Any danger originating from
technological or industrial mishaps,
dangerous procedures, infrastructure
failures or certain human activities,
which may cause the loss of life or
injury, property damage, social and
economic disruption or environmental
degradation
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An Industrial Accident is:
A is a sudden and unexpected
occurrence in the industry which
interrupts the orderly progress of
the work.
“It is an occurrence in an industrial
establishment causing bodily
injury to a person who makes him
unfit to resume/ carryout his/her
duties in the next 48 hours”. 8
 Industrial Accidents
“Industrial Accidents are caused by:
 chemical,
 mechanical,
 civil,
 electrical,
 process failures
due to mishaps, negligence or
incompetence, in an industrial plant/
establishment which may spill over to
the areas outside the plant causing
damage to life and property.”
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 Industrial Accidents
These may originate in:
 manufacturing
 formulation installations
 during commissioning and
 process operations
 maintenance
 disposal.
 material handling
 storage in manufacturing facilities, and isolated
storages; warehouses.
 transportation (road, rail, air, water, and
pipelines).
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 Hazard
Existing or Potential Condition That
Alone or Interacting With Other
Factors Can Cause Harm

A Spill on the Floor

Broken Equipment

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 Risk
A measure of the probability and
severity of a hazard to harm human
health, property, or the
environment
A measure of how likely harm is to
occur and an indication of how
serious the harm might be
Risk  0 12
Causes of Accidents

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 Accident Causing Factors
 Basic Causes  Direct Causes
 Management  Slips, Trips,
 Environmental Falls
 Equipment  Caught In
 Human Behavior
 Run Over
 Indirect Causes
 Chemical
 Unsafe Acts
Exposure
 Unsafe Conditions

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Basic Causes of Accidents
Management Systems &
Procedures

Environment Natural & Man-

made
Equipment

Human Design &

Behavior Equipment
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1. Unsafe Conditions (work-related):
 Unsafe working conditions are the biggest
causes of accidents.
 These are associated with defective 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
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 2. Unsafe Acts:
 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 behaviour.
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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 behaviour
of domineering supervisors, etc. 18
 Major Consequences
Loss of life / injuries
Impact on livestock
Damage to Flora/fauna
Damage to property
Loss of machinery/ equipment
Environmental Impact (air, soil &
water)
Financial losses to industry. 19
 COSTS OF ACCIDENTS
Accidents interrupt the flow of work
and very costly.
cots of accidents can be classified
under to broad categories as:
A. Costs involved in accident
preventions.
B. Costs resulting from an accident.
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 Costs of Accidents
The ratio between the two is the good
measure of the interest of top
management taken in safety
management- it varies from 1:4 to
1:10.

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 Costs Involved in Accident
Preventions.
 These include:
 Cost of direct staff employed in safety
work.
 Cost of safety training of employees at all
levels.
 Increased cost of plant and equipment
owing to safer design.
 Cost of safety devices and equipment.
 Cost of insurance etc.
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Costs resulting from an accident.
 These are divided into two:
 Direct costs
 Indirect costs.
 Direct costs involve compensation
payments to workers and the medical
expenses.
 Indirect costs are nearly four times the
direct costs and involve losses due to the
accidents. 23
 Indirect costs can be:
 Cost of time lost by the injured employee/s.
 Cost of time lost by other employees who
stop their work out of curiosity, sympathy
or to assist the injured employee.
 Cost of time lost by supervisors, engineers
and other executives assisting the injured
employee/s or investigating the accident or
arranging a new person for the job.
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 Indirect costs can be:
 The cost of time spent by first aid
attendants and hospital persons when the
amount is not paid by the insurance.
 Cost due to damage to machines, tools,
equipment or other properties.
 Incidental cost due to interference with
production failure to fill orders in time
and payment of forfeits.

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 Indirect costs can be:
Cost of employee under welfare and
benefit systems.
Cost to employer of the injured
employee/s, even after return may not
be fully fit for a particular time.
Cost due to the loss on idle machines.

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 Safety Management
 The field of industrial health and safety
has undergone significant change over the
past two decades.
 There are many reasons for this.
 Some of the prominent include the
following:

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 Safety Management
 Technological changes that have introduced new
hazards in the work place.
 Proliferation of health and safety legislations.
 Increased pressure from assertive regulatory
agencies.
 Realization by industrial executives that a safe
and healthy work place is typically a more
productive work place.
 Skyrocketing health care and workers
compensation costs.
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 Safety Management
 Increased pressure from environmental groups
and the public
 A growing interest in ethics and corporate
responsibility.
 Professionalisation of health and safety
occupations.
 Increased pressure from the labour organizations
and employees in general.
 Rapidly mounting costs associated with product
safety and other types of litigation. 29
ACCIDENT RISK CONTROL MEASURES

Physical Protection
Procedural Protection
Educational Protection

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 Physical Protection
•Strict & Rigorous approach in
following the Relevant Standards ,
Codes, Procedures & Practices
•Built in Safety Devices and Safety
System
•Field Monitors for Different Toxic
Gases/ Chemicals/ substances
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PROCEDURAL PROTECTION
• Fire Emergency Procedure
• Disaster Preparedness Plan
• Mutual Aid Scheme
• No Smoking Policy
• Investigation of All Accidents
• Hazard Identification through Safety Committee,
House Keeping Committee, Safety audit
Committee
• Conducting Plant Survey, safety survey
• Work Permit System
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PROCEDURAL PROTECTION
• Safety promotional activities
• Information notes on unsafe conditions
•Annual Medical Check up of
Employees
• Safe Start up & Shut Down Procedure
• Regular and Preventive Maintenance
• Periodic testing of Fire Fighting
Appliances 33
 EDUCATIONAL PROTECTION
•Periodic Training Program on Safety, Fire Safety
and Hazardous properties of materials
•Mock Fire Drill
•Safety Manuals
•Health & Safety News Bulletins, leaflets
•Safety Motivation schemes
•Plant Operating Manual
•Educating the Public Living nearby about the
activities in the industry 34
Process Safety Management
• Need to look at the whole –
materials, equipment and
systems – and consider
individuals and procedures
as part of the system
• Management system
approach for control
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Functions of a management system

Planning
Measurement Direction Organizing

Structure
Leadership

Controlling Results Implementing

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Features and characteristics of a management
system for process safety
Planning Organizing
Explicit goals and objectives Strong sponsorship
Well-defined scope Clear lines of authority
Clear-cut desired outputs Explicit assignments of roles and
Consideration of alternative responsibilities
achievement mechanisms Formal procedures
Well-defined inputs and resource Internal coordination and
requirements communication
Identification of needed tools and
training

Implementing Controlling
Detailed work plans Performance standards and
Specific milestones for measurement methods
accomplishments Checks and balances
Initiating mechanisms Performance measurement and
reporting
Internal reviews
Variance procedures
Audit mechanisms
Corrective action mechanisms
Procedure renewal and reauthorization37
 Accountability
Management commitment at all
levels
Status of process safety compared
to other organizational objectives
such as output, quality and cost
Objectives must be supported by
appropriate resources
Be accessible for guidance,
communicate and lead
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 Management of Change

Change of process technology

Change of facility
Organizational changes
Variance procedures
Permanent changes
Temporary changes
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 Visible management commitment to
safety:
 Safety must be seen as an essential part of management’s
daily responsibilities likes quality, production, cost
control, profitability and morale.
 Management can show commitment to safety by putting
in place:
 Safety Policy - Safety Targets And Objectives
 Safety Standards
 Audits Of Safety Standards And Practices
 Safety Training
 Investigation And Follow Up Of Injuries And Incidents
 Motivation And Communication
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Visible management commitment
to safety:
High priority to safety in the planning
and evaluation of all projects and
operations.
Setting a good example by adopting
safety standards
Taking keen interest in accidents, their
investigation and follow up and in the
welfare of the people concerned. 41
Visible management commitment to
safety:
 Staffing safety department with
experienced and competent personnel.
 Management participation in safety
inspections and safety meetings.
 Promoting safety in public, during
company meetings and in publications.
 Always including safety instructions when
issuing day to day instructions.
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Visible management commitment to
safety:
 Including safety as a priority item on the
agenda at staff and management meetings
 Safety should feature prominently in
business plans and performance re- ports.
 It is management’s responsibility to ensure
that all employees are properly equipped
and trained and to motivate them so that
all employees want to work safely.
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 Human behaviour aspects
 People, and most organizations, don’t intend to get
hurt (have accidents)
 To understand why they do leads us eventually into
understanding human behaviour, both at the
individual and organizational level, and involves:
 Physical interface
 Ergonomics

 Psychological interface
 Perception, decision-making, control actions

 Human thought processes

 Basis for reaching decisions
 Ideal versus actual behaviour

 Social psychology
 Relationships with others
 Organizational behaviour
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 Human behaviour modes
 Instead of looking at the ways in which people can fail, look at
how they function normally:
Skill-based
 Rapid responses to internal states with only occasional
attention to external info to check that events are going
according to plan
 Often starts out as rule-based
 Rule-based
 IF…, THEN…
 Rules need not make sense – they only need to work, and one
has to know the conditions under which a particular rule
applies
 Knowledge-based
 Used when no rules apply but some appropriate action must
be found
 Slowest, but most flexible
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ERM Framework and Process Model

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 Framework for Safe System of Work
1. Safe design.
2. Safe installation.
3. Safe premises and plant.
4. Safe tools and equipment.
5. Correct use of plant, tools and
equipment.
6. Effective planned maintenance of plant
and equipment. 47
 Framework for Safe System of Work
1. Proper working environment ensuring
adequate lighting, heating and ventilation.
2. Trained and competent employees.
3. Adequate and competent supervision.
4. Enforcement of safety policy and rules.
5. Additional protection for vulnerable
employees.
6. Formalised issue and proper utilisation of all
necessary clothing. 48
 Framework for Safe System of Work
1. Continued emphasis on adherence to the agreed safe method
of work.
2. Regular annual reviews of all systems of work to ensure:-
 Compliance with current legislation.
 Systems are still workable in practice.
 Plant modifications are accounted for.
 Substituted materials are allowed for.
 New work methods are incorporated into the system.
 Advances in technology are exploited.
 Proper precautions in light of any accidents are taken.
 Continued involvement in and awareness of the importance of written
safe systems of work.
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 ISO 45001
 Is a standard that focuses on occupational health
and safety.
 It provides guidance on how to prevent workplace
injuries and illnesses, and how to manage
occupational health and safety risks.
 Organisations have a duty of care to ensure the
safety and well-being of their employees while on
the job.
 Implementing ISO 45001 can help organizations to
achieve better health and safety outcomes for their
workers and reduce the risks of legal liability.
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Theories that underpin Health and Safety
issues in Organisations
 Health Belief Model  The Domino Theory /
(HBM) Heinrich’s Domino
 Theory of Planned Theory
Behavior  Multiple Causation Model
 The energy transfer  Systems thinking and
theory OH&S
 The Entropy Model  Human Factors Theory/
 Deterrence Theory Ferrell’s Human Factor
 Responsive regulation
Model
theory  Reason's Swiss Cheese
 Health Behaviour Theory
Model
 ABC model of behavior 51
Process Safety and Risk Management Model
Process
Auditing Technology Operating
Procedures and Safe
Emergency Planning Practices
and Response
Management of Change Management of
Change
Incident Investigation
and Reporting MANAGEMENT
LEADERSHIP & Process Hazards
COMMITMENT Analysis
Contractor Safety
and Performance
Quality Assurance
Training and
Performance

Management of Prestart-Up Safety

“Subtle” Change Reviews
Mechanical Integrity

Copyright © 2010 E.I. du Pont de Nemours, Inc. All rights reserved. 52

QUESTIONS
Examine features and characteristics of
a management system for process safety.
Using examples discuss the importance
of accident management in an
organization.
Assess the accident risk control
measures and their significance to a
manufacturing entity of your choice.

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