Training Calendar NSC

VOL. NO. XLVII No.
July - September 2016
Editorial............................................................................................... 02
APOSHO 31 Technical Programme.................................................... 03
Presidential Address ........................................................................... 12
- SATISH REDDY
Inaugural Address............................................................................... 13
- BANDARU DATTATREYA
The Culture Aspects of Safety: A Case Study..................................... 16
- PROF. KALYAN CHAKRAVARTI
EDITORIAL BOARD
CHAIRMAN
Arvind R. Doshi
Vice Chairman (Employers), NSC &
Chairman, PAE Ltd., Mumbai.
MEMBERS
Prof. (Mrs.) Neelima Naik
Professor and Group Co-ordinator
Industrial Safety & Env. Group, NITIE, Mumbai.
Dr. G. K. Kulkarni
Occupational Health Consultant
Johnson & Johnson Pvt. Ltd. Mumbai.
Prevention Culture International Activities and

Perspectives........................................................................................ 20
-DR WALTER EICHENDORF
Dr. Vijay Kulkarni

Vice - President, EHS - CSR
Shapoorji Pallonji Infrastructure Capital Co. Ltd.,
Mumbai.
Proactive Safety in Construction Industry........................................... 24

- AVINASH HARDE
Shri Piyush Jain

Dy. General Manager (OH & S)
Ambuja Cements Ltd., Mumbai.
The Direct and Indirect Influence of Supervisors

Safety Leadership on Safety Performance.......................................... 28
- E. ANDREW KAPP
Process Safety Management in Steel Industry
A Critical Appraisal............................................................................ 32
- DR. ANIL JAIN
Awareness and Preparedness for Emergencies
at Local Level (APELL)........................................................................ 37
- YNGVIL FOSS
Promoting Safety & Health through CSR............................................ 40
- ALOK SHRIVASTAVA
Chief Editor
V. B. Sant, DG, NSC
Editor
R. Srivastava, DDG, NSC
Technical Contents Support
A. Y. Sundkar, DD, NSC
Edited, printed and Published by R. Srivastava, DDG, National

Safety Council, on behalf of the Council at Plot 98/A, Institutional
Area, Sector 15, CBD Belapur, Navi Mumbai - 400 614. Printed at
Onlooker Press, Colaba, Mumbai - 400 005. The National Safety
Council does not necessarily subscribe to the views expressed in
this journal.
NSC's Promotional Materials............................................................... 48
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Tel. : 2757 9924 (Ext.157 &114), 2757 7282 (D) / Fax: 2757 7351
Email : chronicle@nsc.org.in / nsci@mtnl.net.in / Website : www.nsc.org.in
31st APOSHO Conference & Meetings Another Milestone

It gives me immense pleasure to share with our members and patrons that the 31st APOSHO (Asia
Pacific Occupational Safety & Health Organization) Conference and Meetings & AGM hosted
by NSC India from 4th - 7th April, 2016 at New Delhi were highly successful. Theme of the 2-day
International Conference was Safety, Health & Environment Shared Vision, Collective
Action. This prestigious international conference was marked as the concluding event of NSCs
Golden Jubilee Year celebrations which had begun from 4th March 2015.
The Conference was inaugurated by the Honble Minister of State (Independent Charge) for Labour
& Employment, Govt. of India, Shri Bandaru Dattatreya. The sparkling Inaugural Function held
in Plenary Hall of Vigyan Bhawan was presided over by Chairman-NSC, Shri Satish Reddy. It
was attended by over 700 persons including invitees and national & international delegates and
experts. Over 85 international delegates from 35 overseas organizations including APOSHO
member-organizations from 17 countries across the globe attended. Eighty-four speakers including
high ranking government officials and eminent experts in the field of safety from India, APOSHO
member countries and other international organizations including ISSA, UNEP, German Social
Accident Insurance (DGUV), etc. contributed to the deliberations of the Conference during 3
plenary and 12 concurrent sessions on different topics covering the current HSE issues.
It is worth mentioning that the HSE Exhibition organized by NSC in the back lawns of Vigyan
Bhawan by erecting around 15,750 sq feet air-conditioned hanger super structure, had 64 stalls
put up by 35 Exhibitors who displayed their products and services. It was also inaugurated by the
Honble Minister and received an overwhelming response from the delegates and invitees.
We place on record our thanks and appreciation to those who have extended their cooperation and
support in making this international event a great success.
This Special issue of the Chronicle is dedicated to the proceedings of the APOSHO-31 Conference
covering the technical programme, some speeches of the Inaugural function and a few select
articles / papers contributed by eminent experts from India and abroad, related to HSE issues,
which I hope will be found informative and relevant by the readers.
V. B. Sant
Chief Editor & Director General
2
PROGRAMME AT A GLANCE
(5 6 APRIL, 2016)
Day 1 :
Venue :
Tuesday, 5th April 2016 APOSHO Conference (All delegates)

Vigyan Bhawan, Maulana Azad Road, New Delhi
TIME
EVENT
Place
0830 hrs. onwards
Registration in HSE Exhibition Area
Back Lawn of Vigyan Bhawan
1000 to 1115 hrs.
Inauguration of HSE Exhibition & APOSHO

Conference
High Tea
Plenary Session : P1
Global Perspective on Policies, Programmes and
Legislations related to SHE
Plenary Session : P2
Management of Safety, Health and Environment
Lunch
Concurrent Sessions in 3 Halls: C1
C1.1 Safety in Surface Transportation
C1.2 Port & Dock Safety
C1.3 Safety & Health in Mining Industry
Tea break
C2.1 Fire Safety
C2.2 Promoting Safety, Health and Environment
through Corporate Social Responsibility
C2.3 Occupational Wellness & Industrial Hygiene
Back Lawn of Vigyan Bhawan &

Plenary Hall
Vigyan Bhawan Atrium
Plenary Hall
1115 to 1145 hrs.

1145 to 1245 hrs.
1245 to 1345 hrs.

1345 to 1445 hrs.
1445 to 1545 hrs.
1545 to 1615 hrs.

1615 to 1715 hrs.
Day 2 :
Venue :
Plenary Hall
Plenary Hall
Hall 5
Hall 6
Plenary Hall
Hall 5
Hall 6
Wednesday, 6th April 2016 APOSHO Conference (All delegates)

Vigyan Bhawan, Maulana Azad Road, New Delhi
TIME
0830 hrs. onwards
0930 to 1100 hrs.
1100 to 1130 hrs.

1130 to 1300 hrs.
1300 to 1400 hrs.

1400 to 1500 hrs.
1500 to 1600 hrs.
1600 to 1630 hrs.
EVENT
Registration in HSE Exhibition Area
C3.1 Prevention Culture
C3.2 Competence Development and Capacity Building
for OSH
C3.3 Construction Safety : Issues and Concerns
Tea break
C4.1 Good OSH Practices
C4.2 Risk Management
C4.3 Process Safety Management : Approaches and
Advancements
Lunch
Plenary Session : P3 Disaster Risk Reduction
Concluding Session of APOSHO Conference
Tea
Place
Plenary Hall
Hall 5
Hall 6
Plenary Hall
Hall 5
Hall 6
Hall 6
Hall 6
3
TECHNICAL PROGRAMME
(5 6 APRIL, 2016)
Plenary Session
P1 - Global Perspective on Policies, Programmes and Legislations related to SHE
Date
: Tuesday, 5th April, 2016
Venue
: Plenary Hall
Time
: 1145 1245 hrs. (60 min.)
Chairman :
Mr. Satish Reddy, Chairman, NSC India and Chairman

Dr. Reddys Laboratories Ltd., India
Sr.
No.
Title
Speaker
Prospect on OSH development for the 13th Five year plan

in China
Mr. Huansham Sun

Vice-Minister
China Association Work Safety, P.R. China
National Policy and Program on OSH in India
Mr. H. Vishwanathan
Deputy Director General
Directorate General Factory Advice Service and Labour
Institutes, Ministry of Labour & Employment, Govt. of India
Prevention Culture International Activities and

Perspectives
Dr. Walter Eichendorf

Deputy Director General,
German Social Accident Insurance (DGUV), Germany
ISO 45001 and the Evolution of Occupational Health and

Safety Management Systems
Mr. John Lacey

IOSH Representative
The Institution of Occupational Safety & Health (IOSH),
United Kingdom
Plenary Session
P2 - Management of Safety, Health and Environment
Date
:
Tuesday, 5th April, 2016
Venue
:
Plenary Hall
Time
:
1245 1345 hrs. (60 min.)
Chairman : Prof. Kalyan Chakravarti, NSC India Board Member & Managing Director, Kabirama Mgt.

Consultancy Pvt. Ltd., Pune, India
Sr.
No.
Title
Speaker
Role of Trade Unions in the Administration of OSHE
Mr. H. Mahadevan
Vice Chairman (Employees), NSC India
and Working President
All India Trade Union Congress, India
Vision Zero and the Seven Golden Rules : A Global

Prevention Strategy by the International Social Security
Association
Mr. Hemult Ehnes

Secretary General
ISSA Mining
Germany
Korea's Occupational Safety & Health Management System Mr. Oh Byoung Han
OSH Training Institute
KOSHA18001
Korea Occupational Safety & Health Agency (KOSHA), Korea
Safety Management System and its Effectiveness in Gas

Processing Units and Refineries
Mr. S. P. Garg
NSC India Board Member &
General Manager (HSE)
GAIL (India) Ltd., India
Concurrent Session
C1.1 Safety in Surface Transportation
Date
Venue
Time
Chairman
:
:
:
:
Tuesday, 5th April, 2016

Plenary Hall
1445 - 1545 (60 min.)
Dr. Rohit Baluja, President, Institute of Road Traffic Education, India
Sr.
No.
Title
Speaker
Social Reasons Behind Road Accidents
Mr. P. K. Das
NSC India Board Member and
Member, Working Committee of Centre of India Trade Unions
& General Secretary, Steel Workers Federation of India
Nicer Globe : An Indian Chemical Industry initiative on

Transport Safety
Mr. Amit Jain

Managing Director
Technopurple IT Solutions Pvt Ltd., India
Road Safety initiatives by Coca- Cola
Mr. Amit Saha

Chief Sustainability Officer
Hindustan Coca Cola Beverages Pvt. Ltd., India
Road Work Zone Safety
Mr. Anil Shimpi

Head (HSE & S)
Ashoka Buildcon Ltd., India
Tripartite Model for Effective Translation of Research into

Practice
Mr. Prame Kumar Nair

Head
OHSE, Monash University, Malaysia
Concurrent Session
C1.2 Port & Dock Safety
Date
Venue
: Hall 5
Time
: 1445 1545 hrs. (60 min.)
Chairman :
Dr. Avneesh Singh, Director General

Directorate General Factory Advice Service and Labour Institutes, Ministry of Labour &

Employment, Govt. of India
Sr.
No.
Title
Speaker
Status of OSH in Ports & Docks in India
Mr. S. N. Borkar
Director
Sustainable Port Operations: Challenges and Opportunities
Mr. Krishnanand Mavinkurve

Head Safety
Adani Hazira Port Pvt. Ltd., India
Improving the Current Status of Port & Dock Safety
Prof. Dr. V. Sundararaju

Director- Ind. Safety Engg.
K.S. Rangasamy College of Technology, India
Concurrent Session
C1.3 Safety & Health in Mining Industry
Date
Venue
: Hall 6
Time
: 1445 1545 hrs. (60 min.)
Chairman :
Dr. A. K. Sinha, Director, Directorate General of Mines Safety,
Ministry of Labour & Employment, Govt. of India
Sr.
No.
Title
Speaker
Changing Perspective of DGMS and Mining Legislations

in India
Mr. S. S. Prasad
Dy. Director (S&T)
Directorate General of Mines Safety, Ministry of Labour &
Vision Zero: ISSA Minings Activities to Achieve the Goal
Mr. Matthais Stenzel

Sr. Consultant
ISSA Mining, Germany
Innovative OSH Management in Indian Mines
Mr. P. Raghupathi
Dy. Director (S&T)
Directorate General of Mines Safety, Ministry of Labour &
Health and Safety Initiatives in the ACC Mines
Mr. Rajendra Singh Rathod

Director
Associated Cement Co., India
Concurrent Session
C2.1 Fire Safety
Date
Venue
: Plenary Hall
Time
: 1615 - 1715 hrs. (60 min.)
Chairman :
Mr. R. C. Sharma, Ex. Director, Delhi Fire Brigade
Sr.
No.
Title
Speaker
Achieving Life Safety in High Rise Buildings through Built Mr. R. C. Sharma
Ex-Director
in Facilities
Delhi Fire Brigade, India
An Integrated Approach to Health and Safety at Workplace
Mr. Todd Hohn

Global Director
Underwriters Laboratories, USA
Environmental Issues & Management of Fires in Above

Ground Atmospheric Storage Tanks in Petroleum Industry
Mr. Prabhakar Kumar

Manager (Fire & Safety)
Indian Oil Corp. Ltd., Mathura Refinery, India
NSC's Experience in Fire Safety Audit
Mr. A. A. Raichur
Adviser (Tech.)
NSC India
Concurrent Session
C2.2 Promoting Safety, Health & Environment through Corporate Social Responsibility
Date
Venue
: Hall 5
Time
: 1615 1715 hrs. (60 min.)
Chairman :
Prof. Kalyan Chakravarti, NSC India Board Member and
Managing Director, Kabirama Mgt. Consultancy Pvt. Ltd., Pune, India
Sr.
No.
Title
Speaker
ISO 26000 : Guidance on Social Responsibility
Mr. Chandan Behl

Scientist E
Bureau of Indian Standards, India
Making Success of Responsible Care Approach at Clariant
Mr. P. A. Murali
Vice President Regional Sustainability RA Clariant India
Promoting Safety & Health through CSR
Mr. Alok Shrivastava

Corporate Head - HSE
Shapoorji Pallonji & Co. Ltd., India
Safety Promotional Efforts by Industries for Community NSCI Observations
Mr. A.W. Sawant

Adviser (Tech.)
NSC, India
Concurrent Session
C2.3 Occupational Wellness & Industrial Hygiene
Date
Venue
: Hall 6
Time
: 1615 1715 hrs. (60 min.)
Chairman :
Prof. Neelima Naik, NSC India Board Member and
Prof. & Dean (Research),
Environmental Engineering and Mgt. Group, National Institute of Industrial Engineering,
Mumbai, India
Sr.
No.
Title
Speaker
Worker Health Protection: Integrating Wellness
Dr. Daniel Anna

President
American Industrial Hygiene Association, USA
No Time To Lose Campaign Raising Awareness on

Occupational Cancer
Mr. Vincent Ho
Vice President
Institution of Occupational Safety and Health, Hong Kong
Developing Self Managing System for Thai SMEs on

Prevention and Control of Working Environment and
Workers Health in Relation to Chemical Hazards
Dr. Chalermchai Chaikittiporn

Vice President
The Safety and Health at Work Promotion Association, Thailand
Radiological Safety in Nuclear Energy Supply Chain
Mr. Soumen Sinha

Scientific Officer
Atomic Energy Regulatory Board, India
Metal Fume Fever and other Related Symptoms among

Zinc-ore Processing Workers
Mr. Vu Xuan Trung

Director of Occupational Health Centre
National Institute of Labour Protection, Vietnam
Concurrent Session
C3.1 Prevention Culture
Date
: Wednesday, 6th April, 2016
Venue
: Plenary Hall
Time
: 0930 1100 hrs. (90 min.)
Chairman :
Dr. Hyuck Myun Kwon, Hony. Member APOSHO
Korea Occupational Safety & Health Agency
Sr.
No.
Title
Speaker
Challenging the Safety Mindset
Mr. Ameerali Abdeali

President
NSC Singapore
The Cultural Aspects of Safety : A Case Study
Prof. Kalyan Chakravarti

NSC India Board Member & Managing Director
Kabirama Mgt. Consultancy Pvt. Ltd., Pune, India
Engagement & Empowerment of Line Managers to

Promote a Culture of Safety (Through Accelerated
Learning Program (ALP) in Safety)
Mr. Yashpal Singh

Dy. Gen. Manager and Head Corporate Safety
Godrej & Boyce Mfg. Co. Ltd., India
Measuring Safety Climate in Nuclear Plant An experience Mr. M. U. Vincy

Additional Chief Engineer
sharing
Nuclear Power Corpn. India Ltd., India
Implementation of Behaviour Based Safety (BBS) in

Defence Organisations
Safety in Petroleum Industry : Mindset & Vision of Leaders Mr. Biswajit Das
Superintending Engineer (Electrical)
is the Most Important Factor
Oil India Ltd., India
Implementation of Behaviour Based Safety Management

and Achievement of the Zero Accident Target
Mr. S. Thalapathi Raj

Scientist & Officer Incharge (SED)
Terminal Ballastics Research Laboratory (DRDO),
Ministry of Defence, Govt. of India
Mr. A. Durga Prasad

General Manager
Mangal Sponge and Steel Pvt. Ltd., India
Concurrent Session
C3.2 Competence Development and Capacity Building for OSH
Date
Venue
: Hall 5
Time
: 0930 1100 hrs. (90 min.)
Chairman :
Mr. John Lacey, IOSH Representative
The Institution of Occupational Safety & Health, United Kingdom
Sr.
No.
Title
Speaker
On-Site Capability for Improvement of the Industrial

Safety and Health
Meeting the Needs of All: Challenges in Effective

Workplace Safety Training
The Direct and Indirect Influence of Supervisors' Safety

Leadership on Safety Performance
Best Practices Mahindra & Mahindra Follows in Supply

Chain Management
Improving Safety Performance through Utilization of

Information Technology
Behavior Based Safety & You
Mr. Megumu Fukumi

Director of International Affairs Centre
Japan Industrial Safety and Health Association, Japan
Ms. Marilyn Hubner
Research and Learning Co-ordinator
NSC Australia
Mr. E. Andrew Kapp
Research Manager
Underwriters Laboratories Inc., USA
Mr. R. Sridhar
Senior Vice President
Mahindra & Mahindra Ltd., India
Mr. Suresh Kumar
Asstt. General Manager (Safety)
Steel Authority of India Ltd, SSO, India
Mr. Jayanta Chakraborty
Chief Manager (Fire & Safety)
GAIL (India) Ltd., India
Concurrent Session
C3.3 Construction Safety : Issues and Concerns
Date
Venue
: Hall 6
Time
: 0930 1100 hrs. (90 min.)
Chairman :
Mr. Anil Kumar Nayak, Chief Labour Commissioner (Central)

Ministry of Labour & Employment, Govt. of India
Sr.
No.
1
Title
Speaker
Construction Safety Issues and Concerns 7 Golden Rules
Design for Safety The Hong Kong Experience
Proactive Safety in Construction Industry
Welding Fume and Metals Exposure Assessment among

Construction Welders
An Assessment of Atmospheric Testing and Monitoring in

Tunnel
Safety in Design of Civil Structures & Controls During

Project Execution
Prof. K. H. Noetel
Vice President - ISSA, Construction
DGUV/BGBAU, Germany
Mr. Andy Lo
Council Member
Institution of Occupational Safety and Health, Hong Kong
Mr. Avinash Harde
Asstt. Vice President-IMS
Hindustan Construction Co. Ltd, India
Ms. Park, Hyunhee
Occupational Safety & Health Research Institute
Korea Occupational Safety & Health Agency, Korea
Mr. Hj Mohd Esa Baruji
Senior Manager
National Institute of Occupational Safety & Health, Malaysia
Mr. Yuvraj Singh
RDCIS, Steel Authority of India Ltd., India
Concurrent Session
C4.1 Good OSH Practices
Date
Venue
: Plenary Hall
Time
: 1130 1300 hrs. (90 min.)
Chairman :
Mr. Bernie Doyle, President and Chairman of the Board, NSC Australia
Sr.
No.
1
Title
Speaker
Management of Safety, Health and Environment in EMCO
Ms. Vandana Kudalkar

NSC India Board Member and Dy. General Manager
Corporate Safety Head
EMCO Ltd., India
Dr. Chaiyuth Chavalitnitikul
President
The Safety and Health at Work Promotion Association, Thailand
Mr. Arpit S. Nanavati
Director Safety, Health and Environment
Dr. Reddys Laboratories Ltd., India
Mr. Khairunnizam Bin Mustapa
Senior Manager
National Institute of Occupational Safety & Health, Malaysia
Ms. Bannie Yau
Executive Director
Occupational Safety and Health Council, Hong Kong, SAR,
China
Mr. Milind Deshpande
Head Marketing
Draeger Safety India Pvt. Ltd., India
A Practical Model of Comprehensive Voluntary OSH

Management Program for Thai SMEs
Significance of Incident Reporting and Methodology for

Incident Investigation
The Improvement of OSH Implementation Driven by

Business Requirement: NIOSH Experience Working with
Malaysian Companies
Occupational Safety and Health Performance in the Hong
Kong Catering Industry
Mission Suraksha- A Safety Awareness Initiative in India
Concurrent Session
C4.2 Risk Management
Date
Venue
: Hall 5
Time
: 1130 1300 hrs. (90 min.)
Chairman :
Prof. Yu Shuh Woei, Executive Board Member,
Chinese Taipei Industrial Safety and Health Association, Chinese Taipei
Sr.
No.
1
Title
Speaker
Clarifying Common Misuses of Safety Risk Language
Report on Major (Industrial) Accident in Korea
An Engineering Approach for Stability Analysis of Steel

Chimney: A Case Study
Association of Blood Lead Levels and Working Memory

Ability of Primary School Children Surrounding Ex-copper
Mining Area in Ranau Sabah, Malaysia.
Fire Risk Assessment of Coal Handling System Operation
and Maintenance at the Largest Coal-fired Power Plant in
Malaysia.
NSC's Experience in Risk Management
10
Mr. Jim Whiting

Hony. APOSHO Member & MD, Risk at Workplaces Pty. Ltd.
Australia
Mr. Yang Sang-Cheul
Korea Occupational Safety & Health Agency, Korea
Dr. Malay Kumar Pradhan
Vice Chairman, NSC, Odiaha Chapter & Director
Directorate of Factories and Boilers, Odisha, India
Mr. Shamsul Bahari Shamsudin
Associate Professor
University Malaysia Sabah
Mr. Ahmad Afzainizam Mokhtar
Head (Safety, Health & Security)
TNB Janamanjung Pvt. Ltd., Malaysia
Ms. S. Bhattacharya
Director NSC India
Concurrent Session
C4.3 Process Safety Management (PSM): Approaches and Advancements
Date
Venue
: Hall 6
Time
: 1130 1300 hrs. (90 min.)
Chairman :
Mr. R.G. Rajan, Chairman and Managing Director,
Rashtriya Chemicals and Fertilisers Ltd., India
Sr.
No.
Title
Speaker
Legal Perspectives of Process Safety Management in India
Dr. R. K. Elangovan
Dy. Director General
Process Safety Management in Steel Industry-A critical

Appraisal
Dr. Anil Jain

Vice President & Head (HSE)
Essar Steel (India) Ltd., India
Process Safety Management Approaches and

Advancements at Heavy Water Plants
Mr. S. G. Belokar
General Manager (Safety, Health & Environment)
Heavy Water Board
Department of Atomic Energy, India
CCPS Process Safety Vision 20/20- Call for Action
Mr. Umesh Dhake

Regional Manager - Asia Pacific
Centre for Chemical Process Safety, India
IFFCO Aonla Process Safety Management and Practices
Mr. N. P. Rao
Dy. General Manager (Fire & Safety)
Indian Farmers Fertiliser Cooperative Ltd., Aonla Unit,India
RCFs Journey in Process Safety
Mr. V. K. Srivastava
Chief Manager Fire & Safety
Rashtriya Chemicals and Fertilisers Ltd., Thal, India
Plenary Session
P3 Disaster Risk Reduction
Date
Venue
: Hall 6
Time
: 1400 1500 hrs. (60 min.)
Chairman :
Prof. Kalyan Chakravarti, NSC India Board Member &

Managing Director, Kabirama Mgt. Consultancy Pvt. Ltd., Pune, India
Sr.
No.
Title
Speaker
Awareness And Preparedness For Emergencies at Local

Level (APELL)
Ms. Yngvil Foss

Regional Co-ordinator
United Nations Environment Programme, Regional Office, Asia
Pacific
Bangkok, Thailand
Management of Industrial Disaster--New Strategies and

Vision
Mr. Pramod P.
Director
Dept. of Factories and Boilers, Kerala, India
Disaster Risk Reduction - Carbon Monoxide Gas Holder
Dr. T. Yogeswara
Vice President (Corporate Safety)
JSW Steel Ltd., India
11
PRESIDENTIAL ADDRESS BY SHRI SATISH REDDY, CHAIRMAN, NSC

Venue : Plenary Hall, Vigyan Bhavan, New Delhi
Date : 5th April, 2016
Time : 10.00 a.m.
Shri Bandaru Dattatreyaji, Honble Minister of State (Independent Charge) for Labour & Employment; Shri
Heera Lal Samariya, IAS, Addl. Secretary, Ministry of Labour & Employment, Govt. of India; Mr. Chi Ming
Law, Secretary General, APOSHO; Shri Arvind R. Doshi, Vice-Chairman (Employers); Shri H. Mahadevan,
Vice Chairman (Employees), Shri V.B. Sant, DG; APOSHO Members, Distinguished Invitees, Delegates, Media
persons; Ladies and Gentlemen,
It is my heartiest pleasure to welcome the Honble Minister to the inauguration of APOSHO 31 International Conference
and Exhibition today. I also join Shri V.B. Sant in extending a warm welcome to one and all and especially to the
international guests and hope they will enjoy their stay in India.
National Safety Council has come a long way since its inception and completed 50 years just a month back on 4th
March, 2016 and celebrated its Golden Jubilee year. The Council is firmly moving in the direction of creating a
preventive culture with scientific mindset and organized approach to safety, health and environment. It is constantly
reviewing the emerging challenges and involving all stakeholders to strengthen the voluntary movement on Safety &
Health in the country.
In 50 years journey, NSC had organized 12 national and 5 international Conferences including XIIIth World Congress
and 11th APOSHO Conference. As mentioned by Shri Sant, NSC had organized 11th APOSHO Conference in 1995
which was attended by more than 700 national and international delegates and was highly acclaimed.
During the Golden Jubilee Celebrations NSC made concerted efforts to increase its outreach and spread safety
awareness among the masses. With that in mind, NSC collaborated with its corporate members and conducted a
number of programmes for the benefit of the workers in industrial townships without charging fees. NSC also produced
four video films on various aspects of construction safety. These films depict safe work practices as a strong medium
of communicating the message among workers.
NSC has established itself as pioneering organisation in providing safety consultancy services like safety audit, risk
assessment, safety training on different topics. From time to time, NSC has developed its services to meet the needs of
the industry. Recently, NSC has introduced a comprehensive safety rating system based on Indian Standard to assess
the system of safety, prevailing in any particular organisation. Another initiative of NSC is a launching of online
training courses which are cost effective, save time and help safety professionals in enhancing their knowledge.
In the past one decade, our country has made strides in various economic sectors and it is on the threshold of becoming
economic superpower. However, these ambitious plans have also thrown many challenges to us; including those
related to safety, health and environment. Our constitution has enshrined the safety & health of working population in
the form of directive principles of state policies. OSH is also recognized as a fundamental human right as specified in
the National Policy on Occupational Safety, Health and Environment at workplace. The policy is also committed to
establishment and maintenance of national preventative culture for securing safety and health of workers employed in
all sections of the economy with engagement of all stakeholders and social partners. I am glad that Council is trying to
address these challenges and contributing to the growth of the country. The APOSHO 31 Conference is also a step in
this direction which will help all stakeholders in understanding their role and contribution as envisaged in the theme
Shared Vision, Collective Action. I also hope that deliberations in the 15 Technical Sessions of the Conference
will yield desired goal of sharing good practices followed in different countries and organisations and collectively
preparing action plan to move towards safer world.
Finally, we all, as parts of the society, are responsible for maintaining well-being of all constituents including their
safety, security and health. On this day, let us commit ourselves individually and collectively to the cause of safety and
health of all our Brothers and Sisters in the society. Let us strengthen the movement towards safe and healthy society.
Let us have a single vision of Safer Globe and work collectively in unison and tandem at local as well as global level
to achieve this vision.
I convey my best wishes to all of you at this prestigious international event.
12
INAUGURAL ADDRESS BY SHRI BANDARU DATTATREYA, HONBLE MINISTER OF

STATE (INDEPENDENT CHARGE), LABOUR & EMPLOYMENT, GOVT. OF INDIA
Venue : Plenary Hall, Vigyan Bhavan, New Delhi
Date : 5th April, 2016
Time : 10.00 a.m.
Shri Satish Reddy, Chairman, National Safety Council; Shri Heera Lal Samariya, IAS, Addl. Secretary,
Ministry of Labour & Employment, Govt. of India; Mr. Chi Ming Law, Secretary General APOSHO; Shri
Arvind Doshi, Vice Chairman, NSC; (Representing Employers); Shri H. Mahadevan, Vice Chairman,
NSC;( Representing Workers); Shri V. B. Sant, Director General, NSC; Representatives of APOSHO
Member Organisations; Delegates of the Conference; Distinguished Invitees; Representatives of Media;
Ladies and Gentlemen,
I had the privilege of opening the HSE Exhibition on the back lawn of the Vigyan Bhawan just a few minutes
before. I was very happy to observe the developments in the field of workers health protection and injury
prevention demonstrated through various products and services at a number of stalls.
Now, it gives me great pleasure to be with you this morning at the Inaugural function of the 31st APOSHO
Conference. I am glad to note that the National Safety Council, India is the founder member of the Asia Pacific
Occupational Safety and Health Organisation, (or APOSHO for short) and this is for the second time the APOSHO
Conference is being held in India. I take this opportunity to greet the foreign delegates present among us and wish
them a pleasant stay in Delhi.
Ladies and Gentlemen, the theme of the Conference - Shared Vision, Collective Action is very significant and
goes very well with the objectives of APOSHO. The objectives of APOSHO are to promote mutual understanding
and cooperation among the HSE (Health, Safety & Environmental) professionals in Asia-Pacific region. It also
contributes the enhancement of occupational safety and health through the exchange of information among
its member organizations. I am happy to learn that Professionals from some 20 countries in the Asia-Pacific
region are present here today to deliberate on various aspects of Safety, Health and Environment. I am sure your
contribution in the deliberations of this conference will be beneficial to attain our ultimate goal of making safer
and healthier working environment for the public at large in the Asian Pacific region.
There is a marked disparity in safety standards and outcomes among countries in the Asia-Pacific region. Some
countries have a good infrastructure in place to improve Occupational Safety and Health standards where as
some countries are lacking in a strong regulatory framework, safety standards, safety systems & facilities etc.
Thus exchange of information and learning from each others experience is very crucial to bring about better
improvement. We can also learn from countries outside the Asia-pacific region which have achieved better safety
outcomes. I am glad to learn that the professionals from Germany, UK, USA and international organizations like
ISSA, and UNEP are also participating in this conference and sharing their views and experiences.
In India we adopted humane laws regarding working conditions, health, and safety as part of our plans of
development. Our constitution itself provides to ensure that the health and strength of workers, men and women
and the tender age of children are not abused and just and humane conditions of work are provided.
India has enacted various labour laws in order to prohibit discrimination among the workers, to prevent
employment of Child labour, to guarantee fair and humane conditions of work, to provide social security &
minimum wages; to provide right to organize & form trade unions & facilitate collective bargaining, etc.
Safety, health and welfare of workers in four major sectors of our economy, Viz. Manufacturing, Ports & Docks,
Mining and Construction sectors, are comprehensively covered under specific laws applicable to these sectors.
13
With the economic development over the last 68 years, the aspirations of the working class have found expression
in the evolution of labour policy through amendment of these laws and development of the institutional framework
over the years.
Our government has launched Make in India campaign on 25 September 2014 to attract investments from
businesses around the world, and in the process, strengthen India's manufacturing sector. Make in India is an
international marketing strategy, conceptualized by our Prime Minister Shri Narendra Modi ji. The campaign's
purpose is to enhance job creation, boost the national economy, and convert India to a self-reliant country and to
give the Indian economy global recognition.
Our Government has declared its vision to make India as a global manufacturing hub by increasing the share of
the manufacturing Sector in GDP from the present 15% to 25% in next few years. The Make in India campaign
would facilitates this quantum jump in the manufacturing sector. With this development-oriented agenda of the
government, a number of collaborative projects in manufacturing sector with foreign participation are being set
up in the country. This growth will also call for the matching inputs on OSH issues.
To facilitate the growth, the infrastructure is also being developed in the form of highways and express-ways, rail
corridors, airports & seaports, power generation & distribution etc. As a result, there is a considerable surge in
construction activities. The problem is not that the hazards and risks are unknown in these construction activities,
but they are very difficult to control in a constantly changing work environment. Further, migrant uneducated and
unskilled workforce is employed in these activities which also pose great safety and health challenges.
It would be our prime responsibility to ensure just and humane condition of work apart from providing training
to develop required skill and competence in our workforce. We cannot prosper in this dynamic complex business
environment without caring for safety and health.
With an objective of simplifying business regulations and for bringing in transparency and accountability in
labour inspections, the Ministry of Labour and Employment is revising the Inspection Scheme and developing
a single unified web portal for Online Registration of units, reporting of inspections, submissions of annual
returns and redressal of grievances.
The ministry is also developing a Webinar Center for increasing reach to all the stakeholders for imparting
training and providing & up-dating information pertaining to Occupational Safety and Health; Integrated
Knowledge Centre for compiling and disseminating the crucial important information; and Occupational
Safety and Health Exhibition Center to educate and train the workers about safe and healthy working through
live presentation and demonstration of the best practices.
The Ministry is also finalizing the modalities for effective implementation of Building and Other Construction
Workers (RECS) Act, 1996 and Building and Other Construction Workers Welfare Cess Act, 1996. The
Factories Act is also being amended and the Factories (Amendment) Bill has been placed before the Parliament
for approval.
I also appreciate the contribution being made by the National Safety Council in the promotion of a safe and healthy
working culture in the country. I would like to thank the National Safety Council for its efforts in organising the
APOSHO Conference. I wish all of you a meaningful and fruitful Conference and all delegates a pleasant stay
in Delhi.
I have now great pleasure in inaugurating this International Conference.
Thank You.
Jai Hind !!!
14
CULTURAL ASPECTS OF SAFETY: A CASE STUDY

PROF. KALYAN CHAKRAVARTI
Managing Director, Kabirama Management Consultancy Pvt. Ltd., Pune
Email : kalyan.chakravarti@gmail.com
Abstract: In this paper the author discusses the

influences of the culture of the society, the family and
the organisation on the behaviour of the workers in
following the laid down the safe work practices of the
work place. The discussions are developed through
a Case Study of an engineering company where the
management has set up a good safety department,
which is headed by a safety professional, who reports
directly to the works manager, who is the Occupier
and the Head of the plant. A good calendar of safety
training is in place and each worker is required to
undergo training of a minimum of six working days
every year, with full pay.
In spite of the progressive attitude of the management,
the middle level supervisors and managers in the plant
encounter a reluctance of the workers to follow safe
working practices. Particularly in the case of wearing
of personal protective safety equipment, the reluctance
is very marked. The union in the plant has a strong
influence on the workers, and the management has a
policy of co-operation with the union, and seeks help
of their office bearers and shop representatives, to
instil a strong safety culture in the workmen. The big
challenge is to change the culture in the work place,
in the face of long entrenched unsafe habits learnt
in homes, schools and the society at large, in early
childhood and adolescence.
Introduction
Thousands of workers are working in the factory and
the storage yards, amidst restrictive space, moving
machinery, and stacks of materials in various stages
of work in progress. The work is fast paced, and the
production and productivity, with time bound finishing
and despatch times being a norm, creating tension
and constant mental pressure. In this environment,
working safely by adopting safe work practices,
assumes paramount importance.
1.0 The Company
Reliant Engineering Limited is a large company. It
was founded seventy years ago by local entrepreneurs
as a partnership company with limited equity capital.
Both the founders were engineers with many years
of experience with reputed engineering companies in

Europe. The company was established with the intent
of repairing, overhauling and retro-fitting specialpurpose plant and machinery, where the competition
was low and the profit margins high for a competent
player.
Business expanded rapidly and within a short time
the need was felt to induct fresh capital. Initially
the company was converted into a private limited
company with the acceptance of private capital from
friends and relatives and two non-executive directors
were inducted on the board of the company.
With the continuing expansion of business, and the
diversification into the manufacturing of engineering
products with technical collaboration from reputed
foreign companies, again the need arose for bringing
in large amounts of capital. The company was then
converted into a public limited company with a wide
shareholder base, including institutional as well as
public shareholders. The shareholding of the promoters
then stood at fifty five per cent.
The company emerged as an excellent, professionally
managed organisation. The strong financials bore
witness to its reputation. The ten rupees face value
equity share was quoted at fifty times its face value in
the premier stock exchanges. The net worth was over
ten times theequity capital, there was consistently
high net profits and an unblemished and satisfactory
dividend record. The current sales revenue stood at
about rupees two billion.
The Market
The companys original activity was centred around
repair, and renovation of specialised plant and
machinery Over the years this activity was phased
out due to growing trends in value engineering and
cost/availability of new generation of computerised
equipment. The current mainstay products of the
company such as switchgear, high pressure reaction
vessels, and construction equipment, find high growth
applications in the power, chemical, petrochemical,
oil refineries and gas processing units and pipelines
sectors of the economy. These sectors are growing at a
15
healthy pace and provide huge markets for companies

like Reliance with a commitment for quality, R&D and
safety. So the future is set on a growth path of around
twenty per cent compound average rate of growth
(CARG). This rapid and high rate of growth,sets up
challenges of technical, behavioural and cultural
training inputs of high order so as to cope with the fast
changes.
2.0 The Products and Services
There are five basic verticals, namely, (1) electrical
and electronics,(2) highly sophisticated reaction
vessels for power, chemical, petrochemical,
refineries, fertiliser plants, cement, nuclear plants and
infrastructure projects, (3) information technology (4)
construction and realty projects and (5) non-banking
financial operations.
3.0 The Organisational structure
Reliant Engineering has an employee strength of about
eighteen thousand people, spread across eight factories
and thirty offices in India and abroad. In addition,
there are at any time about fifteen to twenty active
construction sites. The company has a decentralised,
divisional organisational structure. Each vertical is an
independent division and its own profit centre. Each
profit centre manages its own business functions
like marketing, manufacturing, divisional finance,
divisional HR and divisional IT. At the corporate level,
the enterprise finance, HR for management trainees,
HR administration for covenanted senior management
employees corporate IT, corporate public relationsand
the legal and secretarial functions are centralised at the
head office.
Each profit centre is headed by a director, the finance
and the HR functions by their own director and a
director for all other corporate affairs. Besides these
eight executive directors on the board, there are
five more non-executive directors. The chairman &
managing director heads the board.
4.0 The Culture
Reliant has an overarching culture of being a widely
owned, professionally managed, national company
with no foreign holdings, and its corporate vision
closely aligned with the growth and development of
the nation. Its conduct of business is fully compliant
with the laws of the land, and its behaviour with all
stakeholders is within a strict ethical framework. This
16
culture was clearly reflected in the annual welcome

address of the HR director to each new batch of
management trainees: remember you are now a
member of a company where excellence is valued,
merit is rewarded and pride is nurtured as a family
of patriotic Indians whose business performance is
second to none of the multinationals, a company where
you aspire to serve the nation, and also reach the very
pinnacle, based on your meritorious performance.
5.0 Culture and Safety
Ravi Verma, the general manager of the electrical plant
was leafing through the pages of the monthly report
from the managers who reported directly to him. All
the financial indicators of performance seemed to
be according to the budget. However, some of the
operational indicators were worrisome. Overtime and
leave were above budgets. He made a note to talk to
the production manager, to bring it under control. He
then turned his attention to the safety indicators. This
showed a sharp increase in the number of accidents
as well the severity rate. He decided to investigate the
root causes. He picked up the telephone and said to his
secretary, Sridhar Please get me the safety manager
on the line.
The phone rang soon.Prabhu, I am looking at the
safety report for the month and I am not happy. We
have to look at it critically. Can you arrange a meeting
of allour department heads please? Yes, I have
tomorrow afternoon relatively free. 4 pm, after the end
of the first shift would be good.
Vinayak Prabhu, the safety manager was somewhat
apprehensive, as the review meeting began. Ravi
Verma started with Gentlemen, as we all know, safety
is everybodys business. That is why I have called all
of you to this meeting. Last month there has been a
deterioration in our safety indicators and we need to
get to the bottom of it.
Prabhu, has there been any reduction in the number
of safety training programmes? Or has the attendance
been low in any of the programmes?
Abhijeet Joshi, the quality assurance manager said
we have often seen the production shops are
somewhat reluctant to spare workmen who are called
for safety training programmes. Of course, this may
be due to high absenteeism or extra pressure of work.
Datta Pawar, the production manager, reacted sharply
That is not true at all. Well maybe this has happened

a few times, due to pressures from the marketing
department to maintain committed delivery deadlines.
But I am pretty sure that no workmen has missed being
trained less than the mandatory six working days, due
to this reason.
doing the work. Perhaps the solder is motivated better,

as he is doing his work for a nobler cause greater than
himself for the honour of his regiment, the pride of
his comrades- in-arms and the service and glory of
his nation.
Vinayak Prabhu, supported the production manage

Datta is right. We do audit analysis on the training
programmes attendance and periodicity as per our
annual budget, and have found both are as per the
budget.
Arvind continued, coming back to our factory

environment, we have also observed that in our
suggestion scheme, every three to four years, the
interest flags and the number of suggestions dwindle.
We then have to run some contests to give a boost to
the scheme.
At this stage, Vinita Patil, the HR manager observed

maybe the workmen are bored by attending the same
programmes again and again. Therefore, a degree of
demotivation sets in.
Prabhu agreed Yes, I think there is merit in Arvinds

suggestion. I will sit with him and chalk out some
proposals for improving the m0tivation level of the
working in the safety training programmes.
Prabhus answer was I cannot agree this theory,

because the facts do not support this. Let me give you
a recent example. Only yesterday, a few workmen
attending the fire safety programmecould not operate
the hand held fire extinguishers properly, although
they had attended the same programme, only six
months ago
Vinita Patil was an interested participant in the

discussions, because she believed she could contribute
some relevant behavioural inputs to bear on the
problem of motivation. She was well aware of the
large body of research which had been carried out in
the field of motivation. The old theories of motivation
by coercion and negative reinforcement, had long
been discarded in favour of motivation by positive
reinforcement and rewards. Depending on the
situational factor however, it was necessary to use a
judicious combination of both interventions, for the
best results. The armed forces had honed these skills of
combined motivational techniique, through long years
of experimentation and implementation, in peace and
war situations. The principle which has worked best
for them is discipline and welfare, both hand in hand.
One without the other is sterile, and often dangerous
as they are commanding men with arms. Of course,
the armed forces had special situational considerations
which cannot be transplanted in the civilian world,
without modification and adaption.
We believe, that the coefficient of learning retention

is low, on the average, and therefore the training
programmes must necessarily be repetitive, to be
effective.
Arvind Bapat, the industrial engineering manager, who
had been an interested listener so far, now entered the
discussions As you all know, I am a territorial army
reservist. Let me share with you that the armed forces
follow the principle that the training at the soldier level
should be repetitive. The constant repetition ensures
that the response to an order or a situation becomes
an intuitive part of the soldier, so that in the extreme
stress and heat of battle, his actions are not faulty.
This is very interesting, said Vinita. Both the
workmen as well as the soldier join their respective
service voluntarily - but whereas the workmen reject
the training input subconsciously by not retaining
the training, on the other hand, the soldier retains
the learning imparted by the training and makes it an
intuitive part of himself. Remember, in both the cases,
doing the actions wrongly, may mean a matter of life
and death
The answer to this apparent contradiction, said
Arvind, may perhaps lie in the degree of motivation in
Research findings also showed that the best way to

motivate workmen on a long term, sustainable basis
was to make them feel as a part of the organisation,
and not an inferior status constituency, where they
were fit for only the manual and the physical work,
and the thinking and the policy making part was the
sole hallowed prerogative of the management staff.
The practical way to delegate some of the thinking
work was to begin by sharing company information
regarding budgets, sales, production, products,
markets, product research, competitors, vision and
17
mission of the organisation. This brings in a strong

sense of involvement and ownership, which in turn
ushers in a strong collective motivation amongst the
workmen. The Japanese have used this principle to
great advantage.
Vinita continued The workmen may be bored because
they are not convinced hat safe working practices are
not really necessary, that these are something imported
from multinationals and not suitable for Indian
conditions Isnt it surprising that so often accidents
are happening because personal protective equipment
areso often not used? Workmen do not wear safety
boots, and we have caught some workmen selling their
safety boots which are issued free to them every year
Many injuries can be avoided if safety boots are worn.
Similarly eye and hand injuries could be avoided by
wearing goggles and safety gloves. Another area of
real concern is the reluctance of many workmen to
wear safety helmets, even though we subsidise them
liberally. It is incredible that even though the fatal
accidents of Gaekwad and Salunke could have been
avoided if they had worn their safety helmets, many
workmen still choose not to use them on the excuse
that it is unsafe because it limits peripheral vision and
is unbearably hot to wear in summer Periodically
we have to punish them for not wearing personal
protective equipment and helmets.
thousands of years of our long history, has an influence

in our behaviour. We Indians collectively believe in the
influence which the stars exert over the events of our
lives. Many of us consult astrologers as a necessary
input before taking important decisions which affect
our lives. We put a black spot on our infants face so
that they are not harmed if someone casts an evil eye,
although, simultaneously, we have them inoculated as
per modern medical methods Many of us believe in
the philosophy of reincarnation and karma. Some
of us believe that everything in life is pre-destined
and we mortals cannot alter the inexorable path of
our destiny. What is written in our destiny will
inevitably happen. These beliefs are not limited to the
illiterate and the uneducated and to the poor, but are
spread across all strata of society including scientists,
engineers, doctors, politicians, bureaucrats, artists,
businessmen and thought leaders in the society.
Ours is a highly spiritually evolved nation, where
people from the western world come to seek spiritual
solace and happiness. Unlike many countries, our
country lives its religions, in day to day living, so that
it assumes an integral part of our lives. A culture is
shared common values. Recognising our national
culture it would be unreal to think that we as a company
can exist in an oasis, insulated from our indigenous
culture.
Ravi Verma observed thoughtfully Of course I am

aware of all the things you all have been saying, but
I also know that this peculiar behaviour of virtually
inviting injuries is not limited to workmen alone, but is
also prevalent among many of our management staff.
Do you know that many of us managers, who also use
two wheelers, in addition to our cars, do not wear safety
helmet? Are you aware that many of us run the risk
of premature death by not having our annual medical
check-ups although the company reimburses us fully?
I will not take the chance of embarrassing any of you
in front of your colleagues, by asking how many of
you miss your annual medical check-ups although it is
mandatory, and in your own vital interest.
Do we not see that see that it permeates into our

plant in many ways although we are organised and run
very professionally as per modern principles? Does
not each shop in our plant have a little temple with
deities in a corner on the wall? Do we not inaugurate
our new machinery and start our new constructions,
by breaking a coconut, offering sweets and doing a
little worship to the presiding deity? Do we not choose
an auspicious day from our astrological almanac to
do the inauguration. Finally, do not have a national
day for the presiding deity of all craftsmen artisans
and workers, when inn all factories, including ours,
we worship our machinery and tools and seek the
blessings of the deity for an accident free and trouble
free year ahead?
Mr Verma continued I have often wondered whether

our Indian culture which has evolved over the
Our values are formed from early childhood, and

are imbibed from our parents, teachers and social
18
community leaders. By the time we are seven to eight

years old, our fundamental values are ingrained and
embedded in us and usually we carry them throughout
our lives.
We as intelligent managers, must acknowledge and
innovatively harness our culture to our needs.
To give you an example, knowing our culture for
reverence to our deities, walls which are painted with
pictures of deities, remain clean and are not converted
into public toilets.
Mr Verma asked everyone present, what they thought
of the issue of our collective cultural practices having
any significant bearing on our safe behavioural
practices in our factories and in our homes. After
discussions, the general consensus emerged that there
is a significant impact of our collective societal culture,
on our actual behaviour both in the workplace as well
as in the homes.
In conclusion, Ravi Verma said Please prepare a
revised safety policy, based on our discussions, which
will enhance our present safety efforts. The safety
and the HR managers will be the joint co-leaders of
the team, and all the others present here today will be
members of the team. I would like to have the draft
revised safety policy proposal, within a month. Then
we will have another meeting to polish it up, and send
it to our director for his approval.
Datta Pawar requested Sir, can we have a braining
storming session to kick-start our task of preparing
the revised safety policy proposal, as it may throw up
some valuable inputs for incorporation in the revised
policy proposal?
Good idea, Datta. Please get a date from Sridhar, and
fix up the session soon.
Subsequently, the revised safety policy proposal was
approved, and put in practice. The years that followed,
showed a steadily improving safety performance,
which was reflected in the winning of safety awards,
including that which has the prestige -The National
Safety Council of India safety award.
The summary of ideas generated in the brain storming
session is given below in Exhibit - 1
Exhibit - 1 SUMMARY OF SOME OF THE IDEAS

GENERATED IN THE BRAIN STORMING
SESSION
1. Create a safety suggestion scheme as an
enhancement of the present suggestion scheme
2. Share the companys business information with
the workmen and the union representatives, as an
agenda item, in the monthly joint plant committee
meeting, shared by the general manager of the
plant.
3. Send union representatives to off-site safety
training programmes.
4. Start an inter-departmental safety competitive
trophy, to be given away at the hands of the
director
5. Celebrate the national safety day on a much
bigger scale and invite an eminent person as the
chief guest to give a higher visibility to safety
6. Sponsor workmen and union representatives to
national and international safety conferences
7. Induct the family members of the workmen
into the companys in-house safety training
programmes.
8. Upgrade the positions and the status of the safety
officers in the managerial hierarchical structure of
the company.
9. Incorporate skits and one-act plays in the cultural
programme on the annual day of all the employees
of the company.
10. Create linkages between safety and the annual
performance appraisal of the employees, for the
determination of the annual rewards.
11. Leverage the spiritual elements of the local culture
in the safety initiatives of the company.
12. Expand the safety programmes beyond the walls
of the factory, by adopting local community
entities and imparting safety awareness and
training as a part of the companys corporate
social responsibility.
19
PREVENTION CULTURE - INTERNATIONAL ACTIVITIES AND PERSPECTIVES

DR WALTER EICHENDORF
Deputy Director General, German Social Accident Insurance (DGUV) &
President, German Road Safety Council (DVR)
Email : walter.eichendorf@dguv.de
Abstract: This paper describes the path from safety

culture to prevention culture. It provides information
about international activities concerning prevention
culture, with a focus on Asian countries. The paper
also explains the approach and major elements of a
new Culture of Prevention campaign to be launched
by the German Social Accident Insurance (DGUV).
The Culture of Prevention campaign is currently being
prepared and will commence in 2017. It is expected to
run for ten years.
and mental health at work. We have already achieved

a great deal in terms of improving workplace safety.
Nevertheless, it must be pointed out that many people
still die at work or suffer as a result of work-related
health hazards. In order to not only deal with these
new, complex challenges but also establish safety and
health as universal values we must take a new path.
The Vision Zero strategy for a safe future without fatal
or serious accidents or occupational diseases demands
more: we need a culture of prevention.
Introduction
1. On the path from safety culture to establishing

a prevention culture
How does the world have to be designed so that

everyone can benefit from healthy and safe conditions
for living and working? What does the current working
world look like? What are the consequences of these
changes and what challenges do they present for
occupational safety and health? What is our vision?
And which strategy and which measures do we need to
have in place in order to stay healthy and safe at work
and at home?
The world of work is changing rapidly as a consequence
of technological and economic developments such as
globalisation and digitalisation; demographic change;
and social changes characterized by increasing
migration and diversity. Due to demographic change
we will have to work longer and work-life balance
will become increasingly important, especially
for todays young workers. We are also seeing an
increasing number of workers in informal, vulnerable
employment. As a consequence of virtualisation there
is an increasing blur of space and time between leisure
and work; this is particularly noticeable in service
industries. In addition to traditional safety risks, new
risks such as psycho-social risks are becoming more
and more important. The challenges of workplace
prevention are becoming increasingly complex. In
Germany, and many other countries, we have seen a
relative decline in the importance of work accidents and
an increase in the importance of occupational diseases
20
Globally, an estimated 2.3 million workers die every

year from occupational accidents and work- related
diseases. In addition, millions of workers worldwide
suffer non-fatal injuries and illnesses. Although the
figures differ worldwide, there is broad international
consensus regarding the need for a zero accident
strategy in order to avoid severe or fatal accidents at
work. But how do we reach this goal?
The need for prevention is both obvious and urgent.
Workplace accidents and diseases are preventable.
There has already been much done towards creating
safe and healthy workplaces. In many countries
there is a legal and institutional framework and
many companies, particularly large ones, have
comprehensive management systems. The importance
of fully-functioning safety systems within companies
as a prerequisite for their economic success is mostly
accepted in the world of work. Preventing accidents,
occupational diseases and work-related health hazards
in order to protect the safety and health of the workforce
follows a similar but more integral approach. One
thing is clear: the solution is no longer just supervision
and regulation. To effectively move towards the goal
of Vision Zero we need a culture of prevention. The
maintenance, promotion and improvement of good
health in order to keep employees fit and able to
work safely and in a healthy manner is a newer, but
nevertheless urgent topic on the agenda. A culture of

prevention requires a much broader understanding
of prevention. Nowadays, the policies, concepts and
measures related to safety and health preservation
and promotion are not only limited to the workplace
but often extended to also include the private life
of working people. Both the environment in the
workplace and in private life have an impact on wellbeing and the occurrence of diseases. Therefore, an
integral approach is centred on humans in all their
social relationships, both at work and at home. Risk
factors outside the workplace affect the workplace and
vice versa. Safety and health must be values for all
people, all organisations and society as a whole. They
have to become the subject of all actions. Preventive
action pays off and is more than worthwhile.
2. International reception and activities of
prevention culture
Many international and European organisations
strongly support the development of a prevention
culture. The establishment of a workplace culture
which factors in issues of safety and health at all
decision-making and operational levels is now seen as
a worthwhile endeavour. At the XX World Congress
on Safety and Health at Work 2014 in Frankfurt,
the first international consensus on the attributes of
a holistic approach to prevention was achieved: an
integrated, fundamental understanding of prevention
takes into account a variety of perspectives and stances
and includes conventional risk prevention, workplace
health promotion and reintegration. Prevention is,
therefore, to be seen as a multidimensional term
consisting of elements including tolerance of errors,
pro-active behaviour and highlighting the benefits
of health and prevention. This is the result of a long
and intensive international discussion on a culture of
prevention. The following section highlights some
important events and developments in Asia and
Australia whilst acknowledging that the overview is
not complete.
2.1 Korea
The Seoul Declaration established in 2008 during the
18th World Congress on Safety and Health at Work
set a milestone for a worldwide prevention culture
by the International Labour Organization (ILO), the

International Social Security Association (ISSA) and
the Korea Occupational Safety and Health Agency
(KOSHA). KOSHA has been one of the key players
in promoting a worldwide prevention culture in which
safety is the core value of life. Many activities in Korea
promote a culture of prevention such as their ZeroAccident campaign and the annual OSH Week. Their
Safety Culture campaigns to create decent work, which
are well-renowned and have a long tradition, have now
been adapted to have a holistic approach. Initiated by
KOSHA the founding of the ISSA International Section
for a Culture of Prevention in 2011 has boosted the
discussion on a prevention culture in the international
OSH community. The development of a prevention
culture index was strongly pushed by KOSHA.
They have developed the first version of a mobile
application for an international prevention culture
index which they will continue to refine. Its aim is to
help companies identify the status of their prevention
culture in terms of reaching the goal of Vision Zero.
2.2 Hong Kong
The Safe Community in Hong Kong is an integrated
approach to occupational safety and health promotion.
The Occupational Safety and Health Council (OSHC)
has developed an occupational safety culture index for
communities and employees. This index allows them
to evaluate community and work place awareness,
attitudes and knowledge towards occupational safety
and health.
2.3 Singapore
Singapore is preparing itself to meet the new
challenges described above. Their vision is a safe and
healthy workplace for everyone. The workplace acts as
a key strategic partner in preventing chronic diseases
and improving the well-being of its own employees
through health promotion. Their intention is to create
a Work Safety Health (WSH) culture in companies by
establishing a programme to improve competencies
based on WSH culture. The programme aims to
improve the feeling of individual responsibility for
workplace safety and health so that every single worker
sees OSH as indispensable and takes on responsibility
for their own safety and health as well as that of the
21
people in their immediate surroundings. The Culture

SAFE programme encourages organisations to embark
on a process of culture building following the 5-step
Culture SAFE cycle. With the help of five indicators
(Reactive, Participative, Proactive, Progressive and
Exemplary) they measure the performance of the
programme in each organisation.
2.4 Australia
The Australian strategy is underpinned by two key
principles. Firstly, all workers, regardless of their
occupation or how they are involved, have the right
to a healthy and safe working environment. Secondly,
well-designed, healthy and safe work allow workers
in Australia to have more productive working lives.
Leadership, communication and training using
systems, symbols and behaviours are important ways
to reach the goal.
3. Culture of Prevention campaign in Germany
Based on the experiences of many countries around
the world, the establishment of a prevention culture is
one of the most successful means of improving safety
and health. This applies to companies, organisations
and also to entire societies. Establishing a culture
of prevention can be successfully encouraged via
prevention campaigns which target the world of work
and society as a whole. The Culture of Prevention
campaign in Germany is currently being prepared
and will be launched by the German Social Accident
Insurance (DGUV) in 2017. It is expected to run ten
years.
3.1 Campaign goal
The goal of the campaign is not only to highlight safety
and health as values for every individual, organisation
and society as a whole but also to integrate them into
all thoughts and actions. The individual, organisational
and societal levels are not only influenced by one
another but are also dependent on one another; it is not
conceivable for one level to exist without the others.
are firmly established as integral, lived values

requires companies and institutions to adopt a holistic
approach spread across six fields of action. On the
one hand, these fields can be used to determine the
extent to which safety and health have already become
integral values. On the other hand, they highlight
specific opportunities for intervention which targets
the integration of safety and health into structures and
processes within companies and institutions. The six
fields of action are Leadership, Communication,
Participation, Error Culture, Social Climate /
Organisational Climate and Prevention.
Activities in all of these fields improve the safety and
health of employees in all organisations and strengthen
employee loyalty. They also have a positive impact on
other areas of life. Further more, prevention pays off
in an economic sense as shown by the ISSA study on
Return on Prevention (RoP). For German companies,
the RoP was 1.6 and for international companies
the RoP was 2.2.This means 1 invested into OSH
measures produces a financial return of 2.2.
3.2.1 Field of action: Prevention as an integral part
of all tasks and duties
If, and how, prevention is integrated into everyday
work is reflected in the day-to-day actions of
employers and employees. Values and rules build the
basis for everyday actions and behaviour. Measures
and activities have to be developed systematically
and to be linked to one other. Safety and health can be
successfully implemented into guidelines, operational
goals and agreements, in management systems and, of
course, in to the education and training of employees.
3.2.2
Field of action: Leadership
Leadership and leadership style have an influence on

the safety and health of employees and the prevention
culture in a company. Therefore, a leadership style that
promotes safety and good health is vital. Leadership
principles should be a part of a companys corporate
image.
3.2 Fields of action
3.2.3
Our goal is to integrate prevention systematically

and permanently into processes and structures. The
evolution of a culture in which safety and health
Communication is seen as the interaction between

managers and employees as well as among managers
and among employees. Intensive exchange and
22
Field of action: Communication
properly functioning communication channels are

important parts of good communication within
companies and institutions. A smooth, effective flow
of information enhances the working atmosphere
within an organisation; elicits interesting ideas and
suggestions for improvements; and helps avoid
misunderstandings and conflicts. It also guarantees
the availability of information relevant to issues of
safety and health. Communication promotes employee
identification with both the culture of their organisation
and the behaviour expected of them in terms of safety
and health. Communication, therefore, has a multilevel effect on safety, health and well-being in the
workplace.
3.2.4
Field of action: Participation
The participation of employees in organisational

decision-making is an important goal. Employees
should be actively involved in the process of
developing, implementing and evaluating a healthy
and safe workplace. The role of managers within
this context is to not only motivate and empower
employees to become actively involved but also to
give them the opportunity to do so. Participation is,
therefore, closely linked to leadership.
their companys values, norms and behavioural

patterns.
4. Activities
A major difference to previous prevention campaigns
carried out by the DGUV is that the goal of this
campaign is not only to inform and raise awareness,
but also to change behaviour sustainably over the
long term. Therefore, specific tools and aids will be
developed for the different target groups. A wide range
of activities will be carried out for each of the target
groups including press and media work, commercials,
social media, corporate events and much more.
5. Structure
The prevention campaign consists of a joint umbrella
campaign involving all participating German social
accident insurance institutions and, where applicable,
the Social Insurance Institution for Agriculture,
Forestry and Horticulture (SVLFG) as well as
industry-specific campaigns run by the various social
accident insurance institutions.
6. Campaign duration and internal preparation
phase
In terms of safety and health, it is important for

companies and institutions to establish an open error
culture. This means that errors need to be transparent
and not hidden. Everyone learns from errors they
provide a foundation for human development and
represent important learning opportunities.
The campaign will start in 2017 and will last 10 years.

The umbrella campaign will run in waves which makes
sense in terms of dynamics and costs. In contrast to
earlier DGUV prevention campaigns, it is necessary
to establish a culture of prevention within our own
organisation. An analysis of the current prevention
culture being lived out by the DGUV is important for
the credibility of communicating our campaign.
3.2.6
Conclusions
3.2.5
Field of action: Error culture
Field of action: Social climate
A good social climate within an organisation has a

positive impact on the performance and health of the
organisation itself as well as on the employees. It is
characterised by a helping and respectful relationship
between managers and employees as well as among
employees themselves. It is closely linked with
company-specific communication and has a decisive
influence on whether or not employees identify with
Developing and establishing a culture of prevention

is a process that involves the individual, the company
and the whole society. In the long term, we will
create a culture of prevention step by step in which
the safety and health of all people will be experienced
as an unchallenged universal value. To achieve this,
we need time, credibility, enthusiasm and the broad
involvement of all stakeholders.
23
PROACTIVE SAFETY IN CONSTRUCTION INDUSTRY

AVINASH J HARDE
Assistant Vice President IMS, Hindustan Constructions Co. Ltd., Mumbai
Email : avinash.harde@hccindia.com
Abstract : In a high hazard industry like construction,

safety is an investment that provides real benefits. A
safe work environment helps to keep skilled employees
on the job and projects on track by reducing accident
that results in injuries and schedule delays, while also
reducing the risks of litigation and regulatory action. A
safety record enhances a companys reputation, makes
it more competitive and helps to manage insurance
costs over time.
Injury prevention programme at construction is
ineffective, if not planned, organised and tackled
in rational manner. Only reactive approach is not
sufficient to curtail the large trend of injuries at
construction site, but a logical and structured model of
proactive initiative provides a more effective approach
for injury mitigation at construction site. By keeping
this approach HCC has initiated Proactive Safety
Observation Programme (PSOP) to improve the safety
culture at all projects.
The Proactive Safety Observation Programme (PSOP)
is dedicated and predetermined observation round and
which is not combined with any other safety inspection
round. A weekly roster was prepared by HSE Head
and duly approved copy by site Project Manager was
circulated to site members and to senior management.
Total of three PSOP rounds were planned per week,
one before lunch, one after lunch and one at the
night time with minimum duration of one hour for
each round. The PSOP team has a cross functional
members and one round will be conducted by PM to
show commitment of senior management towards the
proactive initiative. The cross functional team will take
a walkthrough in the site on predefined date and time.
The main aim of the PSOP round is to identify unsafe
conditions, unsafe acts and safe practices adopted at
site. Minimum ten observations per round are required
for effectiveness of this initiative.
The overall objective of this programme was to reduce
accident and improve productivity. This was very well
achieved by implementing the PSOP. This programme
24
gathered a diverse data that helped in identifying the

safety deficiency areas at the work places and/or a
lacuna by a sub-contractor so that corrective actions
are taken to improve the overall situation. The PSOP
is a continual process to decide safety priorities, avoid
major accidents and ultimately achieve the Zero
Accident Goal.
Building a Proactive Safe Culture
Companies invest significantly to ensure workplace
safety, especially in the construction industry. In
this industry, which operates on low margins, it may
be tempting to scale down the investment on safety
during challenging economic times. Doing so can cost
far more than you save.
The average work-related injury results in direct costs,
including workers compensation, ambulance fees,
medical expenses, etc., which is much smaller than the
exponentially higher indirect costs such as equipment
downtime, lost productivity, legal actions, etc. They
are estimated to range between 4 to 10 times the direct
costs. It may help if you think of safety as a profit
centre, rather than an expense. Following are just a
few potential profit areas:
a) Insurance premiums : If workers compensation
and other insurance claims are under control,
thus lowering the experience modification rating
(EMR), insurance companies will perceive this
company as a lower risk. Consequently, you may
be eligible for reduced premium rates.
b) Higher calibre workforce : A well-trained
workforce with proper safety training is an
invaluable resource for any company. Not only
will employees be more productive, they will
be able to help identify unsafe conditions and/or
operating practices, as well as situations where
jobs might be done more safely and effectively.
c) Company safety culture : Promoting a safe work
environment improves employee morale, a muchneeded commodity in tough financial times. If
employees believe the company cares about their
well-being, they in turn will care about the wellbeing of the company. The result can be greater
productivity and employee loyalty.
If safety is considered as just another expense, it will
be reflected in the EMR and bottom line. But if you
see it as a means to save both lives and money, the ROI
will follow quickly.
Indian construction scenario
Indian construction industry is of significant economic
importance as it accounts for about 11% of gross
domestic product and employs approximately 43
million people, making it second largest industry
after agriculture. It is an essential contributor to
infrastructural developments
like: roads, dams,
irrigation projects, power plants, hospitals, schools,
etc. The amount of money invested and jobs provided
by construction industry are larger than any other
industry in India.
The workforce in Indian construction industry
comprises of 55% unskilled labour, 27% skilled
labours and rest are technicians and supporting staff.
About 16% of the nations working population depends
on constructional work for its livelihood.
Safety Challenges in Indian Construction Industry
Unlike manufacturing industry where the work is
confined to one area for years together and setting
up safety processes are comparatively easier, the
construction industry faces multiple challenges when
it comes to setting-up safety processes.
Attrition is another challenge that the infrastructure
industry is faced with, which is as high as 30 to
40%. Many times this attrition rate is seasonal due to
agriculture work support, or some big festival. Hence
building safety culture among these laborers is a
challenging task.
Another impediment is that, in Infrastructure project
the work front goes on changing giving rise to
new potential hazards. Understanding these new
hazards associated with changing work fronts and
determining and implementing corresponding new
safety precautions is a big challenge for managerial
and supervisory staff.
The majority of workforce employed at a construction

project is sourced through subcontractors. Many a
times, these small local subcontractors are unaware or
unable to take-up additional spending on safety and
occupational health of their workers. The efforts taken
by large companies to improve the safety standards at
their project sites, hence fall short or have been unseen
by these contract laborers.
Besides, there are several other safety challenges
such as remoteness of the project location, difficult
accessibility, extreme climatic conditions, narrow
treacherous hilly roads, landslides, inadequate medical
facilities, lack of resources and unplanned works due
to delays in project implementation.
Infrastructure sector lives on government contracts
which are awarded on lowest bid basis. At times, it
gets too competitive, axing the budget allotted to
provision of safe working conditions. The statutory
safety requirements specified by clients and BOCW
act are inadequate to ensure accident free working
during the entire tenure of the project. This results in
minimal spending on proactive safety initiatives in the
infrastructure industry.
To ensure, highest safety standards, the government
should have a separate allocation in the budget for
proper safety requirements at tender specifications. It
could be a percentage of total project cost and should
be independent of the final financial bid amount. This
will help construction industry to plan proactively for
safety culture implementation at their site and save the
lives of the people working at their site and with their
sub-contractors.
Proactive steps
A proactive safety culture helps to save lives, retain
workers, reduce claims and delays, and enhance
productivity and profitability while strengthening
the companys reputation. If you look at accident
pyramid, a proactive safety culture can be developed
by improving and increasing the reporting of
a) Near miss
b) Unsafe conditions
c) Unsafe acts
25
A Near miss reporting programme can be defined

as an administrative tool to help reduce accidents
and injuries at the workplace/sites. A near miss is an
event, circumstance, condition or behaviour with the
potential to cause injury, illness, accidental release or
property/productivity loss, but did not actualise due to
chance, corrective action and/or timely intervention.
A wide variety of occurrences can be near miss: unsafe
conditions, unsafe behaviour, minor accidents/injuries
with potential to be more serious, events where injury
could have occurred but did not, events with property
damage, events where safety barriers crossed, etc.
Re
ac
tiv
Unsafe conditions within the working environment of

the employee increases his/her chances of having an
accident. For example, improper scaffolding, no hard
barricading for deep excavation as well as for working
at heights, inadequate rock support, insufficient
ventilation, inadequate lighting etc.
1
Major
30
Minor
oa
cti
ve
300
Near Misses
3,000
Unsafe Conditions
Pr
30,000
Unsafe Act
Unsafe act is any act on the part of the employee,

which increases his/her chances of being injured.
For example, improper lifting, handling or moving
of objects, incorrect use of tools and equipment,
improper placing and stacking of objects, annoyance
in the workplace, ignoring to wear personal protective
equipment (PPE), removing safety guards from the
equipment, adoption of wrong work methods etc.
Proactive safety index
Effectiveness of the proactive safety culture can be
identified on the basis of calculating the Proactive
Safety Index (PSI).
26
Proactive safety index (PSI) = Total Number of Near

Miss, Unsafe condition & Unsafe Act multiplied by
1 million and divided by total man hours.
When a construction company succeeds in building a
strong culture of safety, it becomes a core value for
every employee. A strong safety culture burnishes
the companys reputation, which is one of the most
valuable assets for any business, and plays an essential
role in its long-term success.
The construction industry is always adopting new
methods, new equipment and new machinery. Safety
has to continually adapt to the new ways that workers
perform their jobs. At the end of the day, every
company wants every worker to go home safe at night.
The ultimate goal should be zero injuries.
Proactive Safety Observation Programme (PSOP)
The Proactive Safety Observation Programme is
a dedicated and predetermined observation round
conducted by the cross functional senior management
team at any project site. This is not part of regular safety
inspection round or audit. Even a project manager who
is in-charge of the project has to conduct mandatory
PSOP rounds on a regular basis. The main aim of
the PSOP round is to identify unsafe conditions and
unsafe acts adopted at site. Minimum ten observations
per round are must for effectiveness of this initiative.
The unsafe acts were corrected on the spot and these
observations are reported to the HSE in- charge of the
site. The HSE in-charge documents these observations
and assign responsibility for corrective action and
close the loop with respective section in-charge.
These PSOP observations are discussed in weekly
and monthly safety committee meetings. The project
manager reviews the observations and gives direction
to concern or responsible person for corrective actions
and its 100% compliance.
PSOP- Severity Index (SI)
The PSOP observations for any round comprises of
unsafe conditions like unsafe practice, not following
methodology/drawing/procedure, unsafe equipment,
poor housekeeping and unsafe acts. All unsafe
conditions or unsafe acts will be categorised as per its

potential severity in the scale of 1 to 5. The potential
severity will be useful for evaluating the extent of risk
and hazards for assessing the impact of activities in
the projects.
Severity
Classifications
could have potential to convert into fatality
could have potential to convert into serious

injury/disability
could have potential to convert into major

injury
could have potential to convert into medical

treatment case
could have potential to convert into minor

injury/first Aid
The severity index for each round will be calculated

by using the severity of each observation with the help
of below formula.
Proactive safety observations, Near miss reporting,

Occupational health and hygiene, Drilling and blasting
techniques and safety precautions, defensive driving,
Heavy lifting, Safe electrical handlings, Scaffolding
simulations at working place etc. Safety posters are
displayed at important locations and at the assembly
points. Implementation of PSOP added a new
dimension and discipline to the entire programme.
The PSOP was launched in mid of financial year 20122013. Average number of reportable accidents in three
financial years i.e. 2010-11, 2011-12 and 2012-13 was
around 73. After launch of PSOP there was drastic
reduction of around 48% in the reportable accident in
financial year 2013-14. The programme took around
one year to mature in its form and started showing the
desired results.
The real success of this programme was evident in the
financial year 2014-15 where the reportable accident
number was reduced by around 78% as compared to
the average of previous three financial years. There
was drastic improvement in FSI from 1.02 in FY2010-
Severity index = Sum of Severity factor of all PSOP observations
Subcontractors performance plays important role on

severity index of entire project as they are involved in
various activities throughout the lifespan of the project.
The PSOP observation based on SI is highlighted in
figure 8. The SI for subcontractors varies in the range
of 2.5 to 4.5. This evaluation helps management to
appreciate the managers and subcontractors based
on their performance as well helps to identify the
shortfalls and improvement areas.
Implementation of PSOP at HCC
At HCC, the proactive safety culture is developed
over years through a proper induction programme
to the workforce, a regular tool box talks that are
conducted every day before starting the work and a
detailed calendar of training imparted to workers
on various initiatives and new techniques adopted
while implementing the project work. The training
programme include Vehicle incidents and traffic
managements, Behaviour based safety awareness,
Safety States
Severity Index
Total number of PSOP observations
5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
4.2
at HCC
1.4
4.5
1.28
1.2
4.1
1.02
2.8
0.8
1.7
0.96
0.85
0.86
0.8
0.73
0.6
0.53
0.4
0.2
0.2
0.22
0
20
FY
10
11
20
FY
11
-1
2
20
FY
12
-1
FSI
20
FY
13
14
20
FY
14
-1
FR
11 to 1.2 in FY2014-15. There was also improvement

in the value of Frequency Rate (FR) from 0.86 to 0.22.
The overall objective of this programme was to reduce
accident and improve productivity. This was very well
achieved by implementing the PSOP. This programme
gathered a diverse data that helped in identifying the
safety deficiency areas at the work places and/or a
lacuna by a sub-contractor so that corrective actions
are taken to improve the overall situation.
The PSOP is a continual process to decide safety
priorities, avoid major accidents and ultimately
achieve the Zero Accident Goal.
27
THE DIRECT AND INDIRECT INFLUENCE OF SUPERVISORS SAFETY LEADERSHIP

ON SAFETY PERFORMANCE
E. ANDREW KAPP
Research Manager of Workplace Health and Safety, Underwriters Laboratories Inc.
Email : Edward.Kapp@ul.com
Abstract: Much attention has been paid to the

importance of top management commitment to safety
performance in the organization. However front-line
supervisors play a crucial role in organizational safety
performance as well. Insufficient attention has been
paid to Supervisors and their unique influences on
organizational safety performance. In deed only frontline supervisors can employ both a direct and indirect
influence on employee safety behavior. This paper
will discuss the accumulated research, case studies
and practical experience on the leadership practices
of Supervisors and the direct and indirect influence of
the leadership practices of Supervisors on employee
safety enhancing behavior.
1. Safety Enhancing Behavior
There has been much practical and academic
interest in supervisory leadership practices and
safety performance. In this paper the influence of
supervisors leadership practices on employee safety
enhancing behavior is discussed. Safety enhancing
behavior is the broad range of individual actions
that serve to maintain a safe workplace on one hand,
while at the same time seeking to drive the overall
level of safety in the workplace to a higher level.
Safety enhancing behaviors include both individuals
actions of complying with established safety rules
and procedures, and those additional efforts beyond
mere compliance that improve the overall safety
performance of the organization such as volunteering
for plant safety committees or providing suggestions on
ways to address hazards. Griffin and Neal (2000) have
conceptualized a safety behavior scale capturing both
the task and contextual dimensions of safety enhancing
behavior: safety compliance and safety participation.
Safety compliance behavior captures those behaviors
associate with compliance with established safety
procedures, the core safety activities that need to
be carried out by individuals to maintain workplace
28
safety (p.101) while safety participation behavior

refers to behaviors that may not directly contribute
to workplace safety, but they do help to develop an
environment that supports safety. (Griffin & Neal,
2000: 349).
1.1 Leadership and Safety Enhancing Behavior
Previous research indicates that the leadership
practices of front-line supervisors do influence the
safety-related behaviors of their employees (Komaki
et al., 1982; Hofmann and Morgeson, 1999; Barling
et al., 2002; Zohar, 2002a, 2002b, 2004; Kapp,
2012). When discussing safety performance, two
particular forms of leadership have garnered the
most interest: transactional and transformational
leadership (Bass, 1985). Transactional leadership (also
termed constructive leadership) entails a supervisor
communicating goals and objectives for safety to
the employees, actively monitoring the employee
performance towards these goals, and providing
feedback to employees that rewards achievement of the
goals or corrects deficient performance. Transactional
leadership practices on the part of the front-line
supervisor has been demonstrated to improve the
safety enhancing behavior of subordinates, particularly
compliance behaviors including greater compliance
with safety rules, and increases in the use of personal
protective equipment (Komaki et al, 1982; Zohar,
2002b; 2003; Zohar and Luria, 2004). A meta-analysis
of 73 studies by Krause et al. (1999) shows a significant
decrease in injury rates among organizations that
have implemented transactional leadership based
behavioral-based safety interventions. However, the
transactional leadership skills of supervisors alone are
not enough to guarantee exceptional levels of safety
compliance. A comprehensive study involving frontline supervisors and their work teams revealed that
only those supervisors who were seen as possessing
a high personal value for safety, a personal safety
ethic, while employing transactional leadership skills

realized exceptional levels of safety compliance
behaviors among their employees (Kapp, 2012).
Transactional or constructive leadership based on a
foundation of a personal safety ethic does influence
the safety enhancing behaviors of employees directly,
but the effectiveness is limited. Firstly, transactional
leadership is restricted to situations where there is
frequent direct personal contact between supervisor
and subordinate. Secondly, transactional leadership
effectiveness is limited to compliance behaviors. If the
goal is a workplace where everyone feels responsible
for safety and goes beyond merely complying with
the rules to achieve it, transactional leadership is not
enough. Transformational leadership with its indirect
influence on safety enhancing behavior is required.
Transformational leadership influences employee
behavior by employing one or more of four practices:
idealized influence, inspirational motivation,
intellectual stimulation, and individual consideration
(Bass, 1996). Supervisors who practice idealized
influence serve as the example for their employees
who come to trust, respect, and model themselves
after their leader. Inspirational motivation
challenges and inspires subordinates to go beyond
their immediate personal interests and focus their
attention on the greater good of the work unit and
organization. Transformational leaders use intellectual
stimulation to get workers to challenge their personal
assumptions and to think about how they can fulfill
the greater goals of the organization. Finally, through
individualized consideration leaders understand each
of their followers unique needs and contributions and
more effectively engage them in the organizational
mission. Transformational leadership practices have
also demonstrated a strong positive association
with safety enhancing behaviors, both compliance
and participation. Safety- specific transformational
leadership (e.g. Barling, et al., 2002) has demonstrated
a negative influence on safetyrelated events leading
to a reduction in work-related injuries. Certainly
modeling the safety enhancing behavior and relating
to each individual employee directly influences the
safety compliance behavior of employees, but the main
influence of supervisors transformation leadership
practices on employee safety behavior is not a direct

one as it is with transactional leadership. The primary
influence of supervisors transformational leadership
is an indirect one affecting the safety enhancing
behaviors of the employees by creating and sharing
the organizational safety culture.
1.2 Safety Culture
Organizational culture refers to a frame of reference
shared by the members of an organization that serves
to guide individual behavior (Guldenmund, 2000).
Arising out of the field of anthropology, the emphasis
is on a structure of basic assumptions, espoused
beliefs and values, and artifacts developed over time
and shared by the members of the organization that is
employed by the organizational members to make sense
of the world around them and know how to behave
appropriately in a given situation (Schein, 2010). The
concept of organizational culture has been distilled
into smaller more focused structures surrounding
specific organizational domains, including safety
culture (Guldenmund, 2000). Thus safety culture is
the structured set of shared fundamental assumptions,
beliefs, values and norms surrounding safety and
health in the workplace.
Norms are the most tangible artifacts of the safety
culture. They are the formal and informal behavioral
guidelines that employees rely on to decide an
appropriate course of action in certain situations
including (some) formal procedures, protocol, and
methods as well as rules of thumb, accepted shortcuts
and bypasses. Underlying the norms are the espoused
beliefs and values. These are consciously held by all
members of the organization and can be, and frequently
are, expressly articulated. These espoused beliefs and
values serve as general guides for the behavior of
individual members, indirectly by indicating which
norm is appropriate to invoke in a given situation or
directly when no specific norm is applicable. It can
be difficult to infer espoused beliefs and values from
observing the artifacts and norms alone, but due to their
consciously held nature they are readily uncovered
through conversations with members. Within the
domain of health and safety these values and beliefs
would include when and why safety and health are (or
are not) important, who holds what account abilities
29
for health and safety, what are the real the goals for
health and safety and how effectively are they being
pursed. At the deepest level we have the fundamental
beliefs and assumptions. These are deeply held and
unarticulated fundamental beliefs about the way world
works; what is true, right and good. From a health and
safety standpoint this would include an understanding
of what it means to be safe; how accidents, injuries
and illness occur; and where the responsibility for
safety lays.
It is important to remember that the more readily
observable layers of a safety culture depend on the
foundational layers beneath. Like an iceberg, where
only a small fraction of the actual mass is observable
above the water line, the massive foundation which
is essential for the integrity of the entire structure lies
quietly below the surface invisible to the observer
(Figure 1). No norm is sustainable in a safety culture
if its not harmonious with the espoused belief
and values below. Likewise a belief and value will
have no influence, nor will it likely exist for long,
if it is discordant with the fundamental beliefs and
assumptions of the culture. Often expressed as The
way things are done around here, safety culture guides
and shapes much of the individual safety enhancing
behavior. Much of the behavior surrounding safety
that you will see in an organization is a manifestation
of the safety culture, and that which isnt, is most
likely the direct effects of transactional leadership.
Figure 1: Structure of Safety Culture
30
1.3 How Supervisors Transformational Leadership

Creates and Sustains Safety Culture
It was leadership during the formative period of your
organization that established the first safety culture.
The fundamental assumptions of the organizations
founding leaders at all levels of the organization gave
rise to the original espoused beliefs and values of the
safety culture, which in turn supported the establishment
of the norms. Thus the assumptions, beliefs, and
values surrounding safety held by the leadership at the
time of the founding of the organization became the
core of the initial safety culture for the organization.
As the organization experience change, so too does the
safety culture. Changes in technology, markets, and
personnel occur and existing beliefs and values (and
sometimes even fundamental assumptions) are put to
the test: Do they still serve to make sense of the world
and help people know how to behave appropriately?
Over time certain beliefs and values that maintain
their utility persist, and those that no longer prove
functional are discarded and new ones adopted as the
organization changes. In this way the safety culture
continues to recreate itself and evolve.
Throughout this cultural lifecycle leaders continue to
drive safety culture. It is the leadership that originates
new beliefs and values, and prompts the shedding of
outmoded ones. Equally important it is the leadership
that transmits the beliefs and values, and shapes the
norms. Here Front-line Supervisors stand out as
the most critical element of leadership. Front line
Supervisors have the strongest voice when sharing
and instilling the safety culture within their employees.
They have the most frequent, direct and meaningful
communications with the employees of any level of
management. Through verbal and non-verbal means
the fundamental assumptions, and espoused beliefs
and values are shared by the Supervisors. Through
explicit and implicit cues safety norms are endorsed.
In this way safety culture starts with leadership, the
leadership of the Supervisors continues to define and
embed safety culture in the organization, and safety

culture helps drive employee safety behavior
Supervisors must be able to articulate their personal
1.4
Top Management Actions
Supervisors as Safety Leaders
Once a Supervisor can articulate this message, they
to
Develop
safety ethic in their own words.

must continuously deliver it through what they say
First and foremost the senior leadership in the

organization must institute safety as an ethical
imperative in the organization. By establishing safety
and health as an ethical issue for the organization, top
management is going a long way towards instilling
safety and health as an ethical obligation for the
Supervisors. Secondly, top management needs to
pass responsibility for employee safety performance
down the line to the first-line supervisors, support
them as safety leaders, and holding these supervisors
accountable for the safety performance of their
employees. Make safety performance part of the
supervisors performance evaluation and tie raises,
bonuses and promotions to the safety performance
of their work teams. Give Supervisors the discretion
necessary to both properly reward and reprimand their
employees. At the same time Supervisors are being
held accountable for the safety performance of their
employees they must be supported as leaders by being
giving the time and resources necessary to act as leaders
to their employees. Transactional and transformational
leadership takes time. Supervisors whose daily
schedule is so packed with their own required tasks
that they dont have the time for the frequent and
meaningful communications with employees that
set the expectations for safe performance, the active
monitoring of employee performance and the ability to
provide individualized feedback to employees cant be
expected to lead. Lastly ensure that the supervisors are
offered avenues to improve their leadership abilities
through training and professional development
opportunities.
and do, and what they do not say and do not do. In this
1.5 What Supervisors Must Do to Develop

Themselves as Leaders
will instill the beliefs values and norms of the safety
To be accepted as safety leaders Supervisors must

first demonstrate that they personally value safety.
way Supervisors model the behaviors they expect of

their subordinates.
Supervisors should discusses in specific terms each
individual employees responsibilities for safety and
ensure these responsibilities are understood. These
discussions should make it clear to the employee what
he or she must do to achieve those expectations for
safe performance. The supervisor should never miss an
opportunity to say a good word whenever he or she sees
a job done according to safety procedures. Of course
supervisors must take immediate corrective action
when anyone is seen working unsafely. A candid, nonaccusatory discussion with an employee reminding
him or her of the expectations, their responsibility
and pointing out the observed deficiencies will work
towards ending those unsafe actions.
In a positive safety culture everyone feels responsible
for safety and goes beyond mere compliance towards
actively improving the overall level of safety.
Supervisors must engage employees in this process
of improving safety. This expectation and means of
engaging must be communicated to the employees,
and the Supervisor must encourage them to accept
this challenge. Understanding each employee as an
individual with their own strengths and needs helps
this process immensely. Through this visible and
consistent demonstration of the expectations for
safety, and acting with confidence that these high
standards for safety can be achieved, Supervisors
culture in the employees. Together with constructive
leadership practices high levels of safety performance
in the employees will be achieved.
31
PROCESS SAFETY MANAGEMENT IN STEEL INDUSTRY A CRITICAL APPRAISAL

DR. ANIL JAIN
VP & Head - HSE Essar Steel India Ltd.
Email : Anil.Jain1@essar.com
Abstract:
Steelmaking has traditionally been a hazardous
process and in those times accidents were considered
to be inevitable. Over the years however, steel industry
has recognized that the hazards in the steel processes
can be controlled and all the accidents are preventable.
Many of the processes in Steel Industry are similar
to Process Plants and pose all kinds of hazards of
any major hazard installation viz. toxic release,
fire and explosions.
Therefore, Process Safety becomes imperative to
address it in a way that we avoid Process related
incidents / disasters the likes of which we have seen
in various parts of the world at regular intervals
which have had devastating effect on the employees,
community, property & the environment at large.
Steel Industry has been typically slow in realizing
the importance of Process Safety unlike Oil industry
which has been leading the effort in this specialized
Safety area. Nevertheless, the significance &
importance of Process Safety has off late caught on
in international steel industry building robust Process
Safety Management Systems.
Applicability of Process Safety Management (PSM)
varies from full implementation of Process Safety
Elements in integrated steel plants to selective
elements implementation in Down Stream Plants.
Process Safety v/s Personal Safety:
Good Personal Safety performance may not guarantee

good Process Safety performance. However, there
is much commonality in both. Process Safety
performance requires a thorough understanding of the
specific hazards associated with the process operations
being carried out in a particular plant &chemicals
being handled or stored.
Not all hazards are the same or can cause similar
consequences. Personal Safety hazards are categorized
as slips, trips, falls, cuts, electrocution etc. while
Process Safety Hazards involve the release of harmful
chemicals, materials, fires and explosions or in
combination.
Personal Safety incident usually affect one individual
whereas Process Safety incidents can affect many
people onsite as well as offsite. Process Safety
incidents can have disastrous consequences and can
result in multiple injuries and fatalities along with
substantial environmental damage.
Therefore, Process Safety largely focuses on the design
and engineering aspect of facilities, comprehensive
hazard assessment& risk identification, management
of change, inspection, testing, integrity & reliability of
equipments, effective process controls, alarms& trips,
operating and maintenance procedures.
The following figure briefly describes the comparison
between Process Safety & Personal Safety with
respect to the frequency of occurrence of an incident:
Process Safety can be defined as the proactive and

systematic identification, evaluation and prevention of
leaks, spills, equipment malfunctions, over-pressures,
excessive temperatures, corrosion, metal fatigue, fire,
explosions, chemical releases and other dangerous
events that could occur as a result of failures in process,
procedures, or equipment.
Personal Safety is about risk education, using good
common sense and trusting your instincts.
32
Different approaches are required to manage these

different safety concerns.
Process Safety Measurement Tools:
Explosion involving Corex gas & Hot Dust.
Traditional Safety measures such as Frequency &

Severity Rates may not be worthy indicators of process
safety performance.
Hot metal leakage due to runner damage.
CO gas inhalation by several persons due to leaks.
Two types of Process Safety measurements tools:
Laddle Punctures.
1. Leading Indicators 2. Lagging Indicators
Safety valve popup due to sudden release of

excessive pressure in gas line
PSM Leading Indicators:
Hot Briquetted Iron (HBI) Plant:
PSM Leading Indicators measures process safety

management activities such as Asset integrity,
Management of change, Process Safety Training etc.
Fire & Explosion due to excessive pressure &

temperature.
PSM Lagging Indicators:
Steel Melting Plant - Electric Arc Furnaces (EAFs)

& Basic Oxygen Furnaces (BAFs) :
PSM Lagging Indicators measures process related

injuries, releases of hazardous material or energy from
plant equipment, fires, explosions etc.
Process Safety Incidents in Steel Plants Worldwide:
Coke Oven Plant:

Release of toxic / flammable gases from cokeoven gas storage tank.
Jet fire / flare from coke-oven gas storage tank.
Blast in coke oven batteries.
Explosion in an ammonia scrubber.
Blast Furnace (BF) Plant:

BF gas line explosion.
Bustle pipe failure.
Hot metal leakage due to runner Puncture at Cast

house.
Fire & choking of Tuyeres due to slag overflow
Fire due to coke rush.
Explosion while taking sample of molten metal

from runner with wet sampler.
CO exposure at gas line flange.
Corex Plant:
Leakage / poisoning of toxic CO gas.
Explosion in Furnace due to water ingress in hot

metal
Molten metal flowing out of furnaces.
Explosion in tapping pit due to molten metal

coming in contact with water.

Hot metal ladle puncture & spillage of hot metal.
Cold Rolling Mill (CRM):

Hydrogen and Ammonia Gas Leakage
Explosion in Zinc Galvanizing furnace.
Explosion in Batch Annealing process.
Explosion in Zinc Pot.
Air Separation Unit (Oxygen Plant):

Oxygen line rupture / Explosion.
PSM Framework:
Hence over the years, different distinguished bodies
from around the world insisted on the necessity of a
new management system, which will strengthen the
Process Safety aspects.
33
Accordingly different Technical Forums framed Process Safety Management (PSM) elements which are classified
as follows:
Centre for Chemical
Process Safety (CCPS)
Process Safety Management System Frame Work

American Petroleum
OSHA 29 CFR
Institute API RP 750
1910.119
EPA 40 CFR 68
Accountability Objectives
and Goals
Process Safety Information
Process Safety Information
Process Safety information
Process Knowledge and

documentation
Capital Project review
and design procedures
Process Risk
Management
Management of Change
Process and equipment
integrity
Process Hazard Analysis
Operating Procedures
Operation Procedures
Operating Procedures
Training
Training
Safe Work Practices

Training
Mechanical Integrity
Mechanical integrity
Pre-Start up Safety
Review
Pre-Start up Safety
Review
Compliance Audits
Compliance Audits
Employee Participation
Employee Participation
Hot Work Permit
Hot work permit
Contractors
Contractors
Emergency Planning &

response
Trade Secrets
Emergency Response
Assurance of Quality and

mechanical integrity of
equipments
Training and Performance Pre-Start up Safety
Review
Human Factors
Emergency Response and
Control
Standard Codes & Laws Investigation of process
related incidents
Audits and Corrective
Audits of process hazards
action
management systems
Enhancement of Process --Safety Knowledge
---------
---
PSM Culture:
To bring about a PSM Cultural change in an industry
of any size, three vital aspects are necessary namely
technology, people & PSM governance.
Therefore, PSM Culture in general can be defined as a
function of technology, people & PSM governance. It
can be expressed as follows:
PSM Culture = f (Technology, People & PSM
Governance)
34
PSM Governance Structure:
List etc. Team findings and recommendations must be

documented with resolutions and actions communicated
to operations.
A PHA review is required at regular interval to update and
revalidate the initial PHA to assure that it is consistent
with the current process.
Mechanical Integrity (MI):
It is important to maintain the mechanical integrity of
critical process equipment to ensure it is designed &
installed correctly and operates properly.
Roles & Responsibilities of PSM Cell:

PSM cell acts as a think-tank and assisting Operations
Dept.
Manager (Process) will monitor process parameters &
health of the plants. He will design minor modifications
& carry out major modifications / expansions with
coordination of design group & Plant personnel.
Manager (Engineering) will carry out Engineering jobs
for minor / medium modifications with coordination of
design group & Plant personnel.
Manager (Inspection) will check the health of stationary
equipments like pipelines, columns, vessels, furnaces,
tanks etc. It will inspect all of them at periodical intervals
& give recommendations for their replacement/repair.
Implementation of Process Safety Management
Elements A Synopsis:
Process Safety Information (PSI):
Steel Plant shall compulsorily compile all technical
information on the process and equipment prior to
conducing Process Hazard Analysis (PHA).

Information related to the technology& equipment

of the process: Materials of construction / Piping
and instrument diagrams / Electrical classification /
Relief system design and design basis / Ventilation
system design / Design codes and standards used
good engineering practice / Material and energy
balances / Safety systems.
Information related to the Hazards of the chemicals
and flammables in the process: Toxicity/ Permissible
Exposure Limits / Physical data / Reactivity data /
Corrosivity data / Thermal & chemical stability data
/ Foreseeable effects of inadvertent mixing.
Process Hazard Analysis (PHA):

Steel Plant shall conduct a process hazard analysis
by a team with expertise in engineering and process
operations. Commonly used study methodologies are
HAZOP, What-If, FMEA, LOPA, Bow-Tie and Check
MI applies to:

Pressure vessels, Furnaces & storage tanks;

Compressors & Pumps;
Piping systems (including piping components such
as valves);
Relief and vent systems & devices;
Emergency shutdown systems;
Controls (including monitoring devices & sensors,
alarms, and interlocks).
Management of Change (MOC):

Steel Plant must establish and implement written
procedures to manage changes to process chemicals,
technology, equipment, and procedures; and, changes
to facilities that are likely to affect an existing process.
Prior to the change, the Plant shall address the following
considerations:

The technical basis for the proposed change

Impact of change on safety and health
Modifications to operating procedures
Necessary time period for the change
Authorization requirements for the proposed change
Train affected employees and contract employees in
the change prior to start-up of the process or affected
part of the process.
Update PSI, PHA and Operating Procedures
Pre-Start Up Safety Review (PSSR):

Steel Plant must perform a pre-startup safety review
for new facilities and for modified facilities when the
modification is significant enough to require a change in
the process safety information. The purpose of the PreStartup Review is to confirm the following aspects:
Construction and equipment are in accordance with
design specifications
Safety, operating, maintenance, and emergency
procedures are adequate and in place.
Modified facilities meet the requirements contained
in Management of Change
35
Training of each employee involved in operating a

process has been completed.
Standard Operating Procedure (SOP):
Steel Plant must develop and implement written Standard
Operating Procedures that provide clear instructions for
safe execution of operations and maintenance.
Work Permit:
Steel Plant shall ensure that a comprehensive system is in
place for compliance of Work Permit (s).
Training:
Each operator must be trained in the process and the
operating procedures. The training shall emphasize on the
specific safety and health hazards, emergency operations
including shutdown, and safe work practices applicable
to the employee's job tasks. Refresher training shall be
provided at regular intervals, and more often if necessary,
to each employee involved in operating a process to
assure that the employee understands and adheres to the
current operating procedures of the process.
Contractors Safety Management:
As we know that Contractors manpower is engaged
in all organizations for different plant operations and
maintenance activities with the flexibility in the way they
work, but it also introduces another layer of risk where
we need to place the control mechanism at the individual
& group level.
Contractor Safety Management deals with the conditions,
precautions to be taken for personnel safety, equipment
/ material safety, and process / business safety during
contractual activity.
By including this as a part of Process Safety Management
element, it will aid the organization in ensuring the
Contractors Performance and ensuring compliance with
respect to the process safety systems of the organization
developed for implementation.
Employee Participation:
Steel Plant must ensure that its employees are made
aware of the process safety management system by
adopting the following basic aspects:
Develop a written Employee Participation Plan for
Employee Involvement
Consult the employees on the conduct of the
development of PSM Elements
Provide access to PSM information
Incident Investigation:
which consists of at least one person knowledgeable of

the process involved, including a contract employee if
the incident involved work of the contractor, and other
persons with appropriate knowledge and experience to
thoroughly investigate and analyze the incident. The root
cause analysis and the recommendations arising out of
the investigation must be documented and recorded so as
to prevent recurrence of the same in the future.
Steel Plant must implement systems to investigate

each incident that resulted in, or could reasonably
have resulted in a major accident in the workplace. An
incident investigation shall be initiated as promptly
as possible. Establish an incident investigation team
Centre for Chemical Process Safety (CCPS)

American Petroleum Institute API RP 750
OSHA 29 CFR 1910.119
EPA 40 CFR 68
NSC / JCSSI Publications
36
Emergency Planning & Response:

If, despite the best planning, an incident occurs, it is
essential that emergency pre-planning and training make
employees aware of, and able to execute proper actions.
For this purpose, an emergency action plan for the entire
plant must be developed and implemented in accordance
with the provisions of relevant statutory requirements.
In addition, the emergency action plan must include
procedures for handling relevant emergency scenarios.
Compliance Audit:
Steel Plant shall ensure that, their PSM system is certified
for compliance with the provisions of the PSM Standard
at regular interval to verify that the procedures and
practices developed under the standard are adequate and
are being followed. It shall cover the following aspects:
The compliance audit shall be conducted by the
person knowledgeable of the process.
A report of the findings of the audit shall be
developed.
Promptly determine and document an appropriate
response to each of the findings of the compliance
audit, and document that deficiencies have been
corrected.
Management Review:
Management must review the effectiveness of Process
Safety Management System periodically by measuring
the compliance with the performance measures
established. This will in turn aid the Plant in strengthening
the Process Safety Management System.
Conclusion:
Nowadays Steel Plants are equipped with high level automation and tighter
process controls; but still it leaves a room for major accidents with bitter
consequences, if the safeguards are defunct.
The Implementation of PSM and the perpetual support of the employees
at all the levels of the organisation not only ensures safety in operations
through integrity of critical assets, but also the availability of robust
procedures and trained &committed workforce.
In the long run, PSM will be crucial for ensuring a Sustainable Business
Model. References:
AWARENESS AND PREPAREDNESS FOR EMERGENCIES AT LOCAL LEVEL APELL

YNGVIL FOSS
Regional Coordinator, Disasters and Conflicts Programme, UNEP, Bangkok
Email : foss@un.org
Abstract: This paper introduces the Awareness

and Preparedness for Emergencies at Local Level
(APELL) framework, developed by the United Nations
Environment Programme (UNEP) in conjunction with
governments and industry. APELL aims to minimize
the occurrence and harmful effects of technological
hazards and environmental emergencies. The strategy
of the APELL approach is to identify and create
awareness of risks in an industrialised community,
to initiate measures for risk reduction and mitigation,
and to develop co-ordinated preparedness between the
industry, the local authorities and the local population.
APELL is a modular, flexible methodological tool for
preventing accidents and, failing this, to minimise
their impacts. It has been elaborated in such a way
that it easily combines effort at addressing DRR from
technological and natural hazards.
The paper describes the origins of the APELL process,
provides a justification for why an APELL process
might be implemented. It then explains the process itself
and the various steps it consists of, and highlights how
an APELL process is different from other preparedness
and disaster management tools available. It provides a
brief overview of how to implement APELL, including
a description of the roles and responsibilities of the
various stakeholders. Finally, it details what resources
are available to partners wishing to implement APELL
and where further information can be found.
Introduction
Over the past century, the frequency of human-caused
disasters has grown exponentially, while climate change
and variability has caused the intensity and frequency
of natural hazards to increase. Whatever their origin,
disasters have severe impacts on the environment,
economy and society. In the past 10 years, they have
killed around 700,000 people, rendered 23 million
homeless, and generated an estimated economic loss
of more than USD 1.3 trillion.
In light of this, the scope of the recently adopted

global Sendai Framework of Action (SFA) for disaster
risk reduction (DRR) has been expanded to consider
both natural and man-made hazards which include
environmental and technological hazards and risks,
and also the consequences of multi-hazard scenarios
(na-tech) and its related impacts.
Industrial accidents and natural disasters often have dire
environmental, economic and social consequences,
which severely impact on communities health and
livelihoods, as well as the local economy. Entire
communities and in particular the most vulnerable
populations may suddenly find themselves deprived
of work, housing, and see their traditional livelihoods
significantly affected. For example, a poisoned
livestock, the loss of crops, the scarcity of drinking
water, leave households with a very limited chance of
escaping the poverty cycle.
Many communities feel powerless when faced with
these hazards. However, improved preparedness for
emergencies can greatly improve a communitys ability
to respond and survive both natural and technological
disasters. It both contributes to disaster risk reduction
and increased community resilience.
Improved industrial safety and emergency preparedness
can contribute to minimize the occurrence and the
impacts of industrial accidents. Increased awareness
of underlying risks facilitates the early identification
of risk reduction measures and helps to build a culture
of safety and accident prevention and preparedness.
Additionally, if industries, authorities and local
communities are better prepared to respond quickly
to an accident or disaster, impacts on the environment
will be mitigated and the loss of human life will be
avoided. The benefits of protecting communities and
the environment from the impacts of accidents and
disasters are now better understood by countries, but
the capacity to deal with these emergencies, especially
to better prepare for them at the local level still needs
to be increased.
37
1. The APELL Process

In late 1986, the United Nations Environment
Programme (UNEP) launched the Awareness and
Preparedness for Emergencies at Local Level (APELL)
Programme, as a response to industrial accidents
that had occurred in both developed and developing
countries (such as Seveso Italy 1976; PEMEXLPG
terminal, Mexico City, Mexico 1984;and most
notably Bopal, India 1984). APELL was designed to
improve local level emergency preparedness through
a community-oriented effort, bringing together
industries, local authorities, and community members.
The goal of APELL is to help communities plan for
emergencies at the local level, so as to minimize their
impact when they happen. The APELL framework
sets out a collaborative process that helps to:

Identify neighboring hazards and risks

Assess existing capacities and gaps for response
in the community
Put together a plan to improve capacities and to
prepare for eventual emergencies
And continuously review and update the plan
APELL aims to reduce environmental risks from

industrial accidents by improving the ability of
national and local authorities and of the private sector
to properly coordinate and better prepare for industrial
disasters. This is achieved through community
engagement in a multi-stakeholder process for an
integrated emergency preparedness plan.
the hazards in their neighborhood, and awareness ,

communication and education in schools and key areas
of the community in the event of a disaster, through
scenarios and drills, allowing the community to be
engaged and know how to react in case of a disaster.
1.2 The APELL methodology
The Handbook suggests a methodological process
to improve community preparedness that has been
designed to be used in a flexible way, and can be
easily modified according to local needs. It is a
multi-stakeholder planning process that builds upon
whatever preparedness and response programmes,
plans and efforts already exist in the community.
The APELL process consists of ten elements that are
organised in five phases covering:
1. Partnership Building; - identifying the
stakeholders within the three groups and coming
up with common priorities
2. Understanding Risk; - jointly mapping the risks
and hazards. Much better when done as a group to
have a holistic picture.
3. Preparedness Planning; - an initial plan which is
continuously revised and updated as communities
are dynamic entities.
4. Implementation, Dissemination and Testing; and
5. Maintaining, Adapting and Improving the Plans.
A second edition of the Handbook on APELL was

released in Bangkok in August 2015, offering guidance
to community leaders and members, industry and
local authorities that wish to improve their level of
preparedness.
1.1 Why implement the APELL methodology?
The most important reason to implement the APELL
methodology is to prevent industrial accidents from
happening and reduce any potential impacts in the
case of an industrial accident such as a spillage of toxic
substances, an explosion or a fire, or a natural hazard
induced incident. It helps avoid or minimize harm to
people and damage to the environment and property.
APELL is a coordinated planning process which aims
at reduced vulnerability through improved emergency
preparedness planning, including the development of
coordinated and integrated emergency preparedness
plans. It relies also on the sharing of information
among the concerned members of the community on
38
Although the elements are presented in sequence, it

is stressed that this is an iterative process and it may
be necessary to revisit or repeat elements at different
points.
1.3 How is APELL implemented?

One aspect that distinguishes APELL from other
international initiatives is the local focus, with a multistakeholder approach, involving local authorities,
the private sector/industry and representatives of the
civil society. The process is therefore intended to be
owned, implemented and maintained by individual
communities, in coordination with regional and
national mechanisms and plans, if they exist.
The Handbook is a generic document intended as an
aid to leaders within communities that wish to improve
their level of preparedness. It is complementary to
provisions of national law or international programmes
that may already be in place. The APELL Handbook
gives guidance and references that will help a
community assess the hazards and capabilities that
exist to address those hazards. The APELL process
can be initiated by any individual or organization
potentially affected by hazards and risks present in
their community. Its first step will be to identify the
representatives of the community and establish a
coordination group that will guide the process; but on
specific elements of the methodology there may be
need to seek support from external experts.
Stakeholders involved in the APELL process and
their different roles:
Local authorities are responsible for the overall
emergency response once an accident occurs
mobilizing hospitals, fire departments police
etc. But they should also be instrumental in
identifying hazards in their communities and
raising awareness about these.
Industries are responsible for safety and security
in their own plants and for mitigating risks to
the surrounding communities. However, they
should also involve local communities by sharing
information, doing joint preparedness planning
and response exercises.
Local communities should take a pro-active role
to know what risks and hazards exist in their
communities and reach out to local authorities
and industries to work together to mitigate these
risks and plan for emergencies. Local community
champions in the APELL process also play a role
in engaging the overall community.
The specific goals of the APELL Process are:

Provide information to the concerned members

of the community on the hazards in their
neighborhood, and the measures taken to reduce
these hazards
Review, update, or establish emergency

preparedness plans in the local area
Increase local industry involvement in community
awareness and emergency preparedness planning
Integrate industry emergency plans with local
emergency plans into one overall plan for the
community to handle all types of emergencies
Involve members of the local community in the
development, testing and implementation of the
overall emergency preparedness plan.
2. UNEP and APELL to date
UNEP has implemented the APELL programme in
more than 30 countries, and implemented in more than
80 communities since 1988.
Guidance documents were developed on how to use the
APELL Process to address emergency preparedness
and response, specifically for the transport, mining
and tourism sectors. More recently, case studies of
implementation were developed (Latin America,
Mining, Transport).
The Global APELL Platform provides a forum for
APELL experts promoting the programme at the local
level in over 40 countries. Experts are available for
communities that want to launch an APELL process
and UNEP can help with the identification of relevant
experts.
The Platform aims to:
Provide access to unique expertise and up-to
date sources of knowledge about environmental
emergency preparedness at the global, regional,
national and local levels by offering APELL
related tools and guidelines;
Offer a place to promote sharing lessons learned
from APELL implementation worldwide among
the peers;
Facilitate
partnership
building
between
governments, the private sector and the
community;
Support the identification, dissemination and
replication of best practices on APELL;
Support identification of the needs of APELL
practitioners; and
Provide access news and events on APELL
worldwide.
For more information see: www.unep.org/apell or
www.apell.eecentre.org
39
PROMOTING SAFETY, HEALTH AND ENVIRONMENT THROUGH CORPORATE

SOCIAL RESPONSIBILITY
ALOK SHRIVASTAVA
Corporate Head - HSE, Shapoorji Pallonji and Company Pvt. Ltd., Mumbai
Email : alok.shrivastava@shapoorji.com, allokshri@gmail.com
The ascent of Health, Safety and Environment

(henceforth referred as HSE) on the ladder of
prominence is quite rapid. Today, HSE is considered
as a core value almost universally whereas a couple of
decades back, the term was unheard in many countries.
Basically, upkeep of health and taking care of self
is a naturally in-built instinct in humans. Owing to
circumstantial pressures and other interests, this need
is overruled at times.
A smoker overrules the instinct for the sake of his /
her craving for smoke whereas a bungee jumper looks
for the excitement of fall. A weightlifter overloads
his body in pursuit of breaking the record and an F-1
driver might be addicted to the thrill of speed.
In some cases, this disregard towards own health
and safety is by choice whereas in many cases it is
by default. Cases, where earning of livelihood is
associated with taking the risks, fall in the category
where the person in question might be unknowingly or
unwillingly getting exposed to the risks and dangers.
Main reason for this scenario is absence of better and
safer options due to poverty, social backwardness
and (disoriented) basics of business etc.Due to their
myopic vision, most of the entrepreneurs focus only
on earning profit by doing business strictly within
legal premises.
Let me cite an example of this dichotomy between
the intent and the deed from construction sector. It is
mandatory for a contractor to provide drinking water
to workers at work and at the labour camp. In majority
of the cases, it is unlikely that along with a centrally
located water tank in their camp, workers will also get
1. A Container orpot to store the water along with
cover, tumbler and stand.
2. Information / training on water borne diseases
and ways to keep the water germ free and potable.
Such lack of holistic approach by the employers
is prevalent across the sectorial divide of Indian
business.
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Indian law makers were wise enough to notice this and

came out with the ruling of mandatory spending by
the corporates on CSR which, generally, is understood
as actions and initiatives of own beyond the legal
requirements.
An important aspect of CSR is that it requires business,
alongside its profit maximising function, to maximise
its positive impact on society. It therefore requires that
business goes beyond compliance.
For the reputational risk to be material, it needs to be
shown that companies that fail to adequately address
occupational safety and health are in danger of losing
public trust with a consequent loss of profit and
shareholder value. Public awareness is key to making
HSE a material issue for reputational risk.
Due to progress in improving Occupational Safety,
there is a visible shift in the focus from Occupational
Safety to Occupational Health.
For upkeep of Occupational Health and Safety At
Work Place, there are a number of laws, rules and
regulations (still in need of better enforcement).
However, Health and Safety of workers and employees
away from the work place is equally important.
A person shall remain healthy and safe on the work as
well as off the work. Let us elaborate on few scenarios

Man / Woman venturing out in the fields for

defecation, getting bitten by snake / poisonous
insect
A pregnant women observing continuous fast not

understanding the need to remain well-fed
Believer watching the Sun with naked eyes hoping

that either his / her illness may get cured or it is
auspicious to do so
Each of the individuals mentioned above might be a

worker or an employee and must be saved from such
scenarios which can result in damage to their health
and well-being ultimately leading to the loss of

production or profit. Health and Safety Management
system of most of the organizations doesnt take care
of this aspect.
CSR is about businesses and other organizations going

beyond their legal obligations to manage the impact
they have on environment and society, incorporating
four essential conditions:-
It is here that Corporate Social Responsibility can

play a big role. After the initial phase of confusion
over the CSR activities (as mentioned in the Section
135 and schedule VII of the Companies Act, 2013 and
Companies (Corporate Social Responsibility) Rules,
2014), some clarity ensued. The General Circular No.
21 of 2014 of Ministry of Corporate Affairs dated 18
June 2014 threw a lot of light on the topic. Following
abstract from the circular makes it amply clear that the
intent of the act is not to limit the actions but to trigger
a lot of sincere activities in a variety of areas
Acting beyond basic legal and best industry standards
The statutory provision and provisions of CSR Rules,

2014, is to ensure that while activities undertaken
in pursuance of the CSR policy must be relatable to
Schedule VII of the Companies Act 2013, the entries in
the said Schedule VII must be interpreted liberally so
as to capture the essence of the subjects enumerated in
the said Schedule. The items enlisted in the amended
Schedule VII of the Act, are broad-based and are
intended to cover a wide range of activities..
Voluntary
Positive Impact
Away from conflict of interest
CSR, in my terms, is integration of economic, social,
ethical and environmental concerns in business
operations, including dealings with stakeholders. The
definition also encompasses impacts on a wider group
of stakeholders in the business - especially employees
and local communities - as well as economic, social
and environmental outcomes in society as a whole.
Dealing with the concerns and interests of all
stakeholders is therefore a cornerstone of CSR.
If an organization educate own workers about the
advantages of good hygiene, healthy ways of life,
nutrition, childcare, environment friendly practices
and sustainability; it may or might not be considered
under the corporate CSR expense depending upon the
situation.
Creating awareness through campaigns or educating

the unprivileged will remove the ignorance and / or
blind faith which make people do acts which would
either harm them or others.
Same holds true for providing facilities to the workers

that are sustainable, environment friendly, safer and
healthier. For example:-
On the other hand, there are few critics of CSR.

Reputable Non Governmental Organisations 11
(NGOs) have recently argued that much of the CSR
activities of the business community are no more
than the interests of those business and their periodic
philanthropy, dressed up by their public affairs
advisors in glossy CSR reports as new concepts. As
Richard Breeden observed in his report on corporate
governance failures at WorldCom It is worth noting
that persons engaged in wrongdoing may indulge
in frequent prayer and expressions of dedication to
integrity, all without meaning. Trust in business has
fallen as a result of corporate major collapses such as
Enron and Ahold.
Use of solar panels for generating electricity

instead of using Diesel Generator or electricity
board supply at site and labour camp
Replacing conventional toilets by Bio-toilets
Making labour camp zero discharge premises by

installing water treatment plant and bio-toilets.
Installing centralized RO (reverse-osmosis)

water treatment plant for uninterrupted supply of
potable water
Installing Bio-digester for generating bio-gas
from garbage.

Use of energy efficient Bio-Chulha
As per general understanding, any support provided

by the Organization for the improvement of Health
41
and Hygiene of entities related to / effected by its

activities and Environment pertaining to its own
business cannot be considered as CSR initiative. This
keeps away many organizations from going beyond
the basic legal requirements in providing the amenities
and services or further upgrading them. On the other
hand, employer organization is the best option as far
as the understanding of workers basic and secondary
needs are concerned.
However, if an organization take these initiatives
for the workers of another organization, this will
definitely be considered as corporate CSR expense
and the spending organization will get the credit in its
CSR account.
This unique concept can be elaborated by following
example.
Project manager of a construction site of Company A
has provided all the basic mandatory amenities to his
workforce in the labour camp. Workers take drinking
water from a centrally located plastic water tank, use
conventional flushing toilets with septic tank and soakpit, use firewood or LPG gas for cooking food and
consume electricity generated by a diesel generator.
If the Project manager equips his premises with all
the facilities mentioned above, he will have to bear
extra cost which might make the project financially
unviable. For example, if he has to install solar panels
for electricity, the initial capital expenditure will
destabilize the budget of the site. In such scenario,
he will naturally opt for a conventional but cheaper
source for electricity.
sustainable living ultimately contributing to the global

goal of sustainable growth.
How this will contribute to health and safety of
workers?
It is undeniable that a happier, healthier and responsive
person will give more productivity. However, a
comparatively well-fed, completely rested and relaxed
worker will do extra production in a safer and better
way.
Therefore, CSR can be effectively used for promoting
Health, Safety and Environment.
Below I give a glimpse of CSR in my employer
organization, fewon site and few off-site. During the
past couple of decades, rate of gaining prominence got
accelerated for HSE and CSR in the organization and
I can say only one thing about its implications Last
year was the best year from the HSE perspective in the
history of the Company.
Our Vision- Creating a Sustainable & Responsible
Business
At Shapoorji Pallonji we are committed to creating
social economic and environmental value
for
stakeholders. Shapoorji Pallonji is committed to
enriching peoples lives and fulfilling our social
environmental obligations. We acknowledge our
interdependency with the environment and society
and believe in creating long-term positive impact to
both. Thereby contributing in our own special way to
making our world a greener sustainable place Our
development focus
However, if another organization, Company B, comes

forward and provide these facilities in the premises of
Company A, it will be definitely considered as CSR
expenditure which can be accounted in the balance
sheets accordingly.
1. Improve Quality of Life : affordable quality

healthcare, safe drinking water, sanitation
Similarly, Company A can provide healthier,

sustainable and safer facilities in the premises of
Company C and so on.
3. Education and skills training : underprivileged

children and young adults, tribal communities
This will not only make the workers and employees

healthier and happier but they will get inclined to
42
2. Environment preservation : carbon footprint

reduction, increasing green cover, promote biodiversity
4. Inclusion : training and earning opportunity to

differently challenged, alleviation of poverty,
financial inclusion for migrant labour
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Each individual shall take the responsibility towards

stakeholders of his domain in specific and towards the
national and global citizens in general for learning,
adopting, promoting and enforcing sustainable, safer
and healthier options.
CSR to PSR is the future and we all shall be receptive
and sensible enough to make it a reality soon. Only then
the real intent of sharing and caring will be fructified
and millions of underprivileged and deprived faces
will bear a smile.
It is a fact that eye protection offered by branded 50
dollar sunglasses cannot be compared to that provided
by cheap 2 dollar imitation. In a developing Country,
the later would sell more.
This phenomenon depicts the mindset of the society
which ultimately guides the business model of that
Country.
Cost is the single most important factor that governs
business. Within the limits of acceptable variations,
cheaper is always preferred.
As per general feedback, above initiatives have

provided immense satisfaction, greater pride and
altogether a new approach towards life in the
employees.
Employees, Workers and other Stakeholders got a
greener, safer, delightful and healthier life.
To conclude, I have a firm belief that Responsibility
shall not be confined to corporates, it shall expand and
go from Corporate Social Rreponsibility to Personal
Social Responsibility.
The situation worsens further in the Construction

Sector as there is only one criterion for getting the
order, lowest bid; one who quotes lowest wins the
job. Another contributing factor is that the whole
establishment is temporary. If we compare the
Manufacturing sector to a note book, construction
sector is like a scribbling pad devoid of any need to
be organized as everything is temporary. The average
lifespan of a reality project in India is between 1224 months and for an infrastructure project, it is 2436 months. The Contracting firm moves out of the
location after the project finishes and this factor is one
of the main reasons for lack of empathy among the
clients and contractors.
47
NSC's PROMOTIONAL MATERIALS

PUBLICATION SYNOPSIS
1. Guide Book on Fire Safety (English 100 Pages) : The guidebook has six parts namely General & Statutory Requirements
related to Fire Safety, Fire Safety for Petroleum Products, Fire Safety related to Occupancies, Safety in Transportation, Fire Safety
in Electrical Equipment and Miscellaneous. Some of the important topics covered in the Guidebook are safety of occupants in mall /
schools, safety of transformer area, electrical safety with ELCB/RCCB etc, the HAZCHEM code, information on fire insurance, fire
safety at construction sites, statutory requirements on fire safety etc.
2. Guide Book on Designing for Fire Safety (English 56 Pages) : This guidebook is a systematic approach for design
considerations in fire safety system and a practical guide suitable for all types of buildings including industries. The book has six
parts which are the six steps of fire safety design - Identification of Fuel, Identification of Ignition Sources, Classification of
the occupancies & the Fire Prevention measures, the Protective Measures, the Mitigation Measures and the Review System.
3. A Practical Guides on Safety, Health & Environment : The main objective of bringing out four volumes is to make
available the complete information on the various topics/items at one place for easy access of the users.
3.1 Vol. I General (English - 170 Pages): The topics covered in this volume include General Safety, Home Safety, Legislation,
Personal Protective Equipment and Electrical Safety.
3.2 Vol. II Chemical, Construction & Transportation Safety (English - 196 Pages) : The topics covered in this volume
include Chemical Safety, Construction Safety and Transportation Safety.
3.3 Vol. III Health Aspects, Food Safety & Environment (English - 216 Pages) : The topics covered in this volume include
Health Aspects, Food Safety and Environment.
3.4 Vol. IV - Disaster Management & Fire Safety (English - 122 Pages) : The topics covered in this volume include Disaster
Management and Fire afety
4. Industrial Hygiene & Safety Auditing Manual for Practice - (English - 80 Pages) : A The Manual aims at providing
valuable information about the tools and processes which have demonstrated their usefulness in the actual work
situations. It will be very useful to the persons who have been entrusted with conducting internal audits of safety & health
management systems and will also serve as a guidance to the OSH professionals.
5. Safety Posters : A stock of more than 140 varieties of Safety Posters with appealing Safety, Health and Environment messages in
Hindi & English. Posters depicts appropriate work conditions as prevalent in the country. The colourful posters of cartoons are very
effective in communicating safety messages among workers. The topics covered are Electrical Safety, Chemical Safety, Construction
Safety, Emergency Mgmt., Fire Safety, Safe Work Practices etc.
6. Pocket Guides: Provide ready to use authentic information on Fire Safety, Electrical Safety, Safety in Material Handling,
Transportation, Packaging & Labeling of Hazardous Chemicals, Environment Management, Housekeeping, First - aid, Home Safety,
Food Safety, HIV/AIDS, Defensive Driving, Energy Audit and number of other topics covering on and off the job safety.
SYNOPSIS OF DVDs
7. Safety Films : The Council has also produced ten safety films which demonstrate the practical aspects of work environment and
safe work procedures which are easily understood by workers.
7.1. Safe Driving for Truck Drivers (Hindi) (Code No.52006) Duration : 22 min. : The film highlights several aspects of safe
driving of heavy goods vehicles. The DVD covers pre-operational checks;2-and 4 seconds rules of safe distance; driving in rain
and on hilly roads; importance of road signs- mandatory, cautionary and informatory; emergency information panel for the vehicles
transporting dangerous goods; correct methods of overtaking and reversing; hazards of combining drinking and driving; etc. The film
also emphasizes the importance of taking rest pauses or breaks during long drives and maintaining correct posture of the driver while
driving. The lead protagonist of the film is a driver sharing his personal experience of a road accident. This has a strong emotional
appeal on the viewer which stresses that one accident is enough to ruin the life of a driver. A strong AIDS Message is also conveyed in
the film. The film would be found useful for increasing safe driving awareness among all goods vehicle drivers.
7.2. Rasta for 2 & 4 Wheelers (Hindi & English) (Code No.52007) Duration: 22 min.: The film addresses safety issues on road
and describes the role of drivers (2 & 4 Wheelers) in prevention of accidents while driving. Dos and Donts while driving are lucidly
depicted in the film, mostly shot on Mumbais always busy roads.
7.3. Safety while working at heights at construction sites (Hindi) (Code No.52008) Duration: 21 min. : The film addresses
various safety issues at construction sites, and describes roles of workers in prevention of accidents while working at heights. It also
emphasizes the procedure of height pass test, proper use of PPE, various fall protection systems, safe working at scaffolds, and safe
working on walk ways. Safety in use of ladders and other relate issues.
48
NSC's PROMOTIONAL MATERIALS (Contd.)

SYNOPSIS OF DVDs
7.4 Safety in Cable Gallery (Code No. 52009) (FSW 2013 Hindi) Duration : 10 min : The DVD covers: Terms Related To Cable
Gallery Cable Run, Cable Tray, Cable Rack, Cable Trench / Tunnel / Gallery, Cable Shaft/ Risers, Fire Stop, Cable Vaults; Critical Areas
Of Cables, Fire Protection In Cable Galleries (Physical & Chemical Protection);Cable Protection (Active & Passive Protection);Active
Fire Suppression; Other Safety Systems For Cable Galleries; Consequence Of Fire In Cable Galleries. The DVD would be found useful
for every industry as there are electrical installations at each and every industry and electric fires are common in industries. This DVD
will give ideas with respect fire protection and its mitigation.
7.5. Design Basis of Fire Safety in Industries & Commercial/Residential Establishments (Code No.52010 English)
Duration : 21 min.: This DVD depicts the Design Basis for Fire Safety for various occupancies, including Industrial, Commercial,
Residential establishments. It provides a systematic approach towards fire safety system - starting from identifying the fuel/material
and sources of ignition, assessing the fire load and fire hazard classification of the area. The classification of fire, and the classification
occupancies as per NBC are illustrated. The basic principles of fire design i.e, prevention of fire while designing, protection of fire by
portable and fixed fire extinguisher- the fire detection system, the fire retardant coating, fire barrier etc. and the mitigation systems by
emergency preparedness was used for fire design. It has shown to the extent of fire zoning for Industries, the minimum requirement of
water, foam, sprinkler systems, earthing systems, the use of fire consequences in designing etc. The DVD is an useful dig out of National
Building Code, the BIS 1641/42, BIS 2190, OISD towards fire design.
7.6. Electrical Safety at Construction Sites (Code No.52011 Hindi) Duration : 38 min.: The film opens with shocking depictions
of electrical accidents at construction sites. Electricity is a vital motive force that runs all the installations, equipment - in short the
site itself. This film shows the highlights of requirement for temporary electrical installations, which acts and rules are to be followed,
calculation of the total connected load, qualification of persons and licenses required and validity of licenses for working on electrical
installations (for engineers, supervisors, technicians, etc). It also details importance of Single Line Diagram (SLD), importance of
LOTO, CPR (required after electrical shock), PPE required for electrical work, use of electrical resistant rubber mats (to be placed below
all electrical panels). This film covers the Hierarchy of Controls i.e. elimination, substitution, engineering controls, administrative
controls and use of PPE. At the end the film gives summary of electrical hazards and their protective measures.
7.7. Scaffolding Safety at Construction Sites (Code No.52012 Hindi) Duration : 40 min. : Well planned and deployed scaffolding
not only saves project time but improves the cost effectiveness of construction, as it allows efficient multi-tasking like, brick laying,
RCC work, plastering, painting, faade work, etc. and the deployment of multiple gangs of workers. This film shows different types of
scaffolds used for high-rise structures, different parts of scaffolds, design formula for calculating the load bearing capacity for different
type of scaffolds, designing to be done by a qualified/competent person, different standards and rules to be followed, dismantling of
scaffold with safety, work permit required for construction and dismantling of scaffold, importance of height pass test and tool box talk
and inspection of scaffold. This film also covers basic safety precautions such as soil inspection, barricading of scaffold area, use of
PPE, material inspection. The film ends with Dos and Donts relating to scaffolding safety at construction sites.
7.8. Lifting Equipment Safety at Construction Sites (Code No. 52013 Hindi) Duration : 47 min. : The film starts with a tower crane
accident at a construction site. Material handling at a site is a critical issue which must be approached with caution at all times. This film
shows different types of lifting equipment used at construction sites such as Tower Crane, Builder & Passenger Hoist, Mobile crane,
Mini-Crane (Monkey Winch), New age and Old age Hydra Crane and precautions to be taken during operation of these equipment.
This film also shows different parameters required to be checked during daily, weekly, and third party inspection, precautions while
lifting the load, different safety devices required for safe operation of lifting equipment such as Safe Load Indicator (SLI), wind speed
indicator, upper limit switch, lightning arrestor, outriggers for mobile crane and New age Hydra, importance of communication between
operator and signaler, etc.
7.9. Fire Safety in Road Transportation of hazardous materials (Code No.52014 English) Duration: 22 min. : The CD contains
diverse aspects related to road transportation of Hazardous Material. It starts with the possible types of accident, the current accident
statistics in road transportation, the primary causes of accidents while carrying Hazardous Material and the legislations prevalent
to protect loss of human life from accidents. The commentary covers the provisions of the Central Motor Vehicle Rules. This CD
unfolds the safety requirements as per Static and Mobile Pressure Vessel Rules, transportation of Gas cylinders, Explosive substances,
Petroleum products and Radioactive Substances. The narration also covers the HAZCHEM Code, UN Classification of Goods, the
Emergency Information Panel, the TREM card etc. The responsibility of the Consigner, the Owner and the Drivers are also described.
The CD concludes with the important safety instructions for transportation of Hazardous Material.
7.10. Fire Safety Emergency Drill & Evacuation (Code No. 52015 English) Duration : 25 min. : The CD contains various aspects
related to Emergency Drill & Evacuation. The video covers topics primarily, Objective and Frequency of Drill as per various statutes
and standards, Types of Emergencies, the Procedure and Planning for drill including Chain of commands, Emergency control centre,
Exit routes, Assembly points, Safety Signages, First aid and Medical arrangements, Communication facilities etc. It also contains
facilities required in Emergency Control Centre, Mockdrill report format, (Off Site Emergencies) ,Roles of different Authorities and the
evacuation procedure for Mall, hospital, School and Hotels. This CD unfolds the safety requirements as per The Factories Rules, 1963,
CIMAH Rules, 2003, MSIHC Rules, 1989, National Disaster Management Act, 2005, NBC Code Part IV etc. and includes important
safety instructions regarding Emergency Drill & Evacuation. It is useful for all types of Industries, Office Buildings, Malls & Hotels etc
49

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VOL. NO. XLVII No.

July - September 2016

Prevention Culture International Activities and

Dr. Vijay Kulkarni

Proactive Safety in Construction Industry........................................... 24

Shri Piyush Jain

The Direct and Indirect Influence of Supervisors

Edited, printed and Published by R. Srivastava, DDG, National

NSC's Promotional Materials............................................................... 48

FREE TO ALL NSC MEMBERS

July - September 2016

31st APOSHO Conference & Meetings Another Milestone

July - September 2016

Tuesday, 5th April 2016 APOSHO Conference (All delegates)

0830 hrs. onwards

Registration in HSE Exhibition Area

Back Lawn of Vigyan Bhawan

1000 to 1115 hrs.

Inauguration of HSE Exhibition & APOSHO

Back Lawn of Vigyan Bhawan &

1115 to 1145 hrs.

1245 to 1345 hrs.

1545 to 1615 hrs.

Wednesday, 6th April 2016 APOSHO Conference (All delegates)

1100 to 1130 hrs.

1300 to 1400 hrs.

Prospect on OSH development for the 13th Five year plan

Mr. Huansham Sun

National Policy and Program on OSH in India

Prevention Culture International Activities and

Dr. Walter Eichendorf

ISO 45001 and the Evolution of Occupational Health and

Mr. John Lacey

Role of Trade Unions in the Administration of OSHE

Vision Zero and the Seven Golden Rules : A Global

Mr. Hemult Ehnes

Safety Management System and its Effectiveness in Gas

July - September 2016

Tuesday, 5th April, 2016

Social Reasons Behind Road Accidents

Nicer Globe : An Indian Chemical Industry initiative on

Mr. Amit Jain

Road Safety initiatives by Coca- Cola

Mr. Amit Saha

Road Work Zone Safety

Mr. Anil Shimpi

Tripartite Model for Effective Translation of Research into

Mr. Prame Kumar Nair

Status of OSH in Ports & Docks in India

Sustainable Port Operations: Challenges and Opportunities

Mr. Krishnanand Mavinkurve

Improving the Current Status of Port & Dock Safety

Prof. Dr. V. Sundararaju

July - September 2016

Changing Perspective of DGMS and Mining Legislations

Vision Zero: ISSA Minings Activities to Achieve the Goal

Mr. Matthais Stenzel

Innovative OSH Management in Indian Mines

Health and Safety Initiatives in the ACC Mines

Mr. Rajendra Singh Rathod

An Integrated Approach to Health and Safety at Workplace

Mr. Todd Hohn

Environmental Issues & Management of Fires in Above

Mr. Prabhakar Kumar