IS 101 Safety, Health and Environment Management - SBTET AP IS

1.1 INTRODUCTION

1.1.1 Management and Types of Management

Management is the process of planning, organizing, directing, and controlling resources (men, material, money, and methods) to achieve organizational goals efficiently and effectively.
It ensures coordination between all activities and promotes productivity and safety.

Types of Management:

1. Top-level management: Responsible for policy decisions, goal setting, and strategic planning (e.g., Managing Director, General Manager).

2. Middle-level management: Implements policies, coordinates departments, and ensures communication between top and lower levels (e.g., Plant Manager, HOD).

3. Lower-level management: Directly supervises workers, ensures execution of work as per standards, and maintains discipline (e.g., Foreman, Supervisor).

In safety management, all three levels are responsible for promoting a safe working culture by establishing systems, training workers, and monitoring performance.

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1.1.2 Principles of Management

Management principles are universal guidelines that help managers achieve efficiency and discipline. Henri Fayol, known as the father of modern management, proposed 14 principles such as:

1. Division of work – specialization improves efficiency.

2. Authority and responsibility – authority must be balanced with responsibility.

3. Discipline – respect rules and agreements.

4. Unity of command – each worker receives orders from one superior.

5. Unity of direction – activities with the same objective must have one plan.

6. Subordination of individual interest – organization goals over personal interests.

7. Remuneration – fair pay to motivate employees.

8. Centralization and decentralization – balance decision-making levels.

9. Scalar chain – proper communication hierarchy.

10. Order – systematic arrangement of materials and manpower.

11. Equity – fairness and justice in dealings.

12. Stability of tenure – secure employment encourages loyalty.

13. Initiative – encourage employee suggestions.

14. Esprit de corps – team spirit for unity and strength.

Managerial Roles:
According to Henry Mintzberg:

• Interpersonal: leader, liaison, figurehead.

• Informational: monitor, disseminator, spokesperson.

• Decisional: entrepreneur, negotiator, disturbance handler.

Authority, Responsibility, and Power:

• Authority is the legitimate right to issue orders.

• Responsibility is the duty to perform assigned work.

• Power is the ability to influence others.
  Authority must always be balanced with responsibility to prevent misuse or failure.

Span of Management:
Indicates the number of subordinates directly controlled by one manager. Too wide a span leads to supervision difficulties; too narrow increases costs.

Delegation and Decentralization:
Delegation is transferring authority for specific tasks to subordinates.
Decentralization distributes authority to various levels for quick decision-making.
In safety systems, decentralization allows each department to manage its own risk controls effectively.

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1.1.3 Safety, Health and Environment (SHE) Management

SHE Management integrates occupational safety, occupational health, and environmental protection into one systematic approach.

Principles of SHE Management:

1. Prevention over correction: Prevent accidents instead of reacting later.

2. Continuous improvement: Regular audits, reviews, and training.

3. Employee participation: Encourage reporting of hazards and suggestions.

4. Legal compliance: Follow Factories Act, BOCW Act, and Environmental Protection rules.

5. Management commitment: Leadership involvement in all SHE programs.

6. Documentation and communication: Maintain policies, checklists, and records.

Practices:

• Conduct risk assessments and job safety analyses.

• Provide PPE and training.

• Implement waste management and pollution control systems.

• Periodically review the SHE management system (aligned with ISO 45001 and ISO 14001).

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1.1.4 Role of Management in Industrial Safety

Management has the primary responsibility to ensure safe operations. Key roles include:

1. Policy formulation: Prepare and communicate a written safety policy.

2. Resource allocation: Provide funds, manpower, and training facilities.

3. Implementation: Ensure safety measures are integrated into production.

4. Monitoring: Conduct regular audits and inspections.

5. Accident prevention: Identify hazards and adopt control measures.

6. Training and motivation: Build safety culture through awareness programs.

7. Emergency preparedness: Develop and test emergency response plans.

8. Compliance: Follow statutory and regulatory requirements.

A proactive and committed management directly reduces accidents, absenteeism, and losses.

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1.1.5 Organizational Behaviour and Human Factors Contributing to Accidents

Organizational Behaviour is the study of how individuals and groups act within an organization.
Human Factors contributing to accidents include:

• Lack of knowledge or skill

• Fatigue or stress

• Improper attitude or carelessness

• Low morale or motivation

• Poor supervision or communication

• Unsafe behaviour under pressure

Management must understand these behavioural aspects and promote a positive safety culture through training, leadership, and discipline.

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1.2 PLANNING FOR SAFETY

1.2.1 Definition, Purpose, Nature, Scope, and Procedure

Planning is the process of setting goals and deciding how to achieve them.
In safety management, planning ensures that hazards are identified and controlled before work begins.

Definition:
“Planning for safety” means developing procedures, standards, and programs to eliminate or minimize risks.

Purpose:

• To establish preventive measures.

• To allocate safety responsibilities and resources.

• To ensure compliance with regulations.

• To integrate safety into overall business plans.

Nature and Scope:
Covers all activities — from design, purchase, and installation to operation and maintenance.

Procedure:

1. Identify hazards and assess risks.

2. Set measurable safety objectives.

3. Prepare safety programs and timelines.

4. Allocate budgets and responsibilities.

5. Implement and monitor.

6. Review and revise periodically.

Range of Planning:

• Short-term: Immediate hazard control (e.g., PPE procurement).

• Medium-term: Training and inspection schedules.

• Long-term: Policy development, safety culture building.

Variety of Plans:

• Standing plans: Policies, rules, standard operating procedures.

• Single-use plans: Emergency plans or specific project safety plans.

• Contingency plans: For accidents, fires, or chemical spills.

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1.2.2 Strategic Planning and Tools of Implementation

Strategic planning sets long-term SHE goals aligning with organizational vision.
Tools of Implementation:

• SWOT analysis (Strengths, Weaknesses, Opportunities, Threats).

• Risk assessment & HAZOP studies.

• SHE audits and management reviews.

• Key Performance Indicators (KPIs): accident frequency rate, near-miss reports, etc.

Management by Objectives (MBO):

• A participative approach where goals are jointly set by management and employees.

• In SHE context: targets for accident reduction, zero lost-time injuries, and safe behaviour promotion.

• Enhances accountability and motivation.

Policy Formulation and Implementation:

• Draft a clear SHE policy signed by top management.

• Communicate to all employees.

• Define responsibilities and review periodically.
  Example: “Our policy is to achieve zero harm to people and the environment.”

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1.3 ORGANIZATION FOR SAFETY

1.3.1 Organization: Definition, Need, Nature, and Principles

Organization is the process of creating a structure of roles and responsibilities for efficient functioning.

Need:

• To establish clear authority lines.

• To coordinate safety activities.

• To ensure compliance and accountability.

• To integrate safety into production and maintenance.

Nature:
Every organization should have a defined Safety Department or SHE cell led by a Safety Officer/Manager.

Principles of Organization:

1. Unity of command

2. Specialization of function

3. Scalar chain and hierarchy

4. Delegation of authority

5. Flexibility and adaptability

Organizing for SHE:

• Top Management: Establish policy and allocate resources.

• Safety Department: Implement programs, conduct training, maintain records.

• Supervisors: Enforce safety procedures at site.

• Workers: Follow instructions and report hazards.

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1.3.2 Safety Committee – Structure and Functions

Safety Committee is a joint body of management and employees to promote safety at the workplace.

Structure:

• Chairman: Factory Manager or HOD.

• Secretary: Safety Officer.

• Members: Supervisors, workers’ representatives, medical officer, maintenance engineer.

Functions:

1. Review accident statistics and suggest preventive actions.

2. Inspect plant and identify hazards.

3. Promote employee participation and awareness.

4. Recommend improvements in working conditions.

5. Review training effectiveness and PPE adequacy.

6. Encourage reporting of near-miss incidents.

Committees usually meet monthly and prepare minutes of meetings for management review.

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1.3.3 Line and Staff Functions for SHE

Line Functions:
These are core functions directly related to production and execution. Line managers (foremen, supervisors) are responsible for enforcing safety procedures in their areas.
Example: A production supervisor ensures machine guarding and lock-out before maintenance.

Staff Functions:
These are advisory or supportive roles performed by specialists like safety officers, industrial hygienists, or environmental engineers.
They assist line departments through:

• Training programs,

• Safety audits,

• Risk assessments, and

• Monitoring compliance.

Integration of Line and Staff Functions:

• Line managers ensure implementation.

• Staff departments provide expertise and guidance.
  Together, they build an effective SHE management system.

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1.4 DIRECTING FOR SAFETY

1.4.1 Direction: Definition, Process, Principles and Techniques

Definition:
Direction means guiding, supervising, and motivating employees to achieve safety and organizational goals effectively.

Process of Direction:

1. Issuing Orders – Clear instructions for safe work procedures.

2. Motivating – Encouraging employees to follow safety rules willingly.

3. Supervising – Continuous observation and correction of unsafe practices.

4. Communicating – Ensuring clear, two-way exchange of safety information.

5. Leading – Inspiring people by setting personal examples.

Principles of Direction:

• Clarity of instructions

• Unity of command

• Effective communication

• Motivation and leadership

• Continuous supervision

• Follow-up and feedback

Techniques:

• Job instruction and toolbox talks

• Safety meetings and motivation campaigns

• Training and counseling

• Incentives and recognition for safe performance

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1.4.2 Leadership: Role, Functions and Attributes of a Leader

Leadership is the ability to influence and guide people toward achieving safety objectives.

Role of a Leader:

• Setting vision and direction for safe operations.

• Motivating workers to adopt safe behaviours.

• Creating and maintaining a positive safety culture.

• Coordinating between management and workforce.

Functions:

• Planning and organizing safety programs.

• Communicating effectively with subordinates.

• Enforcing discipline and safety rules.

• Resolving conflicts related to safety.

• Evaluating performance and giving feedback.

Attributes of a Good Leader:

• Integrity and honesty

• Confidence and courage

• Technical competence

• Empathy and patience

• Decision-making ability

• Commitment to safety

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1.4.3 Communication: Purpose, Process, Types and Channels

Purpose:
To ensure clear understanding of safety policies, procedures, hazards, and emergency actions among all employees.

Communication Process:
Sender → Message → Medium → Receiver → Feedback

Types:

• Verbal – Meetings, safety talks, announcements

• Written – Memos, manuals, safety procedures

• Visual – Signs, posters, warning symbols

• Formal/Informal – Reports, feedback, casual discussions

Channels:

• Vertical (upward & downward)

• Horizontal (between departments)

• Diagonal (cross-functional)

Barriers to Communication:

• Noise and distractions

• Poor feedback

• Language or cultural differences

• Emotional barriers or lack of trust

Essentials of Effective Communication:

• Simplicity and clarity

• Accuracy and completeness

• Feedback and confirmation

• Two-way communication

• Active listening

Group Dynamics in Communication:

• Teamwork improves mutual understanding.

• Group pressure can encourage or discourage safe behaviour.

• Effective communication enhances coordination and safety performance.

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1.5 MONITORING FOR SAFETY, HEALTH AND ENVIRONMENT

1.5.1 Occupational SHE Management Systems

Definition:
A systematic approach to managing safety, health, and environment to prevent accidents and ensure compliance.

Main Elements:

1. Policy and commitment

2. Planning and implementation

3. Monitoring and measurement

4. Review and continual improvement

Key Standards and Guidelines:

Standard	Description
IS 14489:1998	Occupational Safety and Health Audit – Code of Practice. Provides guidelines for periodic safety audits to identify gaps.
IS 15001:2000	Environmental Management System requirements similar to ISO 14001. Focuses on minimizing environmental impacts.
ILO Standards	Provide international framework for occupational safety, health, and welfare of workers.
EPA Standards	U.S. Environmental Protection Agency standards on pollution control, waste management, and environmental protection.

Monitoring Tools:

• Safety audits and inspections

• Incident and near-miss reporting

• Environmental monitoring (air, water, noise)

• Health surveillance of workers

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1.6 PRINCIPLES OF ACCIDENT PREVENTION

1.6.1 Key Definitions

Term	Meaning
Incident	An unplanned event that could lead to injury or damage.
Accident	An unplanned event resulting in injury, damage, or loss.
Injury	Physical harm caused to a person.
Dangerous Occurrence	Serious event that has potential for major injury or damage.
Unsafe Act	Human action that violates safety procedure (e.g., not wearing PPE).
Unsafe Condition	Hazardous physical situation (e.g., oil spill, broken guard).
Hazard	Source or situation with potential to cause harm.
Error/Oversight/Mistake	Human failure contributing to unsafe situations.

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1.6.2 Accident Prevention

1. Theories / Models of Accident Occurrence:

• Domino Theory (Heinrich):
  Accidents result from a sequence of causes; removing unsafe acts prevents the final accident.

• Multiple Causation Theory:
  Accidents have several contributing factors (technical, human, environmental).

• Energy Release Theory:
  Controlling the release of hazardous energy (mechanical, electrical, thermal) prevents injuries.

2. Principles of Accident Prevention:

• Identify hazards and assess risks.

• Implement engineering and administrative controls.

• Provide PPE and training.

• Encourage worker participation.

• Conduct inspections and safety audits.

• Maintain equipment and housekeeping.

• Investigate incidents and implement corrective action.

• Monitor and review safety performance regularly.

3. Financial Implications of Accidents:

• Direct Costs: Medical treatment, repair of equipment, compensation.

• Indirect Costs: Lost production, investigation time, poor morale, legal penalties.

• Accident prevention saves money, improves productivity, and enhances reputation.

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✅ Perfect 👍 — here are detailed and exam-ready notes for Sections 1.7 to 1.10 of the SBTET AP Safety, Health and Environment Management syllabus.

Each point follows your syllabus headings closely and uses simple, technical English suitable for Industrial Safety study or exam revision.

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1.7 SAFETY, HEALTH AND ENVIRONMENT (SHE) EDUCATION AND TRAINING

1.7.1 Elements of Training Cycle

Training is a continuous process to develop employees’ knowledge, skills, and attitude toward safe work practices.

Elements of Training Cycle:

1. Training Need Assessment (TNA) – Identify what safety training is required, for whom, and why.

2. Training Design and Development – Prepare objectives, course content, and schedule.

3. Training Implementation – Conduct programs using proper methods (classroom, on-job, workshops).

4. Training Evaluation – Measure effectiveness by testing knowledge or observing safe behavior at work.

5. Feedback and Improvement – Review and modify training programs periodically.

Techniques of Training:

• Lecture and presentation

• Demonstration and practice

• Group discussion and case study

• Role play and simulation

• Audio-visual methods

• E-learning and computer-based modules

Types of Training:

• Induction Training – For new employees about company rules, hazards, and emergency procedures.

• Job-specific Training – For specific equipment or hazardous work.

• Refresher Training – Periodic training to reinforce safe habits.

• Supervisory & Managerial Training – For leadership and legal compliance.

• Specialized Training – For first aid, fire safety, confined space, etc.

Evaluation and Review:

• Pre- and post-training tests.

• Observation of work performance.

• Analysis of accident/incident trends.

• Feedback from participants.

• Update modules as per latest standards and technology.

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1.7.2 Competence Building Technique (CBT)

• Competence = Knowledge + Skill + Attitude required to perform tasks safely.

• Competence Building Technique (CBT) ensures that employees are capable of doing their job safely and effectively.

Concepts:

• Define the competency standard for each job.

• Assess existing competence level.

• Provide specific training to fill gaps.

• Evaluate and certify competence.

Safety as an Online Function:

• Safety should be integrated with every stage of production — from planning, design, and procurement to operation and maintenance.

• Every employee should consider safety part of their regular duties, not a separate task.

Role of Multimedia Communication:

• Use of posters, videos, animations, and simulations makes training interesting and effective.

• Increases retention of knowledge and awareness.

Applications of Computers:

• E-learning, training records management, simulation of accident scenarios, and hazard analysis.

Relevance of WTO (World Trade Organization):

• WTO emphasizes global safety and environmental standards for trade and production.

• Promotes international cooperation in health, safety, and environmental management.

• Encourages industries to follow ISO standards (ISO 45001, ISO 14001) for global acceptance.

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1.8 EMPLOYEE PARTICIPATION IN SAFETY

1.8.1 Purpose, Areas, and Methods

Purpose:

• To involve employees in creating a safer workplace.

• To develop a sense of ownership and responsibility for safety.

• To improve communication between management and workers.

Areas of Participation:

• Accident prevention and investigation.

• Hazard identification and risk assessment.

• Safety committee meetings.

• Housekeeping and welfare improvement.

• Safety audit and inspection activities.

Methods of Employee Participation:

• Trade Unions: Represent workers’ views on safety matters.

• Suggestion Schemes: Employees propose practical ideas to improve safety.

• Safety Competitions: Encourage safe behavior through awards and recognition.

• Safety Incentives: Rewards for zero accidents or good safety performance.

• Publicity Schemes: Display posters, banners, and newsletters to promote safety.

• Audio-Visual Campaigns: Safety films, presentations, and social media posts.

• Promotional Activities: Safety weeks, slogans, rallies, exhibitions, and training workshops.

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1.9 HUMAN BEHAVIOUR, GLOBAL WARMING & MOTIVATION

1.9.1 Global Warming and Mitigation Measures

Global Warming:
Gradual rise in Earth’s average temperature due to excess greenhouse gases (CO₂, CH₄, N₂O).

Causes:

• Burning of fossil fuels

• Deforestation

• Industrial emissions

• Uncontrolled waste burning

Effects:

• Climate change and heatwaves

• Rising sea levels

• Glacial melting and floods

• Disturbance of ecosystems

Mitigation Measures:

• Use of renewable energy (solar, wind).

• Energy conservation in industries.

• Afforestation and reforestation.

• Waste management and recycling.

• Reduction in greenhouse gas emissions by cleaner technologies.

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1.9.2 Human Behaviour and Motivation in Safety

Individual Differences:
Every worker’s behaviour differs based on age, education, attitude, experience, and motivation.

Behaviour = Function of Self and Situation

• Worker’s action depends on personal values and the surrounding environment.

Perception of Danger & Acceptance of Risk:

• Some workers underestimate risks due to familiarity or overconfidence.

• Continuous training helps improve perception of hazards.

Knowledge and Responsibility vs. Safety Performance:

• Better knowledge and responsibility lead to higher safety performance.

Theories of Motivation and Application to Safety:

1. Maslow’s Hierarchy of Needs: Safety is a basic human need. Providing safe work satisfies this and motivates employees.

2. Herzberg’s Two-Factor Theory: Safety, supervision, and working conditions act as hygiene factors preventing dissatisfaction.

3. McGregor’s Theory X and Y: A participative approach (Theory Y) improves worker motivation toward safety.

4. Reinforcement Theory: Positive reinforcement (reward for safe acts) strengthens safe behavior.

Role of Supervisors and Safety Departments:

• Supervisors should encourage safe habits through guidance and recognition.

• Safety departments should motivate through campaigns, counseling, and training.

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1.9.3 Conflict and Frustration

Definition:
Conflict arises when interests or goals of individuals differ; frustration occurs when goals are blocked.

Situations Leading to Conflict and Frustration:

• Work pressure, poor communication, unclear responsibilities.

• Unsafe conditions causing stress.

• Lack of appreciation or unfair treatment.

Techniques for Management:

• Open communication and counseling.

• Proper job allocation and workload balance.

• Team building and motivation programs.

• Conflict resolution through negotiation and compromise.

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1.10 MANAGEMENT INFORMATION SYSTEM (MIS) FOR SAFETY

1.10.1 Sources and Use of Information

Sources of Information:

• Accident/incident reports

• Safety audit reports

• Health surveillance data

• Environmental monitoring data

• Legal notifications and standards (BIS, ILO, EPA)

Compilation and Collation:

• Data collected from different departments and consolidated in a central database.

• Used to identify trends and take preventive measures.

Modern Methods:

• Use of computers for programming, storing, and retrieval of safety data.

• Software tools for accident analysis and reporting (like QCC HS, SAP EHS).

• Data analytics for predicting risk areas.

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1.10.2 QCC HS Computer Software

• QCC HS (Quality, Cost, Control – Health & Safety):

  • Used for recording, monitoring, and analyzing SHE data.

  • Helps in decision-making and compliance reporting.

  • Limitations: Requires skilled operators and data accuracy; high setup cost.

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1.10.3 Status and Future Goals of Computer Utilization in SHE

Current Status:

• Many industries use computers for training, audits, and safety record management.

• Integration of safety data with ERP (Enterprise Resource Planning) systems.

Future Goals:

• Use of Artificial Intelligence (AI) for accident prediction.

• Real-time monitoring using IoT sensors.

• Cloud-based SHE dashboards.

• Virtual reality (VR) for safety training.

• Digital documentation and e-learning platforms.