TASK NO 1:

The benefit of using the checklist of critical behaviors during this behavioral safety Audits (BSAs) are as
follows.

1. Checklists serve as written records of essential behaviors identified during safety assessments
and offer clear evidence that audits are being carried out.
2. Checklists simplify the process for observers. Recording behaviors across different departments
becomes easier and faster.
3. By systematically observing safe and unsafe behaviors using checklists, all relevant points are
covered. Nothing is overlooked.
4. Checklists help observers efficiently monitor behaviors, reducing the risk of missing important
areas.
5. Comparing checklists across different departments allows for efficient analysis. Consistency
ensures uniformity during audits.
6. Checklists save time for observers. They follow predefined points, eliminating the need for
independent thinking.
7. Checklist can be updated as per the requirement after collate & evaluate data of the safe &
unsafe behaviors of workers.
8. Workers’ safe and unsafe behaviors are recorded using checklists. Observers approach workers
for feedback, promoting safety awareness to avoid unsafe in future.
9. The written record of checklists holds observers accountable. Regular completion aligns with
audit requirements.
10. Regularly updated checklists include information about previous accidents and incidents.
Learning from history helps prevent accidents in future.
11. Checklists keep records organized and easily understandable, aiding future reference.
12. Step-by-step checklists ensure tasks are performed very easily without missing any important
steps.
13. Weekly meetings based on checklists allow discussion and improvement in health and safety.
14. Checklist is best way of keeping daily basis records and serves as a training tool for new
observers, guiding them through the audit process.

TASK NO 2:
As per the ILO Article 10 of R164 1981 employer obligation likely to have been contravened leading to
the contractor worker's knee injury.

1. The working environment where the contractor was performing maintenance was not safe. The
lights above the machine were flickering, creating inadequate lighting conditions which
contributed to the accident.
2. The machine was not properly isolated and locked out/tagged out (LOTO). The PTW issuer
assumed the machine had been isolated by the supervisor, but this had not been done. This lack
of machinery safety measures led to the machine starting unexpectedly.
 3. The supervisor did not adequately supervise the contractor. After a brief tour, the supervisor was
unavailable for the rest of the day, leaving the contractor without necessary guidance and
support.
4. PTW issuers handling up to 75 permits per day may compromise safety because of high work
load. Physical checks of work areas are essential to identify hazards for permit issuer but he
missed.
5. Contractors without food manufacturing industry experience may lack specific knowledge about
hazards and safety protocols. Proper training is essential.
6. Critical hazard information, such as the warning sign indicating the machine's tendency to start
unexpectedly, was not effectively communicated to the contractor. Additionally, the PTW issuer
and the supervisor did not provide sufficient information regarding the specific risks of the
maintenance task.
7. Provide adequate PPE without any cost to worker which are necessary when hazard cannot be
prevented or control.
8. The contractor, although experienced, was new to the site and was not provided with adequate
site-specific training or information about hazards, such as the tendency of the machine to start
unexpectedly.
9. Employers should clearly define working shifts and rest periods. Long hours without adequate
breaks increase risk and stress levels.
10. The absence of certified first aiders and designated first aid locations poses a serious concern.
Immediate treatment is crucial for injured Contactor but they send him to hospital due to lacking
site treatment.
11. Safe work procedures and practices were not followed. The contractor began work without the
required risk assessment and method statement, and the supervisor allowed the work to
proceed without these critical documents.
12. The flickering lights and malfunctioning machine suggest a lack of regular inspection and
maintenance of equipment, which contributed to creating an unsafe working environment for
the contractor.

TASK NO 3:

There are lots of management failure are identified during the investigation which caused the worker
knee injury. Bellow written points are the root causes of the accident.

1. During the investigation management are not interested to investigate the accident further
because they think it only a human error and not worth the time to investigate further.
2. The absence of the site supervisor during task commencement leaves workers alone without
proper guidance. Effective supervision is essential for safety.
3. When supervisors and middle managers doubt the value of the Behavioral Safety Audit (BSA)
program and blame workers, it creates a negative atmosphere. Management should actively
support safety initiatives.
 4. Failing to maintain proper housekeeping after light above the machine is flickering and not
address by supervisor.
5. The equipment in the working area needs to be maintained, and risk assessment was found to
be insufficient in this regard. Appropriate recommendations and regulated measures must be
taken.
6. Ignoring physical site inspections due to high workload compromises safety. Permit issuers must
assess work areas thoroughly.
7. Failed to carryout proper inspection which cause Failure to lock out and tag out the machine
which start unexpected.
8. The supervisor’s view that most accidents are unavoidable and due to unsafe behavior reflects a
negative attitude impact to the employees working in the food manufacturing site.
9. Proper PPE for specific tasks is necessary. But there is no sign of PPE in this scenario.
10. Treating accidents as mere human error without thorough investigation limits learning
opportunities. Root causes must be explored.
11. Ignoring safety procedures related to flickering lights and unexpected machine starts poses risks.
Known issues should be addressed promptly.
12. Important hazard information, such as the warning sign about the machine starting
unexpectedly, was not communicated to the contractor.
13. The contractor, although experienced, was new to the site and did not receive adequate site-
specific training or induction. This failure left the contractor unaware of specific risks and safety
procedures unique to the site.

TASK NO 4:
The food manufacturing organization permit to work system (PTW) are as follows-

1. The work carried out under the authority of the PTW system indicates proper implementation.
Having a structured process ensures safety during tasks performing.
2. Providing PTW training to contractors before accepting any permit is essential. Brief job
discussions between the PTW issuer and permit accepter enhance understanding and safety
awareness.
3. The site permit issuer’s communication with contractors about the job’s nature, hazards, and
risks demonstrates diligence. Clarity helps prevent misunderstandings.
4. Properly following PTW documentation procedures, including self-duplicating forms with
authorized signatures, ensures transparency and accountability. three copies are there one to be
retained to the contractor another copy displaying at job site and one keeping as record in the
PTW Issuer site office.
5. The PTW system must include a robust process for ensuring LOTO procedures are followed. This
should be verified both by the PTW issuer and the supervisor.
6. The PTW system should ensure that all contractors receive comprehensive site-specific training
and hazard awareness before commencing work.
7. While the PTW system is in place, physical inspection of the work area by the PTW issuer is
crucial. Identifying hazards early prevents incidents.
 8. Issuing permits to cover an 8-hour shift and allowing extensions if work isn’t completed during
the shift shows adaptability.
9. Permit issuer also discussing about the associated control measures as per the task including
isolation of the equipment before starting the work.
10. The PTW system should include provisions for adequate supervision and follow-up to support
contractors during their tasks. This would help address any emerging issues or questions in real-
time.
11. The contractor began work without the necessary risk assessment and method statement, and
the PTW issuer did not verify the presence of these documents.
12. Including personal protective equipment (PPE) requirements in permits and discussing them
with permit accepters reinforces safety protocols.

TASK NO 5:
(a)

Insured costs are those covered by the organization’s insurance policies. These typically include:

1. Costs related to the contractor's hospital visit, including the x-ray and any other medical
treatments required.
2. Any compensation paid to the contractor for the injury sustained, as determined by workers'
compensation insurance.
3. Any Damage during maintenance to equipment or machine is also cover in insure cost.

(b)

Uninsured costs are those that the organization must bear directly, and they can often exceed insured
costs. These include:

1. Providing sick pay supports the injured contractor during their recovery period. It ensures
financial stability and demonstrates care for their well-being.
2. The time lost due to the contractor being unable to work while recovering, and the subsequent
delay in completing the maintenance work.
3. Health and safety advisers and other personnel invest time and resources in investigating the
accident. This ensures lessons are learned and preventive measures are implemented.
4. While the machine is out of operation for maintenance and investigation, productivity suffers.
This downtime impacts overall efficiency.
5. Hiring another contractor to complete the work or paying overtime to existing workers increases
costs. It’s necessary to maintain operations despite the accident.
6. Legal services may be required if legal actions arise from the accident. These costs can escalate if
litigation becomes necessary.
7. Investing in additional training for supervisors, PTW issuers, and employees helps prevent similar
incidents in the future.
8. If the incident becomes public knowledge, it could harm the organization's reputation. A client's
lack of trust could have an impact on future agreements and business relationships.
 9. Accident reporting, insurance claims, and implementing new safety measures increase
administrative workload.
10. Loss of experienced staff like contractor which deal with specific issues of the organization.

TASK NO 6:
Positive indicators of the health & safety culture of food manufacturing site areas follows- Senior the
manager introduced a behavioral safety program at the food manufacturing site to improve health &
safety culture.

1. The BSA program, with a clear objective for occupational health and safety improvements across
the entire site,
2. The involvement of trained observers who diligently observe site workers, including contractors,
demonstrates a commitment to safety awareness.
3. Recognizing and appreciating safe behaviors through the BSA program motivates workers.
Positive reinforcement encourages a safety-conscious mindset.
4. Appointing an observer’s coordinator shows organizational dedication to successful BSA program
implementation. Coordination ensures consistency and effectiveness.
5. The commitment of top management to worker health and safety is crucial. Their active
involvement sets the positive culture in entire organization.
6. Allocating resources for health and safety training indicate the organization’s investment in
employee well-being.
7. Introducing verbal feedback for unsafe behaviors encourage workers to openly communicate.
And discussing corrective actions encourages safe practices.
8. Observers looks for both safe and unsafe behaviors of the workers which shows the positive
culture of the organization
9. Using checklists based on past accidents and incidents demonstrates a positive approach.
Regular evaluation helps identify areas for improvement.
10. Conducting weekly feedback meeting with workers in each department to listen to the issues
and discuss the existing findings of the food manufacturing site.
11. Keeping relevant forms and checklists updated ensures consistency and adherence to safety
protocols.
12. Providing resources for behavior safety awareness training promotes involvement in safety
awareness programms, particularly for employees who have hearing problems.
13. Conducting induction and job-specific training for contractors enhances hazard awareness and
promotes safe practices.
14. Permit to work is in place and implemented by the employer to the safe execution of the job at a
food manufacturing site.

6 (b)

Negative indicators of the health & safety culture of food manufacturing site are as follows
 1. The supervisor’s belief that unsafe behavior is always a human error and that accidents cannot
be further investigated reflects a negative attitude. Instead, accidents should be thoroughly
examined to identify underlying causes and prevent future incidents.
2. The supervisor’s lack of conviction regarding the value of the Behavioral Safety Audit (BSA)
program, along with similar sentiments from middle managers, indicates negative indicators
within the health and safety management system.
3. The supervisor’s view that most accidents are unavoidable and that workers are solely to blame
for unsafe behavior continue a blame culture.
4. The injured worker's acceptance of risk without reporting a complaint, along with the lack of a
recorded complaint and reporting procedure for contractors, demonstrate a negative attitude.
5. The permit issuer’s heavy workload in issuing permits reflects excessive work pressure on
employees, contributing to a negative culture.
6. The contractor carrying out maintenance on a piece of machinery alone which cause him injured
is also negative practice.
7. The supervisor’s failure to adequately inspect the machine, resulting in an injury during
maintenance, indicate a negative aspect.
8. The flickering lights above the machine, reported by the contractor, were not promptly
addressed by the supervisor. which cause accident during maintenance.
9. While the BSAs program observes worker behavior, it’s equally important to focus on
management failures as the root cause of accidents. Neglecting management issues negatively
impacts worker morale and safety outcomes.

TASK NO 7:
7(a)

Resources (providing resources for the OH&S management system). It belongs to Do-management
provide resources for training of all 150 staff & also special resources for disable workers.

7(b)

Occupational health and safety (OH&S) objectives (for the whole site). It belongs to Plan - Establish
standards (objectives/aims/targets) for introducing BSA Programmed improving health and safety.

7(c)

Performance evaluation (reviewing and sharing information on BSAs). It belongs to Check -which
evaluate and monitor the progress.

7(d)

Internal communication (weekly feedback meetings). It also belongs to Do.

7(e)

Hazard identification (hazards identified and understood by the permit issuer and contractor). It belongs
to Do - Implementation when issuing PTW set to achieve objectives.

7(f)
Control of documented information (careful version control). It belongs to Do.

7(g)

Investigating incidents (health and safety adviser investigates contractor’s accident). It belongs to Check.

7(h)

Actions to address risks and opportunities (permit-to-work system in place). It belongs to Do.

7(i)

Active monitoring (BSAs). It belongs to Check.

7(j)

Continual improvement (health and safety adviser informing supervisor that accident investigation can
improve performance). It belongs to Act.

TASK NO 8:
1. The PTW issuer issued as many as 75 permits daily, resulting in a hurried and inadequate review
process.
2. Instead of physically inspecting the work area, the PTW issuer relied on the supervisor’s
assurance, which turned out to be incorrect.
3. The machine was not properly isolated, locked out, or tagged out, opposite to what was
indicated on the PTW.
4. The warning sign indicating that the machine could start unexpectedly was not communicated to
the contractor.
5. The contractor lacked sufficient information about manufacture site-specific hazards, including
the machine’s unexpected startup behavior.
6. The supervisor only provided a brief tour and was unavailable for the rest of the day, leaving the
contractor without necessary support and guidance.
7. The supervisor did not ensure that the contractor had all necessary documents (risk assessment
and method statement) before starting the work.
8. The flickering lights above the machine compromised the working environment, elevating the
risk of accidents.
9. Despite acknowledging the lighting issue, the supervisor did not promptly address it, suggesting
a careless approach to workplace safety.
10. Despite being experienced, this was the contractor's first time at this site, and they were not
adequately oriented or familiarized with site-specific procedures and risks.
11. The organization mistakenly believed that the contractor’s experience avoids the need for
comprehensive site-specific training and supervision.
12. The contractor started work without having the required risk assessment and method statement
on hand, and the supervisor allowed the work to proceed without these documents.
 TASK NO 9:
1. Comprehensive orientation on site-specific hazards, safety procedures, and emergency protocols
for contractor to carry out work.
2. Detailed training on the PTW system for contractor, including the importance of adhering to PTW
requirements and procedures for verifying work area safety.
3. Proper LOTO procedures to ensure machinery is safely isolated before maintenance work begins
by contractor.
4. Techniques for identifying site-specific hazards and conducting thorough risk assessments before
commencing work. Training on how to effectively communicate with site supervisors and other
personnel, especially when encountering issues or hazards.
5. Best practices for managing contractors, including supervision, support, and communication.
6. In-depth training on the PTW system for supervisors, including their role in ensuring all PTW
requirements are met.
7. Supervisor should identify and control workplace hazards, ensuring proper safety measures are
in place.
8. Supervisor should train on procedures for responding to accidents and incidents, including first
aid and incident reporting.
9. Supervisor should train for managing workload and stress to ensure safety protocols are not
compromised.
10. Comprehensive training for permit issuer on the PTW process, including verification of work
areas and proper documentation.
11. Permit issuer should train to understanding of potential hazards and how to assess risks
associated with maintenance tasks.
12. Permit issuer ensuring clear and effective communication with contractors and other
stakeholders about PTW requirements and safety procedures.
13. Permit issuer should train on how to manage high workloads without compromising safety,
including when to escalate issues to higher management.
14. Training includes general safety protocols, including PPE usage, emergency procedures, and
incident reporting.
15. Train worker to Identify and report potential hazards in the workplace.
16. Training includes basic understanding of Lockout/Tagout procedures and the importance of
machinery isolation.
17. Training should encourage a culture of open communication about safety concerns and hazards.
18. Briefing or induction given on site-specific safety protocols, emergency procedures, and relevant
hazards before start working.
19. Basic understanding of PTW requirements such as warning sign board place on site if any visitor
involves entering areas where maintenance is conducted.
20. Ensuring visitors are always accompanied by trained personnel who can guide them safely
through the site.