A

PROJECT REPORT

ON

EMPLOYEE SAFETY AND SECURITY

AT

WORKPLACE Submitted By:

V.SHANKAR

CERTIFICATE

This is to certify that the Project work on EMPLOYEE SAFETY AND SECURITY AT WORKPLACE is submitted to the college by the candidate MR.V.SHANKAR, bearing Student No: is the product of bonafide research carried out by the candidate under my supervision in the subject of Marketing Management.

All information submitted by him is true and useful to the best of my knowledge.

(GUIDE)

HYDERABAD

MRS.SWAROOPAOCTOBER, 2011. Lecturer, marketing management

Great Eastern Management School

ACKNOWLEDGEMENT

I would like to express my sincere thanks to Prof. Swaroopa for entrusting me with a challenging project and along with it, his help and encouragement has been exemplary.

I wish to place my sincere gratitude to the officials of concerned organization and libraries who in spite of their busy schedule always spared their time whenever needed.

ABSTRACT

The workplace environment impacts employee morale, productivity and engagement - both positively and negatively. The work place environment in a majority of industry is unsafe and unhealthy. These includes poorly designed workstations, unsuitable furniture, lack of ventilation, inappropriate lighting, excessive noise, insufficient safety measures in fire emergencies and lack of personal protective equipment. People working in such environment are prone to occupational disease and it impacts on employees performance. Thus productivity is decreased due to the workplace environment. It is the quality of the employees workplace environment that most impacts on their level of motivation and subsequent performance. How well they engage with the organization, especially with their immediate environment, influences to a great extent their error rate, level of innovation and collaboration with other employees, absenteeism and ultimately, how long they stay in the job. Creating a work environment in which employees are productive is essential to increased profits for your organization, corporation or small business. The relationship between work, the workplace and the tools of work, workplace becomes an integral part of work itself. The management that dictate how, exactly, to maximize employee productivity center around two major areas of focus: personal motivation and the infrastructure of the work environment.INDEX

1. INTRODUCTION 12. OSHA STANDARDS IN INDIA 23. CASE STUDY INTRODUCTION TO COMPANY 5WORK CONDITIONS 6ACCIDENT 7LOOPHOLES RESPONSIBLE FOR ACCIDENT 9HELTH EFFECTS 11AFTERMATH 12COMPENSATION 134. GLIMPSE OF VARIOUS DECTORS 175. RESPONSIBILITIES OF MANAGEMENT 226. CONCLUSION 397. BIBLIIOGRAPHY 40INTRODUCTION

First of all everyone needs to know that safety is associated with three different Ms they are man, machine and material. Every worker has the right to work in a healthy and secure environment. It the prime duty of the employers to give their labor force with an environment that is safe healthy and friendly. Workers safety and health should be the prime concern of all the employers. A worker of an industry or organization is liable to work in an environment where his safety and health are properly taken care of. The responsibility of the safety and health of the worker is not only the sole responsibility of the employer; it is also the responsibility of the workers to take care of their own health and safety. A safe and healthy environment can only be achieved with the proper coordination of the workers, but the prime responsibility is on the hands of the employers. They need to take the initiative and invest in the industry, in terms of eliminating risks that are attached with the work procedures.Ultimately accidents with the employees not only leads to loss of time, damage to machines in certain cases, delay in work increasing expenses but also the amount of money need to be given to the employee as compensation which is an additional overhead and sometimes even loss of a precious human life which are not even being taken care of by many higher authorities. This project encompasses all the vital aspect related to each and every prospect with the help of a case study. In India, occupational accidents, traditional physical ad ergonomic hazards and occupational diseases are important factors influencing the health of the industrial workers.

Diseases like byssinosis and pneumoconiosis are rampant among the industrial workers in India. Among other types of occupational diseases prevalent in India are diseases of the circulatory system, digestive system, urinary tracts, nervous system and sense organs (hearing loss, CNS effects), blood diseases, etc. However, the present health for the Indian workers is not adequate enough to cope with the ever-increasing occupational diseases and health problems. The only health facilities offered specifically to the workers are the health centers under the Employees State Insurance Scheme.

OSHA (OCCUPATIONAL SAFETY AND HEALTH ACT) STANDARDS

IN INDIA

India has had legislation on occupational safety and health for 50 years. But regulatory authorities are limited to 1,400 safety officers, 1,154 factory inspectors, and 27 medical inspectors. These numbers are grossly inadequate even for the inspection of formal units that only employ about 10% of Indias total workforce (around 26 million), let alone the millions who work in the informal sector with absolutely no safeguards. It is estimated that unsafe work conditions is one of the leading causes of death and disability among Indias working population. These deaths are needless and preventable. Unlike growth rates and GDP figures that are flaunted every quarter, the figures of dying and ailing workers who make this growth possible are never recorded or spoken about. The only way to get an idea of the scale of the problem is from data released by the ILO (2), which estimates that around 403,000 people in India die every year due to work-related problems. To give some idea of the scale -- more than 1,000 workers die every day from work-related diseases; thats about 46 every hour!

LEGAL FRAMEWORKSafety and health occupy a significant place in Indias Constitution, which prohibits employment of children under the age of 14 in factories, mines and hazardous occupations. This policy aims to protect the health and strength of all workers by discouraging employment in occupations unsuitable to the workers age and strength. It is the policy of the State to make provisions to secure just and humane conditions at work. The principal health and safety laws are based on the British Factories Act. The Factories Act, 1948 has been amended from time to time, especially after the Bhopal gas disaster. The amendment demanded a shift away from dealing with disaster to prevention of its occurrence. The Factories (Amendment) Act came into force on December 1, 1987. A special chapter on occupational health and safety to safeguard workers employed in hazardous industries was added. In this chapter, pre-employment and periodic medical examinations and monitoring of the work environment are mandatory for industries defined as hazardous under the Act. A maximum permissible limit has been laid down for a number of chemicals. The Act is implemented by state factory inspectorates, supported by industrial hygiene laboratories. There are similar provisions under the Mines Act. The Factories Act is applicable only to factories that employ 10 or more workers; it covers only a small proportion of workers. The Directorate General of Factory Advice Service and Labour Institutes (DGFASLI) assists the labour ministry in formulating national policies on occupational safety and health in factories and docks, and enforcing them through inspectorates of factories and inspectorates of dock safety. Similarly, the Director General of Mines Safety (DGMS), Ministry of Labour, is responsible for the health and safety of mine workers and implementation of the Mines Act, 1952.OHAS OBJECTIVES

The organization shall develop and document OHS goals and objectives, in consistent with the OHS policy. The goals and objectives shall be periodically reviewed and communicated to employees and other stakeholders. The intent of OHS goals and objectives is to meet OHS performance expectations, and therefore these must be measurable for each function in the organization viz.

reduction of risk levels;

introduction of additional

features into the OHSMS; steps taken to improve existing features, or the consistency of their application;

elimination or the reduction in frequency of undesired incident(s)KEY OSH LEGISLATIONS Factories Act, 1948, amended in 1954, 1970, 1976, 1987

Mines Act, 1952

Dock Workers (Safety, Health and Welfare) Act, 1986

Plantation Labour Act, 1951

Explosives Act, 1884

Petroleum Act, 1934

Insecticide Act, 1968

Indian Boilers Act, 1923

Indian Electricity Act, 1910

Dangerous Machines (Regulations) Act, 1983

Indian Atomic Energy Act, 1962

Radiological Protection Rules, 1971

Manufacture, Storage and Import of Hazardous Chemicals Rules, 1989

ILO CONVENTIONS The International Labor Organization frames key conventions for protecting the rights of workers; many of them are specifically on occupational health and safety. These conventions once ratified by member states, form guiding principles for the formulation of national policies and laws. The ILO has 18 conventions that are targeted at addressing the issue of occupational safety and health (OSH). Though India has ratified 41 ILO conventions and treaties on labor welfare and labor rights to date, it has ratified only three conventions on OSH. India is still to ratify important conventions like Convention 155 on occupational safety and health and the working environment, Convention 161 on occupational health services, Convention 167 on safety and health in construction, Convention 176 on safety and health in mines, Convention 184 on safety and health in agriculture, Convention 187, the promotional framework for occupational safety and health.

LACKS IMPLEMENTATIONIn spite of having a good legal framework for the protection of workers, India suffers from the chronic problem of lacks in implementation. Regulatory bodies, including the inspectorates, are ill-equipped and severely understaffed. According to a DGFASLI report (1998), the country has 1,400 safety officers, 1,154 factory inspectors, and 27 medical inspectors. These numbers are grossly inadequate even for the inspection of formal units that only employ about 10% of Indias total workforce

CASE STUDY INTRODUCTION TO THE COMPANY

Union Carbide India Limited (UCIL) was established in 1934, when Union Carbide Corporation (UCC) became one of the first U.S. companies to invest in India. UCIL shares were publicly traded on the Calcutta Stock Exchange. UCIL was a diversified manufacturing company, employing approximately 9,000 people and operating 14 plants in five divisions. The Bhopal plant was built in the late 1970's and was owned and operated by UCIL, an Indian company in which Union Carbide held just over half of the stock. Indian financial institutions and thousands of private investors in India owned the remainder of the stock. 50.9% was owned by Union Carbide Corporation (UCC) and 49.1% by various Indian investorsat the time, UCIL was the Indian subsidiary of the U.S. company UCC, itself now a subsidiary of Dow Chemical Company. The plant produced pesticide Sevin using methyl isocyanate (MIC) as an intermediatefor use in India to help the country's agricultural sector increase its productivity and contribute more significantly to meeting the food needs of one of the world's most heavily populated regions.

WORK CONDITIONS

Attempts to reduce expenses affected the factory's employees and their conditions. Kurzman argues that "cuts...meant less stringent quality control and thus looser safety rules. A pipe leaked? Don't replace it; employees said they were told... MIC workers needed more training? They could do with less. Promotions were halted, seriously affecting employee morale and driving some of the most skilled... elsewhere". Workers were forced to use English manuals, even though only a few had a grasp of the language.By 1984, only six of the original twelve operators were still working with MIC and the number of supervisory personnel was also cut in half. No maintenance supervisor was placed on the night shift and instrument readings were taken every two hours, rather than the previous and required one-hour readings. Workers made complaints about the cuts through their union but were ignored. One employee was fired after going on a 15-day hunger strike. 70% of the plant's employees were fined before the disaster for refusing to deviate from the proper safety regulations under pressure from management. In addition, some observers, such as those writing in the Trade Environmental Database (TED) Case Studies as part of the Mandala Project from American University, have pointed to "serious communication problems and management gaps between Union Carbide and its Indian operation", characterized by "the parent companies hands-off approach to its overseas operation" and "cross-cultural barriers". The personnel management policy led to an exodus of skilled personnel to better and safer jobs.

PREVIOUS WARNINGS AND INCIDENTS

A series of prior warnings and MIC-related accidents had occurred:

In 1976, the two trade unions reacted because of pollution within the plant.

In 1981, a worker was splashed with phosgene. In panic he ripped off his mask, thus inhaling a large amount of phosgene gas; he died 72 hours later.

In January 1982, there was a phosgene leak, when 24 workers were exposed and had to be admitted to hospital. None of the workers had been ordered to wear protective masks.

In February 1982, an MIC leak affected 18 workers.

In August 1982, a chemical engineer came into contact with liquid MIC, resulting in burns over 30 percent of his body.

In October 1982, there was a leak of MIC, methylcarbaryl chloride, chloroform and hydrochloric acid. In attempting to stop the leak, the MIC supervisor suffered intensive chemical burns and two other workers were severely exposed to the gases.

During 1983 and 1984, leaks of the following substances regularly took place in the MIC plant: MIC, chlorine, mono methylamine, phosgene, and carbon tetrachloride, sometimes in combination.

Reports issued months before the incident by UCC engineers warned of the possibility of an accident almost identical to that which occurred in Bhopal. The reports never reached UCC's senior management.

UCC was warned by American experts who visited the plant after 1981 of the potential of a "runaway reaction" in the MIC storage tank. Local Indian authorities warned the company of problems on several occasions from 1979 onwards.

ACCIDENTJust four hours after the leak of methyl isocyanate (MIC), the works manager at Union Carbides Bhopal plant said: Our safety measures are the best in the country. Barely 100 yards from his office, had thousands of people lain dead and dying? Tens of thousands more were being crippled for life. People were terrified, as they woke up to find themselves surrounded by dense poison clouds. Neither Union Carbide nor the local authorities provided direction, support, help or guidance that night or in the following days. In the intervening years, victims organizations have fought relentlessly for justice, recognition and support. They have received little either through the legal process or from the Indian government. Today, the toxic legacy of the disaster continues with tens of thousands of survivors suffering from chronic illnesses, the persistent presence of poisons in the soil and water and breast milk, the alarming rise in cancers and congenital problems among children born to exposed people. An initiative in the city, the Bhopal Peoples Health and Documentation Clinic, started by the Samb havna Trust, demonstrates an important practical way of supporting and working with communities victimized by corporate crime.During the night of December 23, 1984, water entered a tank 610 containing 42 tons of MIC much more than safety rules allowed. Most of the safety systems were not functioning. Many valves and lines were in poor condition. A runaway reaction started, which was accelerated by contaminants, high temperatures and other factors. The resulting exothermic reaction increased the temperature inside the tank to over 200 C (392F) and raised the pressure. The tank vented releasing toxic gases into the atmosphere. The gases were blown by northwesterly winds over Bhopal. The reaction was sped up by the presence of iron from corroding non-stainless steel pipelines. It is known that workers cleaned pipelines with water. They were not told by the supervisor to add a slip-blind water isolation plate. Because of this, and the bad maintenance, the workers consider it possible for water to have accidentally entered the MIC tank. UCC maintains that a "disgruntled worker" deliberately connected a hose to a pressure gauge. Theories differ as to how the water entered the tank. At the time, workers were cleaning out a clogged pipe with water about 400 feet from the tank. The operators assumed that owing to bad maintenance and leaking valves, it was possible for the water to leak into the tank. However, this water entry route could not be reproduced. UCC also maintains that this route was not possible, but instead alleges water was introduced directly into the tank as an act of sabotage by a disgruntled worker via a connection to a missing pressure gauge on the top of the tank. Early the next morning, a UCIL manager asked the instrument engineer to replace the gauge. UCIL's investigation team found no evidence of the necessary connection; however, the investigation was totally controlled by the government denying UCC investigators access to the tank or interviews with the operators. LOOP HOLES THAT LEAD TO ACCIDENT

It emerged in 1998, during civil action suits in India that the plant was not prepared for problems. No action plans had been established to cope with incidents of this magnitude. This included not informing local authorities of the quantities or dangers of chemicals used and manufactured at Bhopal. The MIC tank alarms had not worked for four years.

There was only one manual back-up system, compared to a four-stage system used in the US.

The flare tower and the vent gas scrubber had been out of service for five months before the disaster. The gas scrubber therefore did not treat escaping gases with sodium hydroxide (caustic soda), which might have brought the concentration down to a safe level. The maximum pressure the scrubber could handle, provided it had been operating, was only a quarter of the pressure during the leak. The flare tower could only hold a quarter of the gas that leaked in 1984.

To reduce energy costs, the refrigeration system was idle. The MIC was kept at 20 degrees Celsius, not the 4.5 degrees advised by the manual.

The steam boiler, intended to clean the pipes, was out of action for unknown reasons.

Slip-blind plates that would have prevented water from pipes being cleaned from leaking into the MIC tanks through faulty valves were not installed. Their installation had been omitted from the cleaning checklist.

The water pressure was too weak to spray the escaping gases from the stack. They could not spray high enough to reduce the concentration of escaping gas.

According to the operators the MIC tank pressure gauge had been malfunctioning for roughly a week. Other tanks were used rather than repairing the gauge. The build-up in temperature and pressure is believed to have affected the magnitude of the gas release. UCC investigation studies have disputed this hypothesis.

Carbon steel valves were used at the factory, even though they corrode when exposed to acid.

UCC admitted in their own investigation report that most of the safety systems were not functioning on the night of December 3, 1984.

The design of the MIC plant, following government guidelines, was "Indianized" by UCIL engineers to maximize the use of indigenous materials and products. Mumbai based Humphreys and Glasgow Consultants PVT. Ltd. were the main consultants, Larsen and Toubro fabricated the MIC storage tanks, and Taylor of India Ltd. provided the instrumentation. Other factors identified by the inquiry included: use of a more dangerous pesticide manufacturing method, large-scale MIC storage, plant location close to a densely populated area, undersized safety devices, and the dependence on manual operations. Plant management deficiencies were also identified lack of skilled operators, reduction of safety management, insufficient maintenance, and inadequate emergency action plans.

The chemical process, or "route", used in the Bhopal plant reacted methylamine with phosgene to form MIC (methyl isocyanate), which was then reacted with 1-naphthol to form the final product, carbaryl. This route differs from MIC-free routes used elsewhere, in which the same raw materials are combined in a different manufacturing order, with phosgene first reacted with the naphthol to form chloroform ate ester, which is then reacted with methyl amine. In the early 1980s, the demand for pesticides had fallen, but production continued, leading to buildup of stores of unused MIC.

SEVERAL OTHER FACTORS Storing MIC in large tanks and filling beyond recommended levels Poor maintenance after the plant ceased MIC production at the end of 1984

Failure of several safety systems (due to poor maintenance)

Safety systems being switched off to save moneyincluding the MIC tank refrigeration system which could have mitigated the disaster severity.

The problem was made worse by the mushrooming of slums in the vicinity of the plant, non-existent catastrophe plans, and shortcomings in health care and socio-economic rehabilitation. HEALTH EFFECTSSHORT TERM HEALTH EFFECTSReversible reaction of glutathione (top) with methyl isocyanate (MIC, middle) allows the MIC to be transported into the body. The leakage caused many short term health effects in the surrounding areas. Apart from MIC, the gas cloud may have contained phosgene, hydrogen cyanide, carbon monoxide, hydrogen chloride, oxides of nitrogen, monomethyl amine (MMA) and carbon dioxide, either produced in the storage tank or in the atmosphere. The gas cloud was composed mainly of materials denser than the surrounding air, stayed close to the ground and spread outwards through the surrounding community. The initial effects of exposure were coughing, vomiting, severe eye irritation and a feeling of suffocation. People awakened by these symptoms fled away from the plant. Those who ran inhaled more than those who had a vehicle to ride. Owing to their height, children and other people of shorter stature inhaled higher concentrations. Many people were trampled trying to escape. There were mass funerals and mass cremations as well as disposal of bodies in the Narmada River. 170,000 people were treated at hospitals and temporary dispensaries. 2,000 buffalo, goats, and other animals were collected and buried. Within a few days, leaves on trees yellowed and fell off. Supplies, including food, became scarce owing to suppliers' safety fears. Fishing was prohibited causing further supply shortages.A total of 36 wards were marked by the authorities as being "gas affected", affecting a population of 520,000. Of these, 200,000 were below 15 years of age, and 3,000 were pregnant women. In 1991, 3,928 deaths had been certified. Independent organizations recorded 8,000 dead in the first days. Other estimations vary between 10,000 and 30,000. Another 100,000 to 200,000 people are estimated to have permanent injuries of different degrees. The acute symptoms were burning in the respiratory tract and eyes, blepharospasm, breathlessness, stomach pains and vomiting. The causes of deaths were choking, reflexogenic circulatory collapse and pulmonary oedema. Findings during autopsies revealed changes not only in the lungs but also cerebral oedema, tubular necrosis of the kidneys, fatty degeneration of the liver and necrotising enteritis.

LONG TERM HEALTH EFFECTSIt is estimated 100,000 to 200,000 people have permanent injuries. Reported symptoms are eye problems, respiratory difficulties, immune and neurological disorders, cardiac failure secondary to lung injury, female reproductive difficulties and birth defects among children born to affected women. The Indian Government and UCC deny permanent injuries were caused by MIC or the other gases.AFTERMATH OF THE LEAKAGE Medical staffs were unprepared for the thousands of casualties. Doctors and hospitals were not informed of proper treatment methods for MIC gas inhalation. They were told to simply give cough medicine and eye drops to their patients. The gases immediately caused visible damage to the trees. Within a few days, all the leaves fell off.

2,000 bloated animal carcasses had to be disposed of. "Operation Faith": On December 16, the tanks 611 and 619 were emptied of the remaining MIC. This led to a second mass evacuation from Bhopal. Complaints of a lack of information or misinformation were widespread. The Bhopal plant medical doctor did not have proper information about the properties of the gases. An Indian Government spokesman said that "Carbide is more interested in getting information from us than in helping our relief work." As of 2008, UCC had not released information about the possible composition of the cloud. Formal statements were issued that air, water, vegetation and foodstuffs were safe within the city. At the same time, people were informed that poultry was unaffected, but were warned not to consume fish. COMPENSATION FROM UNION CARBIDE The Government of India passed the Bhopal Gas Leak Disaster Act that gave the government rights to represent all victims in or outside India. UCC offered US $350 million, the insurance sum. The Government of India claimed US$ 3.3 billion from UCC. In 1989, a settlement was reached under which UCC agreed to pay US$470 million (the insurance sum, plus interest) in a full and final settlement of its civil and criminal liability.

When UCC wanted to sell its shares in UCIL, it was directed by the Supreme Court to finance a 500-bed hospital for the medical care of the survivors. Bhopal Memorial Hospital and Research Centre (BMHRC) was inaugurated in 1998. It was obliged to give free care for survivors for eight years. ECONOMIC REHABILITATION After the accident, no one under the age of 18 was registered. The number of children exposed to the gases was at least 200,000. Immediate relief was decided two days after the tragedy. Relief measures commenced in 1985 when food was distributed for a short period and ration cards were distributed. Widow pension of the rate of Rs 200/per month (later Rs 750) was provided. One-time ex-gratia payment of Rs 1,500 to families with monthly income Rs 500 or less was decided. Each claimant was to be categorised by a doctor. In court, the claimants were expected to prove "beyond reasonable doubt" that death or injury in each case was attributable to exposure. In 1992, 44 percent of the claimants still had to be medically examined. From 1990 interim relief of Rs 200 was paid to everyone in the family who was born before the disaster. The final compensation (including interim relief) for personal injury was for the majority Rs 25,000 (US$ 830). For death claim, the average sum paid out was Rs 62,000 (US$ 2,058). Effects of interim relief were more children sent to school, more money spent on treatment, more money spent on food, improvement of housing conditions. The management of registration and distribution of relief showed many shortcomings. In 2007, 1,029,517 cases were registered and decided. Numbers of awarded cases were 574,304 and number of rejected cases 455,213. Total compensation awarded was Rs.1, 546.47 crores. On June 24, the Union Cabinet of the Government of India approved Rs1265cr aid package. It will be funded by Indian taxpayers through the government. OCCUPATIONAL REHABILITATION 33 of the 50 planned work-sheds for gas victims started. All except one was closed down by 1992. 1986, the MP government invested in the Special Industrial Area Bhopal. 152 of the planned 200 work-sheds were built. In 2000, 16 were partially functioning. It is estimated that 50,000 persons need alternative jobs, and that less than 100 gas victims have found regular employment under the government's scheme. HABITATION REHABILITATION2,486 flats in two- and four-story buildings were constructed in the "Widows colony" outside Bhopal. The water did not reach the upper floors. It was not possible to keep cattle. Infrastructures like buses, schools, etc. were missing for at least a decade. HEALTH CARE In the immediate aftermath of the disaster, the health care system became tremendously overloaded. Within weeks, the State Government established a number of hospitals, clinics and mobile units in the gas-affected area. Radical health groups set up JSK (the People's Health Centre) that was working a few years from 1985. Since the leak, a very large number of private practitioners have opened in Bhopal. In the severely affected areas, nearly 70 percent do not appear to be professionally qualified. The Government of India has focused primarily on increasing the hospital-based services for gas victims. Several hospitals have been built after the disaster. In 1994, there were approximately 1.25 beds per 1,000, compared to the recommendation from the World Bank of 1.0 bed per 1,000 in developing countries. The Bhopal Memorial Hospital and Research Centre (BMHRC) is a 350-bedded super speciality hospital. Heart surgery and hemodialysis are done. Major specialities missing are gynecology, obstetrics and pediatrics. Eight mini-units (outreach health centers) were started. Free health care for gas victims should be offered until 2006. The management has faced problems with strikes, and the quality of the health care is disputed. Sambhavna Trust is a charitable trust that registered in 1995. The clinic gives modern and Ayurvedic treatments to gas victims, free of charge. ENVIRONMENTAL REHABILITATIONVariations in economic structure, social set-up, conditions of work, quality of the work environment all have an impact on the standard of occupational safety and health. As such the social aspects have been considered while assessing the health and safety status of the industrial workers. There are also special occupational settings and types of enterprises, economic activities and undertakings in which work and workplace deviate substantially from the norm. Major changes in social and economic systems result in weakening of the infrastructure for occupational health and safety.

When the factory was closed in 19851986, pipes, drums and tanks were cleaned and sold. The MIC and the Sevin plants are still there, as are storages of different residues. Isolation material is falling down and spreading. The area around the plant was used as a dumping area for hazardous chemicals. In 1982 tubewells in the vicinity of the UCC factory had to be abandoned. UCC's laboratory tests in 1989 revealed that soil and water samples collected from near the factory and inside the plant were toxic to fish. Several other studies have shown polluted soil and groundwater in the area. Reported polluting compounds include naphthol, naphthalene, Sevin, tarry residue, mercury, toxic organochlorines, volatile organochlorine compounds, chromium, copper, nickel, lead, hexachloroethane, hexachlorobutadiene, and the pesticide HCH. In order to provide safe drinking water to the population around the UCC factory, there is a scheme for improvement of water supply. GLIMPSE OF VARIOUS SECTORS FACING SIMILAR PROBLEMSMost workers in India (90%) work in the vast informal sector. The variable and insecure nature of the work means that more and more workers are pushed into taking up hazardous and precarious employment both in the informal economy as well as informal work in the formal sector. For these workers, employment not only fails to bring about a successful escape from poverty, it may contribute to existing vulnerabilities.

There are other contributory factors that lead to poor working conditions in the informal sector:

There is very little awareness about workplace hazards due to lack of access to information, or even any kind of formal education. Then too, OSH is given very low priority among informal workers, as having work is more important than the quality of the job. As many workers say: We might die of work, but if we dont work our families will die of hunger.

No proper work hours; piece-rate work often leads to exploitation and extended exposure to hazardous chemicals and processes.

Diagnosis of occupational diseases is difficult even in the formal sector; in the informal sector it is almost impossible. In the absence of proper diagnosis, treatment of occupational illness is next to impossible for workers in this sector. No clear distinction between living and working area complicates the problem and exposes relatives and others living in the vicinity to work-related risks

COMPUTER RELATED HEALTH PROBLEMS AND THEIR REMEDIES:

Some of the key problems associated with the IT/BPO/KPO/LPO sectors are short term eye burning, itching, tearing, eye soreness and eye strain. Backaches and neckaches are also widespread. There may also be a tendency for computer users to suffer from cumulative motion disorders, such as carpal tunnel syndrome, caused by repetitive use of the hands and arms at uncomfortable angels. OSHA has no specific standards that apply to computer workstations.But still in India the government has provided certain guidelines regarding the use of computer screens. These include:

Give employees rest break for duration of 3-5 mins for every 20-30 mins of work.

Design maximum flexibility into the work station so it can be adapted to the individual operator.

Reduce glare with devices such as shades over windows, and recessed or indirect lighting.

Give workers a complete preplacement vision exam to ensure properly corrected vision for reduced visual strain.

Put the screen at or just below eye level, at a distance of 18-30 inches from the eyes.

Put the feet flat on the floor or on a footrest.

SAFETY HAZARDS IN VARIOUS SECTORSEQUIPMENT/

UNSAFE WORK

CONDITIONS OR

PRACTICESANATOMICAL/

PHYSIOLOGICAL /PSYCHOLOGICAL DEMANDSCHEMICAL

HAZARDSBIOLOGICAL

HAZARDS

rotating equipment

poorly designed equip

fire/explosions

allergies

forklifts

work organization

silica

animal bites

ladders or lifts

workloadbenzene

parasites

underground work

pace of work

lead

viruses

electrical hazards

prolonged sitting

anesthetic gases

slippery walking and working surfaces

poorly designed tools

cancer causing agents

scaffolds

manual material handling

personal protective equipment

cranes/hoists

prolonged standing

compressed gases

Noise pressure

awkward postures

vapors

storage areas/warehouses

poorly designed workstations

cleaning products/detergents

electricity

shift work

solvents

temperature extremes

repetitive work

disinfectants/antiseptics

STATISTICS

Death toll

Aviation

349 1996 Charkhi Dadri mid-air collision (India, 1996)

213 Air India Flight 855 (India, 1978)

158 Air India Express Flight 812 (India, 2010)

94 Alitalia Flight 771 (Mumbai, India, 7 July 1962)

86 Japan Airlines Flight 471, (Delhi, India, June, 1972)

69 Indian Airlines Flight 257, Imphal, India, 1991

56 Indian Airlines Flight 491, Aurangabad, IndiaCoal mine disasters375 Coal mine (Bihar, India, 1965)

Industrial disasters

20,000 Bhopal Disaster (India, 1984)

22 Hindustan Petroleum Refinery fire 14-Sep-1997, Vishakhapatnam, Andhra Pradesh, India,

Maritime625 1947 Ramdas Ship Disaster, SS Ramdas (Bombay, 1947)

438 Baccha Singh (Manihari Ghat, Bihar, River Ganges, 6 August 1988)

Structural fires538 Dayananda Anglo Vedic private school fire (Mandi Dabwali, India, December 23, 1995)Train accidents and disasters500-800 Bihar train disaster (Bihar, India, 1981)

358 Firozabad rail disaster (India, 1995)

285 Gaisal train disaster (India, 1999)

212 Khanna rail disaster (India, 1998)

154 Mardaiyar river bridge derail disaster, (Tamil-Nadu, India, 1956)

107 Patna train derailed, (Bihar, India, 1937)

Most Frequently Cited OSHA Standards

Fatal and Non-fatal Injuries in Factories (P)States/ Union Territories200820092010

Fatal Non Fatal Fatal InjuriesNon Fatal Fatal InjuriesNon Fatal

Andaman & Nicobar 066049....

Andhra Pradesh1621525165927188923

Assam1565448646

Bihar 6481434115

Chandigarh270802

Chhattisgarh10334311434284341

D & D,D & N124414131431

Delhi75414261539

Goa7161101341297

Gujarat195272517329842212430

Haryana45128511043851

Himachal Pradesh651932....

Jammu & Kashmir4247252Nil99

Jharkhand232143618043149

Karnataka9110528092792779

Kerala1515841106779

Madhya Pradesh41109351117368848

Maharashtra218309421729112252540

Manipur............

Meghalaya06014212

Nagaland000000

Orissa81483122426103457

Pondicherry123581021046

Punjab391353524814212

Rajasthan496075669965534

Tamil Nadu67125213782675860

Tripura010415

Uttar Pradesh871426123564152

Uttaranchal15652033924

West Bengal781861565189479719264

Total1369325701509315841454 30035

RESPONSIBILTIES OF MANAGEMENTManagement are supposed to get personally involved in safety activities in terms of providing safety matters high priority in meetings and production scheduling, giving the company security officer high rank and status and include safety training in their work culture. Along with all these the management must also include: Managements commitment with a safety policy, and publicize it.

Analyze the number of accidents and safety incidents and then set specific achievable safety goals.

REDUCING UNSAFE CONDITIONS

Injuries and accidents are common here due to the highly risky procedures. Working in or even around a construction site can be dangerous. The location need not be a building site; it can be any construction related area. What matters is you being aware of the hazards lurking around at such sites and how much dangerous they can possibly be for you as a worker.Thousands of people are killed at the construction sites every year. Construction industry has reported largest number of fatalities as compared to any other industry sectors. The main trouble is not that risks and hazards are unknown but the trouble is that it is difficult to control risks and hazards in the constantly changing environment in the world place today. The safety hazards at the construction site will fall from the motor vehicle crashes, height, machines, electrocution, being struck with the falling objects and equipments. Due to the nature of the work, the workers at the construction site face higher risks of injury and accidents as compared to almost any other normal industry. People must be aware of conditions that can contribute to an accident and then work to remove exposure to these conditions. Examples are enclosing live electrical circuits or providing workers with the proper protective equipment. Of course, it is difficult to eliminate all unsafe conditions, and it's even more difficult to predict or anticipate where such conditions may exist or develop on construction jobs involving lead. To eliminate unsafe actions and conditions in and around construction sites, many advanced traffic, propping equipments and propping accessories are available. These high quality propping and traffic equipments will ensure workers safety. Using good quality bridge supports, roof supports, and wall supporting applications will prove helpful. The employer can also choose from various props to best suit the purpose. Propping equipments like a crow props, multi props, tilt props and titan props to name a few offers safety and support for most construction sites. Taking proper measures for reducing unsafe actions and eliminating unsafe conditions should ensure workers safety.

REDUCING UNSAFE ACTSEach worker must make a conscious effort to work safely despite the hazardous conditions that may exist at any site. A high degree of safety awareness and training must be maintained so that the safety factors involved in a job become an actual part of the job. By being conscious of the task you are performing, the environment in which it is being performed, as well as how you are going to actually perform the task, you will be capable of identifying potential hazards that will cause you to act in an unsafe manner. Safety is the condition of being secure from hurt, injury, or loss. Therefore, to be safe, you act in two ways, proactively and reactively. When you act proactively, you anticipate problems before they occur and take steps to make sure accidents don't happen. When you act reactively, you are responding to problems after they occur. Workers are best protected when they act proactively.

From an employees perspective he needs to take care of the following checklist

PERSONAL PROTECTIVE EQUIPMENT

Personal protective equipment (PPE) refers to protective clothing, helmets, goggles, or other garment or equipment designed to protect the wearer's body from injury by blunt impacts, electrical hazards, heat, chemicals, and infection, for job-related occupational safety and health purposes, and in sports, martial arts, combat, etc.

Personal armor is combat-specialized protective gear. In British legislation the term PPE does not cover items such as armor. The terms "protective gear" and "protective clothing" are in many cases interchangeable; "protective clothing" is applied to traditional categories of clothing, and "gear" is a more general term and preferably means uniquely protective categories, such as pads, guards, shields, masks, etc. Items such as fire extinguishers, first aid kits are equipment to support the personal protection of the subject. Police use handcuffs, tasers, battens and handguns as PPE.

The goal of personal protective equipment is to prevent the transfer of hazardous material from victims or the environment to rescue or health care workers.

Different types of PPE may be used depending on the hazard present. The types of hazards addressed here include biological warfare agents (BWAs), chemical warfare agents (CWAs), and radioactive agents.

The most common routes of exposure to these hazards include inhalation (breathing, from the air), skin contact, and ingestion (eating or drinking).

The use of personal protective equipment is to reduce employee exposure to hazards when engineering and administrative controls are not feasible or effective to reduce these risks to acceptable levels.

CONDUCT SAFETY AND HEALTH AUDITS AND INSPECTIONS

Purpose Inspection of work areas and audits of safety programs are tools that can be used to identify problems and hazards before these conditions result in accidents or injuries. Audits also help to identify the effectiveness of safety program management and can be used as a guide to assure regulatory compliance and a safe workplace.

Responsibilities

Design and schedule audit and inspection procedures for all work areas, processes and procedures. Conduct routine audits and inspections Ensure audits are conducted by employees who understand the various safety programs and policies conduct informal daily safety inspections and ensure all unsafe conditions are corrected

conduct documented weekly inspections and ensure all unsafe conditions are corrected

CorrectionsAll safety deficiencies found during audits and inspections should be corrected as soon as possible. Documentation of corrections should be made on the audit or inspection sheet. And conditions that present hazards are to be corrected or controlled immediately.

Types of InspectionsSupervisor & Management Daily Walk-through: this is an undocumented inspection that is made daily prior to startup and shift change to ensure the facility and equipment are in safe conditions for Employees. All noted unsafe areas are placed in a safe condition prior to Employees working in the area.

Weekly Supervisor Inspections are conducted and recorded with an Employee. This documented inspection provides a focus to ensure current hazard controls are still effective, equipment is in safe condition and safe work practices are in use. Discrepancies are listed on the inspection sheet, recorded on work orders for correction. The inspection sheet is forwarded to the Safety Manager for review and logging to track discrepancy correction.

Monthly Safety Committee Inspection Each month members of the Safety Committee will tour the entire facility with the Safety Manager. This tour is to ensure Safety Committee Members are familiar with all areas of the operation. Record of problem areas, committee recommendations and deficiencies will be recorded and provided to management. Noise Surveys are conducted at least annually, or whenever facility modifications are made that impact the ambient or specific work area noise levels,Noise surveys are conducted by qualified persons with calibrated instruments. Equipment Inspections are conducted to ensure specific safety equipment is in good working order and will function when needed. Examples and frequencies are:

Sprinkler Inspection - Monthly

Boiler Checks- Weekly

Emergency Lighting Test - Monthly

Fire Extinguisher Inspections - Monthly

Safety Equipment Inventories - Monthly

Boiler Tests - Monthly

Emergency Lighting 90 Min. Test - Semiannually

Respirator Inspections- Before / After Use (Monthly at a minimum)

Boiler Internal Inspections - Annually (by qualified inspector)

Program Audits are conducted to check the administration of specific safety and health programs. Program Audits of the following shall be conducted annually.

Accident Prevention

Fire Prevention

Material Handling

Flammable Material Storage

Lockout-Tag out

Hazard Communication

Personal Protective Equipment

Confined Space Entry

Asbestos Controls

Boiler Safety

Blood borne Pathogens

Contractor Safety

Electrical Safety

Tool Safety

Hot Work

Respiratory Protection

BASIC INDUSTRIAL HYGIENE PROGRAM

Managing exposure hazards like these comes under the category of industrial hygiene ,and involves recognition ,evaluation, and control. First, the facilitys health and safety officers must recognize possible hazards. This typically involves conducting plan/facility walk around surveys, employee interviews, records, and reviews of government and non-governmental standards regarding various occupational exposure hazards. Having identified a possible hazard, the evaluation phase involves determining how severe hazard is. This requires measuring the exposure, comparing the measured exposure to some benchmark, and determining whether the risk is within tolerances.

AVOIDING ALCOHOLISM OR SUBSTANCE ABUSE DURING WORKDrug-using employees are over three and half times more likely to be involved in workplace accidents. Some experts estimate that as many as 50 % of all problem employees are actually alcoholics. One estimate places the cost of substance abusers damage to a company at $7,000 per abuser per day. Both the quality and quantity of the work decline, in the face of a sort of on-the-job absenteeism. The alcoholics on-the-job accidents usually dont increase significantly, apparently because he or she becomes much more cautious. The off-the-job accident rate is higher than for nonalcoholics. Morale of other workers drops as they have to shoulder the alcoholics burdens.SUPERVISOR TRAINING

Supervisor training has far reaching benefits. When you improve the performance of supervisors you are improving the performance of everyone in the company. Good supervisors with proper training will be able to direct and lead the staff better to help increase efficiency and make employees perform better. The possible effects of supervisor training can range from a simple change in the quality of work to helping to lower costs. When you train management to be better at their jobs they will help their direct reports are better at their jobs. It is also possible through such improvement to see a change in the company as a whole. When employees feel happy at work their efforts almost always increase and therefore that will help the company to become more stable and able to advance and grow. As you can see supervisor training is something that will help to make your company a better place to work and help make it a better overall companyREDUCING JOB STRESS

Increasing Employees' Sense of Control and Participation in the WorkplaceThe key point here is to increase real control and participation; not the illusion of control. Possible workplace strategies:

Using staff meetings more effectively to encourage participation and input.

Develop autonomous work groups

For example:

Blue-Collar employees in a British confectionary company reported low scores on three job characteristics (autonomy, task identity and feedback), low work motivation, low job satisfaction and high levels of emotional distress. Increases in group autonomy were attempted by shifting responsibility and control to work teams and away from the supervisor. Teams had control over the work place, organization of rest breaks, and allocation of overtime and assignments. Six months and 18-month follow up revealed reduced emotional distress and lasting increases in autonomy.

Increasing the Skill Levels of EmployeesHealthy work is skillful work. It allows for the ongoing development of new skills and the opportunity to use them. There has been a great deal of discussion at the national level concerning the importance of high skill, high wage work in increasing the productivity of U.S. companies. Unfortunately, many of the jobs being added to the economy are extremely low skill ones. Possible workplace strategies to counter this deskilling effect: Increased skill based training. Use of career ladders to reward skill development

Use of job rotation to expand skills Use of job redesign to increase range of skill needed Healthy use of computers for skill development.

Increasing Levels of Social SupportKey components to social support in the workplace are supervisory support and coworker support. Possible workplace strategies:

Training in proactive supervision. This supervisory approach emphasizes positive feedback, employee growth and development, open lines of communication, and strong levels of support.

Training in conflict resolution and team building.

Appropriate use of staff retreats.

Changes that Improve Physical Working Conditions

There is extensive evidence that poor physical working conditions contribute not only to physical hazards, but stress levels as well. Possible workplace strategies:

Improving indoor air quality. Reducing levels of physical hazards such as noise, toxins, chemicals, etc. Job redesign to reduce incidence of repetitive strain injuries (that is, reducing repetitive work, awkward work postures and/or heavy lifting.

Healthy Use of TechnologyHealthy use of computersMore and more of our working time is spent in front of computers. While they can be a tremendous help in our work, they can also increase stress levels if the computer work is poorly designed. Cumulative trauma disorders can be a particular physical hazard of increased computer use. Good ergonomics is a key to healthy computer use. State health departments usually have someone who is an expert in this area. They can help you with proper equipment, lighting and pace of work issues. They can also help you reduce the risk of repetitive strain injuries among your staff.

2) Staff involvement in choosing new equipment:

This is a common sense strategy that is often overlooked. This can have payoffs for both job satisfaction and productivity.

For example:

A large state human service agency was planning to buy new computer work stations for its 3000 employees. This represented a tremendous expenditure for the agency. Instead of making a unilateral decision, they put three different work stations in one office and left them there for two months. Maintaining Job Demands at Healthy LevelsHuman beings can become sick if they work too long at a high sustained pace. They are at their most productive and healthy if they can work at a manageable level. Possible workplace strategies:

1) Reduced use of overtime2) Caseload restrictions3) Brake mechanism - an administrative group designed to reduce the amount of change the organization initiates.4) Formation of "What don't we need to do?" committee - an internal group charged with finding low priority or unnecessary tasks. Job reduction is not a goal of this approach.

Changes that Provide for Job Security and Career DevelopmentFrequently, workplace changes occur in a climate of job insecurity or downsizing. From the perspective of occupational stress, changes that are intended to eliminate jobs are usually incompatible with efforts to improve the quality of the working environment. Employees are particularly resentful of participating in changes that may well lead to their own job loss such as time and motion studies. More positive approaches attempt to use the skills of existing employees in a more effective manner. Possible workplace strategies:

1) Extension of career ladders.2) Expansion of responsibilities and tasks.

For example:

A private company in Sweden provided mechanisms for their clerical employees to increase their skill levels, job responsibilities and depth of specialization. Nearly half of the secretaries were eventually promoted to higher job classifications, opening up new career opportunities for them. This process also generated a number of proposals for improved productivity at the company.

Changes that Provide Healthy Work SchedulesWork schedules can have positive or negative health consequences. A number of studies have associated poorer physical and psychological functioning with rotating shifts. On the other hand, more flexible work schedules have the potential of improving employee satisfaction and reducing stress. Possible workplace strategies:

1) Reduced use of forced overtime2) Rotating shifts in a forward (day to night) schedule. 3) Use of flextime and other alternative work week schedules.

For example:

A public sector agency responsible for environmental protection implemented an Alternative Workweek Program for some of its employees. After the program had been in place for approximately 8 months, participants, non-participants and managers were surveyed regarding their satisfaction with the plan. Strong majorities in all three groups expressed satisfaction with the program. Virtually all participants reported that the program improved the quality of their working life, gave them increased flexibility and control over their schedules, improved their productivity, reduced their stress levels, and allowed them to more easily balance work and family responsibilities. Participants in the program also had a significant drop in sick day use compared with non-participants.

Strategies to Improve Personal Coping Mechanisms

Individual strategies are easier to initiate but should never be seen as an equivalent substitute for organizational change. These strategies can, however, be very useful companions to structural change efforts. One good distinction for person change strategies is the difference between functional and dysfunctional coping mechanisms. All human beings have coping mechanisms. Unfortunately, these mechanisms are not always the most effective or functional. The goal is to replace dysfunctional coping mechanisms with functional ones. Some healthy choices:

1) Improving the diet of employees:

Possible work place strategies: bring in a nutritionist for a day of training, encourage employees to keep diet diaries for a week, offer nutritional foods at the worksite, form a healthy snacks club.

2) Encouraging the employees to exercise.

Possible work place strategies: start a walking club at lunch time, look for group discounts at nearby health clubs, bring in a fitness trainer for an in-service day, and provide exercise equipment or facilities.

For example:

One intervention study found that combining a health risk assessment with behavioral counseling was effective in reducing some cardiovascular risk factors. This program gave workers a health assessment, education on the risk factors of cardiovascular disease and provided them some behavioral counseling. Among other suggestions, the counseling sessions encouraged workers to stop smoking improve their diet and increase their exercise level.

3) Training in deep muscle relaxation techniques.

Psychologists have known for some time that anxiety and deep muscle relaxation are mutually exclusive. That is, you can't be anxious and relaxed at the same time. This finding has been used to successfully treat many phobias, but it can also be a useful strategy for dealing with stress. The goal is to train your employees to be able to become relaxed on demand, thereby cutting the stress cycle short. It is an effective method for training individuals how to relax their major muscle groups. There are other useful techniques available for employees working on computers.

Possible workplace strategies: Many stress management consultants are able to train your employees in these techniques. A good use of an in-service training day would be to bring in a consultant and either has them train all your employees, or intensively train a small group who would then become your in-house trainers. 4) Training in effective cognitive strategies.

There are several potentially useful techniques here. Remember that something is not stressful unless it is perceived or appraised as stressful. Cognitive psychologists have developed techniques that replace negative cognitions. Another useful strategy is called thought stopping. Since we know that negative thoughts can increase anxiety and therefore stress symptoms, psychologists have learned to train individuals too literally "stop" these thoughts before they become too repetitive. These techniques have been found to be extremely useful for people who have serious problems with anxiety or depression. Some possible workplace strategies: Realistically, these techniques require a trained professional. You should find a competent cognitive psychologist in your area and ask him/her to come in for an in-service day or work through an Employee Assistance Program.

5) Training in Substance Abuse Awareness.

Individuals who are under a great deal of stress begin to self-medicate themselves in order to feel better. They may drink more, take more prescription medication, or take illegal drugs. Every organization has individuals who may already have serious problems in this regard. These individuals probably need professional help. Substance abuse awareness is best used as a preventative measure. Possible work place strategies: there are many resources available in the community for substance abuse awareness training. Many human service agencies are willing to do this kind of outreach for free, and many schools are now hiring well qualified counselors who could be an important resource to your employees, or you can establish your own employee assistance program.

6) Organize discussion groups on healthy stress reducers.

The idea is to get employees to share effective strategies with each other.

Possible workplace strategies: this strategy does not need external resources. You can simply pull together a meeting where people share the stress reducers that work for them. You may want to prepare a handout ahead of time that reviews examples of healthy coping mechanisms. This will help to structure the discussion and provide an opportunity for some additional training. An added benefit of this approach is that it also provides a mechanism for giving social support to employees.

7) Transition time.

Many employees leave their jobs only to return to stressful conditions at home. They may have families to take care of, meals to cook, or older parents to visit. Remember that it can take a good 20 to 30 minutes for the body to return to baseline after experiencing a stressor. If the employee walks into their door "stressed out" and then has to deal with a difficult situation at home, their chances of having long-term health consequences increase. Obviously the work place isn't responsible for solving employee's domestic problems. But it is in your interest to have the healthiest possible workers. Transition time can be a useful technique in short circuiting the stress response at home. The basic idea is to train employees to find a way to relax for 20-30 minutes before assuming family responsibilities. This allows the body's autonomic responses to return to baseline.

8) Leaving stress at the front door - training on family dynamics and parenting skills.

There's been a good deal of research showing that, as stress increases, so do family problems. It is very easy for angry, frustrated employees to take stress out on their families. Even healthy, supportive families can go through some rough times. Parents who had few problems with their children suddenly have major difficulties with them in adolescence. Again, the work place is not responsible for domestic violence. But improving your employees' abilities to handle pressures at home can have major payoffs for your organization.

WORKPLACE SMOKINGPeople smoke for many reasons and once they start, it is nearly impossible to quit. A study published in The New England Journal of Medicine showed that a mere 2% of Indians quit smoking and that too after falling ill. In the corporate culture, smoking is a fad. People smoke even if that involves getting out of the office and taking a long walk. But there are some like the fitness freak even hates the smell of it, and is uncomfortable with people smoking during informal meetings. The law prohibits smoking in the workplace.

"Workplace" means an enclosed structure where employees perform services for an employer or, in the case of an employer who assigns employees to departments, divisions or similar organizational units, the enclosed portion of a structure where the unit to which the employee is assigned is located. "Workplace" does not include any portion of a structure that also serves as the employee's or employers personal residenceHOW SMOKING COSTS THE EMPLOYER Weis, Kristein and others have found that smoking activity by employees increases costs in many areas. Some of these areas are:

Absenteeism: On average, smokers are absent 50 percent more often than nonsmokers. As long ago as 1974, Dow Chemical Company found that cigarette smoking employees were missing 5.5 more work days per year than their nonsmoking peers. Costs for these absences include temporary replacements and lowered productivity and morale among employees who are on the job and must cope with the absences.

Productivity: One has only to visualize the smoking ritual to realize the time lost by smokers. Add to that inefficiency and errors caused by higher CO levels in smokers, eye irritation, and lower attentiveness. Research is documenting lower productivity in smoking employees and increases in productivity when smoking is limited or banned.

Insurance: Additional health-care cost per smoker in this country is slightly over $300 per year in 1983 dollars, and this estimate is conservative. Some insurers, recognizing the differential in mortality rates between smokers and nonsmokers, are offering up to 45 percent discounts on premiums for term-life coverage for nonsmokers with medical examinations. They represent another area of potential savings when smoking is either banned or restricted in the workplace. Smokers have twice the accident rate of nonsmokers due in part to loss of attention, smoking hand occupied, eye irritation, and cough. Researchers have estimated fire accident costs due to smoking to be $10 per year per smoker. Dr. Weis says that health and fire insurance premiums can be 25 to 35 percent lower for smoke-free businesses, and morbidity and fire statistics suggest that premium discounts should be as high as 70 percent. Disability and early retirement payments can be cut by as much as 75 percent. Ventilation: The American Society of Heating, Refrigerating and Air Conditioning Engineers notes that "higher ventilation rates are specified for spaces where smoking is permitted because tobacco smoke is one of the most difficult contaminants to control at the source." Requirements for outdoor air are two to three times greater when smoking is a factor, and filters must be cleaned or changed much more frequently.

Maintenance Costs: Employers who have banned smoking report dramatic decreases in the maintenance costs of their businesses. Building maintenance services are enthusiastic about the change in the amount of cleaning required. Furniture and drapes last longer and have to be cleaned less often. Many chores done on a monthly basis can be scheduled semiannually or annually.

EVACUATION PLANS

A disorganized evacuation can result in confusion, injury, and property damage. When there is an emergency, getting workers out of poses special challenges. Preparing in advance to safely evacuate the building is critical to the safety of employees who work there.

What actions should employers take to help ensure safe evacuations?

Don't lock fire exits or block doorways, halls, or stairways

Test regularly all back-up systems and safety systems, such as emergency lighting and communication systems, and repair them as needed

Develop a workplace evacuation plan, post it prominently on each floor, and review it periodically to ensure its effectiveness

Identify and train floor wardens, including back-up personnel, who will be responsible for sounding alarms and helping to evacuate employees

Conduct emergency evacuation drills periodically

Ensure that during off-hour periods, systems are in place to notify, evacuate, and account for off-hour building occupants

Post emergency numbers near telephones

What should employers do when an emergency occurs?

Sound appropriate alarms and instruct employees to leave the building

Notify, police, firefighters or other appropriate emergency personnel

Take a head count of employees at designated meeting locations, and notify emergency personnel of any missing workers

What actions should employees know before an emergency occurs?

Be familiar with the work site's emergency evacuation plan

Know the pathway to at least two alternative exits from every room/area at the workplace

Recognize the sound/signaling method of the fire/evacuation alarms

Know who to contact in an emergency and how to contact them

Know how many desks or cubicles are between your workstation and two of the nearest exits so you can escape in the dark if necessary

Know where the fire/evacuation alarms are located and how to use them

Report damaged or malfunction safety systems and back-up systems

CONCLUSIONOccupational health and safety is not limited in scope only to prevent and control specific occupational diseases. Workers health and safety programs should deal with the complete relationship between work and total health of man. However, the present occupational health and safety infrastructure in India has not been able to achieve these objectives.The Indian legislations fail to consider the numerous problems existing in India industry. The legislations fail to reflect the importance of attitude of the organizational system and the capacities or performance of working people. The present state of Indian industry does not provide any incentive to the employers/entrepreneurs to invest in safety measures. There is little awareness about safety aspects among the Indian trade unions. The small unorganized industrial units spread over the length and breadths of the country are not covered by any occupational health services.

Besides all these it is the responsibility of the management to work with ethics so as ensure the safety and security of the employees and make sure that they are more than happy and comfortable in the area of their working premises providing all sorts of essential needs and comforts. When all these are met ultimately workers will be giving their best in terms of productivity in an organization, which is really concerned about them. It is more than easy if we could just take small and precautionary measures to avoid such a huge disaster like the BHOPAL GAS TRAGEDY.BIBLIOGRAPHYhttp://dgfasli.nic.in/info1.htmhttp://www.ilo.org/global/standards/lang--en/index.htmhttp://www.ilo.org/global/standards/lang--en/index.htmhttp://www.iitk.ac.in/che/jpg/cwrep2.pdfhttp://articles.timesofindia.indiatimes.com/2009-12-03/india/28061521_1_compensation-gas-affected-persons-bhopal-gas-tragedyhttp://www.aiche.org/uploadedfiles/ccps/about/bhopal20yearslater.pdfhttp://www.rrojasdatabank.info/urban/euv14n1p89.pdfhttp://labour.nic.in/ilas/indiaandilo.htmhttp://www.citehr.com/research.php?q=reducing+unsafe+conditions+in+an+organization&submit=reSearch

Human resource management book by- Gary Dessler and Bijju Varkkey