DNI - Edited

CONTENTS
Executive Summary..................................................................................................1
Introduction................................................................................................................2
Aim.........................................................................................................................................................................................2
Objective................................................................................................................................................................................2
Methodology.........................................................................................................................................................................2
CRITICAL DOCUMENT REVIEWS............................................................................3
LEGISLATION ASSOCIATED TO SAFETY, HEALTH AND ENVIRONMENT – KSA

.....................................................................................................................................3
XYZ Co Ltd description.............................................................................................4

Operation Process...............................................................................................................................................................5
Role of QHSE Executive...........................................................................................6

Professional Ethics..............................................................................................................................................................7
Review and critical analysis of health and safety management at XYZ Ltd Co. .7
Report of findings with interpretation................................................................................................................................8
Risk Profile............................................................................................................................................................................8
Key health and safety risks and their assessment.........................................................................................................9
Man-machine interface.....................................................................................................................................................10
Exposure to solvent vapors:.............................................................................................................................................11
Manual Handling:...............................................................................................................................................................11
Staff Sickness.....................................................................................................................................................................12
Personal Protective Equipment.......................................................................................................................................12
Leadership..........................................................................................................................................................................14
Management.......................................................................................................................................................................15
Worker involvement...........................................................................................................................................................17
Learner Number: 00290131

Competency:.......................................................................................................................................................................18
Compliance.........................................................................................................................................................................19
Management commitment......................................................................................20
Priority given to safety by management...............................................................21
High quality safety training....................................................................................23
Participation and involvement...............................................................................24
Management visibility and approachability..........................................................25
Job satisfaction and Recognition..........................................................................27
Effective Communications and feedback.............................................................28

Visible Leadership in OHS.....................................................................................................................................................30
Communication and consultation........................................................................................................................................30
Revision of contract terms with clients................................................................................................................................31
Provision of PPEs..................................................................................................................................................................32
Conclusions and recommendations......................................................................32
Appendix 1...............................................................................................................34
Note:
The organization name included in this report is fictitious but the report is based on a real or-
ganization where the author is currently working.

EXECUTIVE SUMMARY
After having a review of the current state of health and safety of XYZ Co Ltd, it has been noticed that the se-
nior management has realized the importance of safety by taking some good decisions including the incorpo-
ration of safety policy, the appointment of a safety director at the corporate level and laying stress on the rec-
ommendations of safety in the board level meetings. Though these are very positive steps and reflect the in-
terest of top management in health and safety, a lot of further work is needed to have a strong health and
safety system throughout the organization and to promote a positive health and safety culture.
It is recommended that all the members of senior management should have a basic level health and safety
course so that they have a better understanding of the importance, roles, and responsibilities at individual
level, also they will be able to understand the different terms of safety used in the safety reports and how to
measure the health and safety performance of an organization. Top management should have periodic follow
up on the health and safety management system incorporation and progress on ISO 45001 achievement.
Should allocate appropriate budget for the HSE training of middle managers, supervisors. It should be en-
sured that all the staff is getting the relevant training and should only be deployed on the relevant project as
per their competency. Induction training should be must for every new employee joining XYZ Ltd Co regard-
less of position, reagion of joining or any urgency from the client.
All existing and new contracts should be revised and clauses for the health and safety of the staff should be
added to them. Especially PPEs scope should be made crystal clear. Senior management should make peri-
odic visits to ensure that sites are safe for your staff working there and tasks are as per the contract agree-
ment.
Conclusion and recommendations
Key issues and describe the measurable impact on performance
Moral, legal and economic persuasiveness
A4 page 2cm margin all sides

INTRODUCTION
AIM
The aim of writing this report is to evaluate the effectiveness of existing safety leadership, management, poli-
cies, procedures currently in place, and the fruitfulness of workers consultation and to identify the areas where
improvements are required at XYZ Ltd Co. Following the evaluation results, recommendations and necessary
corrective action will be recommended to improve the company's health & safety performance.
OBJECTIVE
To achieve the above aim, the following objectives will be fulfilled;
 Safety leadership role, involvement, and effectiveness will be considered qualitatively.

 Evaluation of the existing policies and procedures and the way certain tasks are performed.
 To consider qualitatively the safety leadership and commitment.
 Organisations risk profile will be assessed
 Workforce involvement and their role will in the current health & safety performance be determined.
METHODOLOGY
Before writing this report a formal permission from the senior management was take by ex-
plaining them the purpose (educational only) and agreed to share the outcome of reviews to
help in identifying the risk profile and heath and safety priorities however, as per their ad-
vise the name of company was kept confidential.
During the preparation and writing of this report interviews of senior management, line man-
ager Project Controllers were conducted. Client representatives, Site Supervisors, and
workforce input were also considered during my daily site visits to different client sites and
their valuable suggestions and recommendations were considered while preparing this re-
port. Sites relevant documents like health & safety Policy, risk assessments, training records,
Safety Data Sheets, accident & incident registers where available were also examined to
reflect the exact picture of health & safety management by our department and client.
Information gathered from the workplace inspections is a part of my daily job in which I
have to visit different client sites to check compliance with our quality & safety standards
and to ensure that the equipment and environment in which our staff is working is safe for
them.
Different types of hazards identified from the environment or individual during the visit al-
lows us in understanding the commitment of the client and attitude of our staff towards
health and safety.
The HSE statics also provides the opportunity to identify the trends of accidents/ incidents, types, nature and
industry where these are frequently repeating. Timesheets of our staff provided to different clients gives the
details about to evaluate the no of absenteeism and staff turnover which might be due to the hard nature of
the job, hazardous environment, or client inappropriately being dealing with staff (workplace violence) or be-
cause of poor welfare facilities.

During the site visits, the supervisor and staff of XYZ Co Ltd are briefed about different safety topics relevant
to their nature of activities or hazards identified and required safety precautions. They are also encouraged to
report accidents/ incidence and near misses not only to client but also to QHSE Executive of XYZ Co Ltd as
well.
The outcome of these indicators is analyzed and the issues of contract, leadership, conflict, and safety culture
are addressed. The three most significant Health & Safety management will be identified and appropriate rec-
ommendations will be provided to address these issues so that safety management can be upgraded.
CRITICAL DOCUMENT REVIEWS

Legal documents review:
 Labor and workmen law 1969
 Study of the Country : KSA (Law library of congress) Dec 1992
 Council of ministers regulation No. 190
 National security guards and fire regulation standards
 Procedural rules before the board of council of ministers resolution 1989
Organisational document review:

 HSE Policy, procedure and manual
 Accident and incident report
 HSE Audit, inspection report and maintenance record
LEGISLATION ASSOCIATED TO SAFETY, HEALTH AND ENVIRONMENT – KSA
 Labor law (Royal decree No. M/51) Umm Al – Qura, 2005-10-28, Vol.82, No. 4068
 Civil, Commercial and family law Ministerial council decision No.23,17/1/2007 Umm Al-Qura,
2007
 Labor Inspection, council of Ministers, Decision No.44 of July 1970 approving the rules of imple-
mentation for the control and regulation of labor inspection activities.
 The occupational safety and health Minister of labor decree No. 159 / insurance of 7/3/1430 (hijri).
 Regulations for Rules and procedures for implementation of occupational Hazards Branch,, 1985,
General Organization for Social Insurance,, Riyadh,, Saudi Arabia,, P. 19-25
XYZ CO LTD DESCRIPTION

XYZ Ltd Co is is operating in Saudi Arabia for the last 37 years currently having more than 22000 employees
and providing services to more than 800 organizations throughout the kingdom. They are providing a one-stop
solution covering most of essential industrial & offices services requirements including Manned Support Ser-
vices, pest control & fumigation, landscaping, deep cleaning, security, and facility management (FM) all these
services are segregated as different business units under one umbrella of XYZ Ltd Co.
Apart from these business units the company is divided into three regions overall the kingdom including East-
ern, Central, Western.
The organization chart below will clarify the main body (Top management) of the company.

XYZ Co Ltd
(CEO)
Manned Pest control & Landscaping Deep cleaning Security FM

Support Services fumigation
The report is specific to industrial project sites and warehuses of manned support services MSS (Western re-
gion only) which is a major part of company services and more than 3500 employees are related to this busi-
ness unit in the region. Carporate offices being well established, our staff working there are generally safe so
they will not be discussed in the report.
Manned support services (MSS) is providing support services to different organizations and industries starting
from tea boys, cleaners, bellboys to industrial labor/ helpers & data entry operators working in corporate of-
fices, restaurants, industrial production lines, warehouses, and operating different types of equipment includ-
ing forklift trucks.
Now all the below details will only include industrial projects sites and warehouses of the Manned Support
Services-MSS (Western Region) to make the report specific, precise and simple to understand as the author
of this report is QHSE Executive for the MSS department Western region.
The organization chart is as below to clarify the MSS structure and my position:
Chief Operating
Officer (MSS)
Head of Head of Head of

Operations Operations Operations
MSS (WR) MSS (CR) MSS (ER)
QHSE Operational
Executive Manager
Project Manpower/
Controllers Mobilization
Project
Supervisor
General
Staff

Manned support services (MSS) is providing support services to different industries and warehouses including
cleaners, packing labor, stock checkers, data entry oprator, helpers, operators working in industrial production
lines, warehouses, and operating different types of equipment including forklift trucks. The daily working hours
generally include 8 working hours and a one hour rest break. However, on some projects other than 8 basic
hours staff is getting some additional hours as overtime. So working hours can be from 8 hours as a minimum
and 12 hours as maximum with one weekly day off mostly on Friday. The industrial operation continues 24
hours on some projects and staff is working in one, two, or three shifts as per the client schedule.
Each industry is producing different types of products which include plastic, glass to steel products and has
different types of machines, equipment being in use, raw materials, industrial processes, etc. Therefore, every
industry is versatile having different types of hazards which is a challenging thing for the management of
health and safety of the staff working on projects and retaining good business relations with clients as well.
Different industries have different types of working environments and levels of commitment towards safety.
The nature of XYZ Co Ltd contracts varies from industry to industry in terms of the prices, payment terms,
safety of our employees, the provision of welfare facilities, and PPEs. On some projects, we are responsible
for all staff requirements to perform the activities and vice versa. Sometimes the contract is silent on these is-
sues and other HSE responsibilities.
Transportation to and from projects is usually in our scope and accommodations are also provided by XYZ Co
Ltd.
OPERATION PROCESS
The sales department of XYZ Ltd Co reaches different organizations and offered services relevant to them.
Once they are ready to buy our services our legal team will agree with terms and conditions, roles & responsi-
bilities related to services, etc. It also includes the payment terms and cost of material to be used in service
and Personal protective equipment if these will be in client scope or XYC Co Ltd will provide these or some
times contract is silent on PPEs scope. Once an agreement is in hand as per Saudi law our operation man-
ager will award the project to a suitable Project Controller and the mobilization team will start deploying the
staff on the project site.
On projects with more number of staff or as per the requirement of the client a project site Supervisor is allo-
cated who is an experienced person and responsible for day-to-day communication between project controller
and client and manage staff allocates on the project with role, responsibility, and areas as per their expertise.
Supervisors also advise staff in case of any issue identified. Moreover, the supervisor records staff attendance
and prepare a timesheet at the end of every month. This timesheet is handed over to the project controller
who after cross-checking it and verifying from the client submit to the finance department who prepares the in-
voice accordingly and submit it to the client for payment.
ROLE OF QHSE EXECUTIVE
This position was generated a year before to have a separate QHSE representative for the department before
that this role was mostly neglected and where some document or safety issue was raised by the client, the op-
eration manager was used to managing it. The operation manager had no formal training in HSE and there-
fore a basic safety role was played when required. Then a need for a professional Safety representative was
felt by senior management to deal with day-to-day matters of safety and can be represented when and where
required. The basic purpose was to use his expertise to visit the client sites to check the compliance if our
staff is appearing in a dress code as per our organization with a presentable appearance, and to report if the
types of equipment and environment in which they are working are not safe for them. Moreover, to align the
operational system of XYZ Ltd Co according to modern safety requirements.

Since the author of this report was appointed as QHSE Executive of this department (MSS) an effort is in the
process to have a comprehensive safety management system in place and fully implemented. During the daily
client site visits besides the above-mentioned role, the author is also having meetings with client representa-
tives and giving recommendations and advice on the issues identified during the visit.
On joining this organization the author was reporting to the Chief operating officer (COO) of MSS but later on,
reporting line was changed to Head of Operations as shown in the above organizational structure. I Started by
providing training on different topics of safety to regional managers, Project controllers, and then to supervi-
sors and induction training to new employees. All of the pieces of training were conducted in-house including
Emergency evacuation, Electrical safety, safe use of fire extinguishers, chemical handling, and manual han-
dling. Pieces of training including forklift/ MEWPs etc were outsourced to third-party training providers after
evaluating their suitability in terms of price, availability & competency. Meanwhile, started working on policy
documents, had meetings with the supply chain department to ensure the quality of PPEs up to a standard.
Moreover, for all new projects before finalizing the contracts a QHSE Executive visit is scheduled to conduct a
risk assessment of the facility and to identify the issues and required control mesures at the earliest stages.
Accident investigation is also conducted for any accident that occurred on-site and report is shared with the
Head of Operations and necessary controls are taken to avoid the reoccurrence.
A Corrective action preventative action (CAPA) to the concerned project controller is issued and a reasonable
timeline is given to take the corrective action based on the hazardous nature of observation where any health
and safety issue or non-compliance is identified during the routine site visits.
Staff housing are also inspected periodically from QHSE prospective to ensure staff is living in good and safe
housing equipped with emergency and welfare facilities and hygenic is ensured.
A formal safety committee is also formed with the Head of Operation being the chairman, all concerned are in-
volved as members and monthly meetings are being conducted in the last week of every month. Project con-
trollers are advised to discuss health and safety issues on this platform. The author served as secretary to the
committee, related issues are discussed and input from the members is taken. Being secretory of committee
agenda and minutes of meetings are produced and shared to the members for each meeting. Followup on the
agreed action is also discussed in every meeting.
A weekly HSE alert is also issued to increase the awareness about safety and circulated to all projects con-
trollers via email which in turns is also circulated in a printed form to project staff through their supervisors.
PROFESSIONAL ETHICS
The QHSE Executive being a professional having more than 13+ years of field experience of working in emer-
gency service for 6 years and then working as a health and safety professional for the last 7+ years, always
worked in a very professional manner. Principals of honesty, respect all levels of staff and maintain profes-
sional integrity. Personal relations/ benefits job security etc never affect my working style. The cost factor is
never ignored when any recommendation is provided on a particular issue and always tried to get the maxi-
mum from minimum, without ignoring the health & safety, and legal standards of the country.
The QHSE Executive always feels a thrust for knowledge so attached with different learning platforms like
FEMA, Coursera, Youtube, seminars, workshops, articles to get knowledge, having a broad friends circle in
which different matters of health and safety are discussed to gain and exchange knowledge. Moreover, the
author is trying to achieve Idip NEBOSH to enhance his professional knowledge and to reach IOSH for Gradu-
ation membership. Whatever the knowledge is obtained from different authentic sources, the author tried his
best to communicate it to others for the sake of good and utilize this knowledge for the best interest of staff
and organization.

The QHSE Executive came across situations where the management or some individual considered safety
advice as an expense or ignored it. In such cases, QHSE Executive endeavors to make the person well aware
of the benefits when followed and the consequences if not followed through different ways including cost-ben-
efit analysis or using moral, legal, and financial reasons approach.
The author always sets a good example of safety by following all the rules incorporated by the organization
and government.
REVIEW AND CRITICAL ANALYSIS OF HEALTH AND SAFETY MANAGEMENT AT

XYZ LTD CO
As discussed in the introduction, currently the organization is operating without a safety management system
but soon after hiring QHSE Executives in all the three regions of KSA, management planned to move for
safety management system in-line with ISO 45001 which is under process.
It is expected that the company will have ISO 45001 certification in a year.
Currently QHSE Executive is trying to establish the basis of an effective safety management system.
RISK PROFILE
XYZ Ltd Co is one of the pioneer companies in facility management been facing several cooperate risks in the
past few years at cooperating level, including competitors who are offering the services at very low rates to
gain the customer. Moreover, many clients were not agreed on the price revision as they are getting some
cheap alternatives regardless of the quality of services. Clients are not giving much importance to safety as
Saudi Arabian law is not very strict in terms of health & safety. New Saudi Arabian laws especially Saudiaza-
tion of the various official job make a huge impact on the performance and thus the position of the company.
The price of material & equipment being used by the company is raised to a higher level and it is very difficult
to maintain the quality of the service in the existing price. For the last three years COVID-19 badly affect the
company percentage of profit is reduced to a historical low score and simultaneously the operation became
slower, much difficult, and complex due to the COVID-19 restrictions & vaccination requirements. Few clients
don't have a safe environment or equipment as they are not caring about the life of the staff involved. Some-
times the staff is deployed without the relevant training because of urgency and time shortage. This can lead
to accidents especially when some equipment or chemicals are in use.
Currently, most of the company managerial staff belongs to Asia, being cheaper than hiring Saudi. The labor
is being hired from countries including Pakistan, Bangladesh, Nepal, the Philippines, and India. The cost of
hiring is increased as all the above countries are facing a travel ban and individuals has to stay 14 days in a
third country before arrival in Saudi Arabia. It turns the cost of hiring to increase remarkably and the operation
became slow. Moreover, the Government gives the facility to individuals to switch jobs free under some condi-
tions and staff is leaving the company without notice if they fall under the conditions specified by the govern-
ment. So we have more outgoing staff being well trained and fewer incoming staff who have a zero experi-
ence in KSA.
Keeping in view the above challenges the company takes some decisions including the increase in Salary
packages of labor, sending them on vacation according to eligibility as per the contract terms, providing more
facilities in the housing, reducing the number of staff in each room, and some other facilities to make the cur-
rent job more attractive than market jobs.
In the current circumstance, the QHSE Executive believes that the HSE will not be given a priority. However, it
is a pain for our management to remind the need to ensure high standards of health and safety. Therefore

QHSE Executive tried to ensure that safety is visible as being at the same level as other areas of business
risks so that it should not be ignored. Moreover, it is argued that if Health & Safety and welfare is improved it
will help in staff retention by creating an attractive environment.
All the above principles are in line with ILO (International Labor Organisation) for the workplace and MOMRA
(Ministry of Municipality and Rural Affairs) for housing.
Occupation safety and health convention (C155) 1981 identifies some basic general legal duties of employers
towards their employees in Article 16:
1. “Employeer shall be required to ensure that, so far as is reasonably practicable, the work-
place, machinery, equipment and processes under their control are safe and without risk to
health.
2. Employeer shall be required to ensure that, so far as is reasonably practicable, the chemi-
cal, physical and biological substances and agents under their control are safe and without
risk to health.
3. Employeer shall be required to provide, where necessary, adequate protective clothing and
protective equipment to prevent, so far as reasonably practicable, risk of adverse effects on
health. ’’
Copyright © International Labour Organisation 1981
C148 - Working Environment (Air Pollution, Noise and Vibration) Convention, 1977 (No. 148)
And as per the MOMRA Rules,
_______________________________________________________________________________________
_______________________________________________________________________________________
_________________________________________________________________________________
It is submitted that health and safety issues should be taken as a top priority because any serious accident/in-
cident or observations from a client or relevant enforcement agency can lead to serious consequences and
might lose a valuable client or get fines from agencies like MOMRA on noncompliance.
All these can damage us morally, legally, or financially and affect the company's goodwill as well.
Those who don’t care for customers cant survive longer in the market.
KEY HEALTH AND SAFETY RISKS AND THEIR ASSESSMENT
XYZ Co Ltd is a services provider, so several significant health and safety issues need attention.
Since in the XYZ Co Ltd hazards are few and simple nor numerous and complex so a semi-quantitative risk
assessment technique will be used in assessing the risks. This involves measuring the hazard level from a
certain exposure and risk level will be assessed if it is acceptable, tolraable, or unacceptable. A 5 x 5 risk
matrix will be used to evaluate the risk level by combining estimated likelihood and consequences to place
risk in rank order. The table will be as below

Risk Rating = Likelihood x Severity
Acceptable Risk = If the risk rating is below 8
e Risk = If the risk rating is between 9 to 12, however further controls will be recommended to keep the risk ALARP.
Unacceptable Risk = If the risk rating is above 12 the risk must be reduced to bring at an acceptable level
Priority Status:
High : Risk addressed is serious; action/control required urgently/immediately
Medium : Potentially serious, corrective action should be taken within an agreed timescale
Low : Minor risk, implement if/when resources available
MAN-MACHINE INTERFACE
As written in the introduction that XYZ Co Ltd is providing equipment operators like Forklift operators, and
general labor in various types of industries and warehouses. Sometimes there came situations when there
happened accidents while operating the equipment or while working on or near to the machine resulting in
product/ equipment damage or personal injuries. According to the contract terms, for any loss caused by our
operators, XYZ Co Ltd will bear the consequences and issue a credit note for the cost of damages which will
be deducted from the monthly invoice. This cost is mostly covered under liability insurance coverage but the
pain is borne by the individual injured. During the last almost one-year QHSE Executive investigate 12 such
issues and provide an honest report, identifying the reasons for the accidents and suggesting suitable control
measures to avoid in the future.
Mostly the findings include:
 Operating without formal training and authorization.

 Operating the forklift which is not fit to operate i.e not properly maintained.
 The pedestrian route is not segregated.
 Using the forklift for a purpose other than intended design i.e using to reach on a height etc.
 Environmental issues like poor lighting, visibility, uneven and unclear route, sharp turns, etc.
 Casual behavior or lack of attention by the pedestrian working in the same area.

Moreover the staff is also facing the problems of continuous loudsounds during their working hours which
might affect their hearing abilities.
A total of around 4000 staff is deployed in different industries in the region. Risk rating for this hazard can be
considered as below;
=4x4
= 16 being medium risk.
Noise at Work Regulations 2005

Provision and Use of Work Equipment Regulations 1998 (except Part IV – Power Presses);
Vibration at Work Regulations 2005;
EXPOSURE TO SOLVENT VAPORS:
We are providing labor in steel products manufacturing industries, where the process like galvanization and
_________ producing highly hazardous ___________ to which our staff is being exposed. The only solution
to this issue by the client is to use respiratory masks which are not available all the time and not correctly pro-
vided as per the assigned protection factor (APF) or the filter is not changed as per the manufacturer recom-
mendations.
Exposure of staff to such a toxic environment can increase the risk of developing adverse effects from the ex-
posure to solvents including occupational asthma.
Before hiring QHSE Executive this risk was never considered and staff being less educated never highlighted
by themselves. For this reason, there is no such data to identify the level of damaged caused by our staff due
to such exposure as the initial medical checkup was not carried out before deploying so there is no baseline
value for reference nor the health surveillance is done on periodic basis. However during last year the sick-
ness/ absence data and staff leaving the company data from such industries were calculated separately to
justify the need for health and safety requirements.
Moreover, the chemicals used during cleaning and for the cleaning of toilets and stubborn stains are also pro-
ducing _____________ which also demands our attention for necessary action.
A total of around 383 staff is deployed in two different steel industries in the region. Risk rating for this hazard
can be considered as below;
=3x4
= 12 being high risk.
Management of Health and Safety at Work Regulations 1999;

Control of Substances Hazardous to Health Regulations 2002 and 2004 Amendment;
Chemicals (Hazardous Information and Packaging for Supply) Regulations 2002 Plus 2005 amendment

MANUAL HANDLING:
This issue is associated nearly with all the projects as each staff needs to carry some tools types of equipment
or material for their day-to-day activities, some of which are lightweight and some involve heavyweight materi-
als. Moreover, the cleaning material is purchased in bulk quantities and stored in suitable stores on project
sites. While offloading this material in bulk packings and transporting it to the site stores also involves manual
handling. The size shape and weight of the packs or the quantity of the material are causing manual handling
issues.
In industrial areas where staff is assigned to shift the load from one place to another with the help of lifting
types of equipment still involve manual handling on some stages. The load is generally heavy and the staff
has to perform the same task all over the day which is a leading reason for manual handling issues.
As almost all staff (4000) is involved in manual handling activity by some ways in their daily activities but till
now there is no such evidence of any staff affected due to manual handling. Risk rating for this hazard can be
considered as below;
=2x4
= 8 being a low risk.
Manual Handling Operations Regulations 1992 amended 2002
STAFF SICKNESS
it has been noticed during the analysis of the monthly report of last few months that staff working on industrial
projects are making more absents, especially in the summer season. During the QHSE visits, it was also no-
ticed that the staff is feeling hot in the working sheds and they remove the shirts and worked in inner vests
only as the rooftop exhaust fans were not working and sheds were being made from steel structures became
hotter after 01 PM. While during the safety briefing the staff complained that working 12 hours in such condi-
tions is very hectic and they feel very tired. Therefore they are making absents.
The client was advised to make the rooftop exhausts operation so that temperature can be reduced downside
as this issue can lead to heat illness which can be severe as well.
Moreover, the staff is not providing the maximum output that they can because of tiredness due to heat sick-
ness.
=3x4
= 12 being a medium risk.
PERSONAL PROTECTIVE EQUIPMENT

During the routine visits, it was noticed that the personal protective equipment provided by our company are
either not suitable according to the job nature or they are not being replaced on time or the quality of the PPE
is not as good as it is supposed to be. Several times Corrective action preventive action (CAPA) was issued
against the concerned project controller, but the solution is provided only to close the specific highlighted is-
sue so that CAPA should be closed. There is no long-term planning to avoid the reoccurrence in the future.
This issue is especially for safety shoes, gloves and face masks. Shoes being provided are of very poor qual-
ity with the hard sole which is damaged after a few weeks and rubber becomes harder and broken, by which
slip resistance and chemical resistance feature of the shoes is affected. Moreover, shoes with hard soles can
cause tiredness and pain in the backbone. Resultantly the staff is either becoming sick and absenteeism rate
is increased or they are using personal shoes which are not safety shoes. So in both cases, it can be damage
our staff's health and safety.
The same is the case with face masks and gloves, which are either not of the correct type as per the task or
not available.
It is also noticed that the stock of PPEs is not available as per the demand, so sometimes there are no safety
shoe, gloves, masks, are available for the staff to replace or issues as the first time.
Till now there is no evidence that these issues are considered critical health and safety risks at cooperating
risks, although the senior management is well aware of the increasing no of compensation claims and in-
crease in the insurance premium because of increasing numbers of accidents.
In the areas where risk assessment identifies significant risks, the assessor is highly professional to identify
critical controls that are proportional to the level of risk involved keeping in mind that the solution should be
reasonably practicable and within the budget of the project. So following factors will be considered while as-
sessment:
 The cost is involved in purchasing, installation, and maintenance.

 The time involved in purchasing, delivery, installation, etc.
 Suitability according to the site environment and not causing additional hazards.
 User acceptability and competency to use as per the manufacturer's recommendations.
 Level of the training required to operate.
 Ease in maintenance.
 Failure in a safe way without causing additional hazards.
 The effectiveness in risk reduction.
Personal Protective Equipment at Work Regulations 1992;
XYZ Ltd Co is working on a proactive approach to solving the HSE Issues rather than learning from accidents.
For this monthly inspection are scheduled for different clients, priority is given to the clients with high-risk ac-
tivities involved including the steel industry and other manufacturing plants. At present only QHSE Executive
is performing the safety inspection and investigations of accidents without the involvement of senior manage-
ment. However, it is intended to provide certain types of training to the managers and project controllers for
the better implementation of safety and assessments of risks around the workplace.
Some training was conducted internally to give a basic how to know about the safety & Health by QHSE Exec-
utive to managers and project controllers.
By providing the training and sharing the lesson learned from the accidents investigations especially the insur-
ance requirements for a competent operator with a valid training certificate to operate a forklift, now the team
is quite aware of the importance of Heath & safety requirements. The data received from different projects are

analyzed and a monthly report is shared from the COO to the project supervisor level to be aware of the
Heath & safety situation of the department. Low-performance sites are taken as a challenge for improvement
and all relevant departments are encouraged to provide their inputs to bring them to an acceptable level of
safety. Furthermore, they can be a part of the accident investigation team and provide valuable input.
QHSE Executive always tried to manage the HSE risks to be managed with the same importance as to other
requirements of clients and the ways other commercial needs are fulfilled, but it should not be ignored or con-
sidered useless or timewasting. This gives some credibility to the efforts of the QHSE Executive. Senior man-
agement not being directly involved but instructions are very clear to the team to take HSE risk very seriously
and if the need arises the issue can be escalated to top management and a positive response was received
from them.
LEADERSHIP
XYZ Co Ltd is a very big group in the services industry had a big structure of leadership. As being a services
industry we sent staff to different types of clients in their facilities so our leadership cant play same role as in-
direct industry leadership can play. Therefore the client leadership is more important than our own as they
have the control over their site and can implement the regulations far better to a contract as for the contracts
all the costs involved is born by the contract, the client has only to implement the rules and requirements.
The current top leadership of the company appears to be dedicated to matters of health and safety. As leader-
ship is reflected when soon after joining the company the safety policy was developed and it is now available
for everyone. The policy is framed and displayed at strategic positions. A safety section is added in the
monthly “Bussines Head Review meetings” indicating the safety statistics for the month by different depart-
ments.
The company recently hired a safety director who will be the Champion at the board level as a central point of
contact. So the health and safety performance and challenges will be discussed at the board level.
As far as the leadership of health & safety in XYZ Co Ltd is concerned that is not visible at all levels and de-
partments. Safety and health are ignored according to the need of projects for example the rule of induction
will be ignored for new arrival staff if there is urgency by the client for deployment and money is involved.
Moreover, the operation managers and project controllers encourage to use the client equipment and learn
how to operate it so that the time for providing a specific third party training will be saved and the company will
just prepare the competency card and they deploy the staff at a higher rate to another project. During their
procurement meetings, safety is not involved nor suggestions are taken while approval of PPEs for the staff as
purchase policy did not include the health and safety consultation. Most of the HSE meetings are conducted
without the involvement of all concerned as they are busy with other issues or not interested to join. However,
if there is an observation on projects by the client or QHSE Executive they will take serious efforts to close
that observation.
As far as their own behavior is concerned they follow safety rules and for example wearing safety shoes and
other mandatory PPEs while visiting the projects sites and during their discussion with the staff they are advis-
ing them to work safely and follow client site rules. But these visits are very rare. Operation managers while
monthly meetings are also discussing the accident investigation report and highlighting the corrective and pre-
ventative actions needed but are weak in follow-up.
Departmental leadership is well aware of the organizational risks which are discussed during the team meet-
ings but less aware about risk management or controlling effectively.

Health and safety implications of the business decisions are recognized but because of lack of leadership,
they are not properly addressed as they should be. Only in certain cases in which health and safety issues are
quite obvious are considered and well addressed.
As there was no safety champion to bring the issues of health and safety to board level discussion the other
members might not have awareness or understanding or they have other things to discuss so this was ig-
nored but since the new CEO is haired with a strong background of health safety and fire protection steps are
taken and recommendations of health and safety are responded appropriately the results of which will be visi-
ble in near future.
Management commitments
Criteria Satisfied Not satisfied bad worst Negative Total
Day shift analysis 107 55 45 10 25% 217
Night shift analysis 70 26 43 11 36% 150
Cumulative 177 81 88 21 30% 367
MANAGEMENT
Safety Representatives and Safety Committees Regulations 1977;
Health and safety are not included in the management arrangement of the organization at all previously, but
now it is considered as an integral part as after incorporation of safety policy document sets arrangements as
per the job title. It starts with the director operations with a responsibility to provide adequate resources and
support for the purpose which includes the hiring of competent staff after relevant trade tests, providing induc-
tion training to newly hired staff, and then providing relevant training as per the nature of the job assigned.
Relevant support in their of providing suitable and safe tools and equipment support of HSE on concerns is
provided.
Soon after the incorporation of safety policy health and safety responsibilities were allocated to the relevant
departments' key personnel as a part of their job description but much work is required to add this in the job
description up to a project supervisor level. However, this job description sometimes conflicts with their other
role and responsibility so much work is a need on this topic. XYZ Co Ltd is diverse in the services provided so
performance standards vary from site to site because of the different nature of activities on each site requiring
customized performance standards and mostly not be benchmarked within the organization.

QHSE Executive in terms of some HSE statistics is measuring the performance of each site and presenting
quantitative data in the monthly QHSE report. Quality of performance is evaluated through a performance
evaluation performa in which the client has to rate the service from 1-5. 1 being the worse and 5 being the
best. This performa is submitted to the client through project controllers for evaluation and then QHSE Execu-
tive will analyze them monthly to reflect in the monthly report. Necessary action is advised as per the score of
the performa. The below graph shows the commutative performance of the month however the individual per-
formance of each project controller on each project is also attached if top management wants to dig deep.
Attributes VS Performance
4.92 4.92
4.88 4.88
4.83
4.75
4.67
4.63 4.63
4.58
ity ce ce de or
k
nc
e on ty se e s
al an an tu w ia i si fe on vic
c tu a r
rm Atti of pl e rv Sa s p er
n pe rfo e m p & R e l S
Pu Ap e op Co Su th cy na
P S c a l al en o
g He g pti
Le er ce
Em Ex
Apart from this QHSE Executive always welcome the concerns raised by anyone from the client or XYZ Co
Ltd employee and provides competent advice, in critical issues QHSE Director can also be consulted where
needed.
Once the report is completed it is submitted to the head of operations (HOO) who will present this in the Busi-
ness Unit Review meeting with the CEO. Moreover, the report is shared with QHSE Director and all involved
including the Operation manager, project controller, and mobilization team then the performance of each client
is discussed with the concerned project controller in the monthly review meeting which will affect their annual
performance appraisal as well.
INCIDENT RECORD
80
60 76
40
20
0 12
0 0 0 4 0 3 0 0

QHSE KPIs
TBT,Trainining 9
0
CAPA Closed for the 2
Month
2
Observations 1
1
Staff Housing Inspected
0
0
Clients - Visited 11
0 2 4 6 8 10 12
Moreover, the relevant HSE information and documentation is available with QHSE and communicated to the
concerned through soft or hard form as required including a policy document, Safety Data Sheet (SDS) proce-
dures, etc.
As the company never involves subcontracts on the project sites so there is no formal route to manage con-
tractors. Third parties were controlled by the project manager for third-party training of equipment like forklifts
etc but now it is managed by the QHSE director. The formal system of training and renewal of certification is
changed as now for every renewal of training card is done through proper refresher training previously it was
just a replacement of cards without any training.
Health and safety performance is was previously reviewed only at a local level but now as discussed previ-
ously it is discussed in the board meetings and as an essential part of business unit review meetings at the
CEO level as well.
WORKER INVOLVEMENT
Generally in the XYZ Co Ltd or overall in Saudi Arabia workers consultation is not considered as important, as
senior management considers them illiterate and believe that just imposing the safety regulations will help as
there is no specific legislation in the country related to HSE workers rights are only protected by Saudi labor
law by which worker consultation is not mandatory. Therefore workers or their representatives are never con-
sulted for their input. However as QHSE Executive during site visits and TBTs workers are consulted on differ-
ent issues like not using PPEs, accidents reason, or other Health and Safety issues, and the important points
are noted to be utilized in better safety management.
Their input gives much help in understanding the safety behavior on the specific sites and reason towards
negative safety culture or any other issues. QHSE Executive believes that it is the shortcut to reach the be-
havior-based violations and much important information can be gathered by using this method as workers are
the key stakeholders.
During consultation many times it happen that the worker identify a vulnerable situation like missing guards
etc which was escalated to the client immediately verbally and later on in written form and corrective action
was taken which might lead to an accident if not addressed.

The biggest challenge being in the services industry is to take time from the client for TBT or consultation as
they are paying on an hourly basis and staff will not listen if they are called for discussion other than duty
hours. So the timing of consultation is sometimes not suitable but is managed in some ways.
QHSE Executive is visiting normally one site a day so have sufficient time to walk around each staff located
within the facility and for that, prior permission is taken from the client as the purpose is to ensure the safety of
staff which is a common purpose and none of the clients rejected the request. Also, the project supervisor is
involved in the site visit, and sometimes a representative of the client is also joining the visit which helps a lot
as the site problems are highlighted in from of them so corrective action is responded to quicker.
COMPETENCY:
Health and safety responsibilities were recently added in the job description of managers and it is under the
process to add in the project controllers and site supervisors as well. So currently it will be a little earlier to say
if the change is proven to be effective or not. There are visible signs by which we can predict that the change
will be effective as the safety message is being communicated from the manager to project controllers and it is
expected that it will reach the site once it is incorporated in the job description of the project controllers and
site supervisors. Before this change, the overall responsibility of health and safety was thrown to QHSE Exec-
utive and others were not bothering it.
QHSE Executive being hired with a specific purpose to be a competent person in the matters of health and
safety. The individual holds extensive experience (6 + years)of safety and holds a previous experience of
working in an emergency service as a Fire Rescuer and serving the community for more than 7 years.
In 2015 he cleared the NEBOSH IGC and during his service, he achieved different certificates in Basic life
support and holds field experience in dealing with emergencies of different nature including RTAs and fire inci-
dents. With an ambition of continuous learning, he enrolled himself at the personal expense in NEBOSH IDIP
to further furnish his knowledge and apply it to achieve a safer workplace goal in a better way. As far as the
role is concerned in a very short period many things are organized and work is done on basic things to lay a
foundation of strong health and safety system.
The company never rejects the suggestion or advice of QHSE but sometimes it is delayed due to lack of re-
sources (time, money, and efforts) but most of the time the advice is accepted as it should be as the advice is
discussed with the head of operations and all factors are considered before finalizing a decision with an ap-
proach to give a solution which is safe, cost-effective, less effort is required, implementation and compliance
can be checked easily.
It is noted that staff coming from different Asian countries are directly deployed on the project site as helpers
and with the time they start trying the equipment which results in accidents. It was suggested that there should
be a proper training and development section within the organization where staff should be provided formal
training on the operation of equipment, hazards, and controls of this equipment should be communicated to
them before sending them to site.
Staff being with zero or very less knowledge about the tasks just follow the advice of their colleagues or
friends working in the same field or where their monthly salary will be high they will request for such assign-
ment. Staff is taken to the site and an initial assessment is taken by the client senior operator and decide to
declare the suitability of the individual. However basic focus is given to the communication ease with the indi-
vidual as a staff is from mix countries and their body language.
Workers are not well aware of their roles and responsibilities as their role keeps on changing from project to
project with time. There are no such arrangements in place to ensure awareness few clients are having a very
systematic approach are providing such information to the staff working under their projects.
Induction training is provided to all new staff either locally haired or international arrivals to familiarize them
about the company and Saudi Arabian culture and important rules to be followed within the country. Training

needs were generally felt once an accident/ incident happens or there is a complaint from the client on a spe-
cific issue. Few clients have a compulsion for the audit purpose to have training for the contracting staff so on
such project a piece of training is provided on monthly basis. Now a training matrix is settled to follow for the
year regardless of the complaints or accidents.
As the company doesn’t have any subcontractors so no induction training is applicable. All visitors are enter-
tained by head office dedicated “visitors Longue” and concerned staff is meeting them they bring a visitor to
other location is not allowed.
The company till now does not have any cover plan in case of vocation or absence of competent staff how-
ever the concern was raised by QHSE Director and 1 staff as QHSE Assistant will be allocated to each region.
QHSE Executive of the region will provide him training on QHSE and make him able to work in the absence of
a competent person.
COMPLIANCE
XYZ Co Ltd is not ISO 45001 certified yet and their routine operation has inadequate written procedures di-
rectly to be followed by the staff for day-to-day operation as the staff is working under different clients they are
bound to follow their procedures where available. However, all the legal requirements like insurance, housing,
and other welfare facilities are provided as per the government regulation as it is frequently checked by rele-
vant government authorities including the Ministry of Health (MOH), Ministry of human resources Management
(MHRM), Saudi Labor Law, Ministry of the municipality and rural affairs (MOMRA), civil defense, etc, and non-
compliance can lead to heavy penalties. For insurance purposes, relevant requirements are fulfilled which in-
volves Competency and fire safety. However operational changes are sometimes ignoring the requirements or
updating over time.
As the company is planning to achieve ISO 45001 this year so HSE Department is working to fulfill the basic
requirements so activities are documented now like procedures, Health and safety policy was also already in-
corporated. Different pieces of training provided by the QHSE Executive are documents and the training ma-
trix for the year 2022 was designed and will be implemented accordingly. Management meetings related to
QHSE are documented now and minutes of meetings are shared with the concerned.
The analysis was based on gathering primary and secondary information pertaining to the human aspects of
management. The various human aspects of management system and their effect on safety culture are de-
tailed below.
 Management commitment
 Priority given to safety by management
 Participation and involvement
 Management visibility and approachability
 High quality safety training
 Effective communications and feedback
 Job satisfaction and recognition

MANAGEMENT COMMITMENT
Management commitment
400
350
300
250
200
150
100
50
0
Satisfied Not satisfied bad worst Negative Total
Day shift analysis Night shift analysis Cumulative
Management commitment
Cumulative 177 81 88 21 30% 367

Understandings
The commitment from the senior management of the organization and this approach will be resulting gaining of high levels of motivation and dedication
throughout the organization. Possibly the best example of this commitment towards the health and safety is displayed by the importance given to health
and safety and the quantity of resources PTM Such as people, time and money was allocated to health and safety. The management of health and safety
is an important role of a manager’s accountability and also key areas of their performance on health and safety perspectives. The Subject matter experts
should be available if required such circumstances like high noise assessments neither from the employees nor external bodies like contractors or consul-
tants. The Health and safety associated matters are debated on a regular basis at management meetings at each levels of the organization. Practically it
is not practicable for the management to appoint more personnel’s for consultation with the every employee such cases health and safety committee
show significant business parts and accountabilities towards the health and safety matters.
PRIORITY GIVEN TO SAFETY BY MANAGEMENT
Priority given to safety by management

400
350
300
250
200
150
100
50
0
Day shift analysisNight shift analysis cumulative

Priority given for safety management
cumulative 221 65 63 18 22% 367
Understandings
The priority given to safety is a foremost component prompting the safety culture of an organization. In making every business decision.
there should me authority to play the health and safety is an integral part of the organizations business objectives and it shall be shown in
the every level of the organizations in the all situations the same can be in the systems forms or enhanced way of addressing the
H&S issues. There is sum of challenging importance like cost, quality and revenue. This is overseeing the health and safety matters.

HIGH QUALITY SAFETY TRAINING
High quality safety training
400
350
300
250
200
150
100
50
0
Day shift analysis Night shift analysis cumulative
SatisfiedNot satisfiedbadworstNegativeTotal
High quality safety training

cumulative 178 41 99 49 40% 367
Understandings
High quality training to the employees is one of key elements of the Health and safety management systems. Trainings programmes are
institutes core element of the positive safety culture of the organization. Training programmes initiates the attitude and behaviour by im-
proving the competency of the employees. The organization can improve the knowledge and skills in the means of various trainings pro-

grammes to the employees in the valuable fashion. The training programmes should be conducted by the competent trainer which pays to
emphasize the safe work practices and also to improve the work behaviours patterns. If employees are clutched the hazards they can un-
derstand the consequences, so the training programmes should be interactive as well as feedback from the participants are very funda-
mentals to the routes for the continual improvements. The training should be organized knowledge, skills, attitudes based alignment must
be retained.
PARTICIPATION AND INVOLVEMENT
Participation and involvement
400
350
300
250
200
150
100
50
0
Day shift analysisNight shift analysis cumulative
Management participation and involvement

Cumulative 180 54 90 43 36% 367
Understandings
Participation involves the cooperation of senior management, supervisors and workers in health and safety management system. Involv-
ing employees in decision making process will improve their sense of ownership. Employs close to work are often recognized as the best
qualified to make suggestions about improvements. The involvement of people at all levels within the organization can lead to shared so-
lutions which help to promote a safe working environment cooperation in identifying hazards, controls and providing feedback, participa-
tion in workplace accident investigations etc.
MANAGEMENT VISIBILITY AND APPROACHABILITY

Management visibility and approachability
400
350
300
250
200
150
100
50
0
Day shift analysis Night shift analysis Cumulative
Management visibility and approachability

Cumulative 120 111 89 47 37% 367
Understandings
The clear displays of the senior management commitments towards the health and safety of the organization shows their accountability
and responsibility towards the health and safety of the employees of the organization. Leadership commitment in the work place involve-
ment and visibility can motivates the ground level employees and improves the safety culture of the work place. Visibility of the manage-
ment in the work place should be a continuous occurrences.

JOB SATISFACTION AND RECOGNITION
Job satisfaction and recognition

400
350
300
250
200
150
100
50
0
Job satisfaction and recognition
Cumulative 186 105 47 29 21% 367
Understandings
Job satisfaction is such an important human factor it need to be coincidence with health and safety culture. The employees shall realize
the employer is having strong believe and trust on their employees and the information’s are not hiding or holding. Employees are antici-

pating to recognize for their significant contributions towards health and safety culture of the organization
EFFECTIVE COMMUNICATIONS AND FEEDBACK
Effective communications and feedback

400
350
300
250
200
150
100
50
0
Effective communication and feed back


cumulative 215 70 18 64 22% 367
Understandings
The Effective communications and valuable feedback are main Key elements of health and safety management. Appropriate clear com-
munications from the senior management to middle management from there to ground level is very essential for successful implementa-
tions of the health and safety management systems and its aims and objectives. Feedback is out comes of the systems and its effective-
ness of the designed purposes to evaluate the same for betterment of continual improvement process of the health and safety manage-
ment. The communications involves of individuals or groups in upward communications, downward communications, and horizontal com-
munications within the organization. The visible safety policy, emphasis on safety related issues and policies thru staff communication
systems, communication of major accidents etc. are few examples of the effective communications of the health and safety management.

Evaluation of Priorities
After conducting a critical analysis of the current health and safety arrangements, below the top their priorities should be ad-
dressed:
1. Leadership presence of OHS

2. Cpmmunication and Consultation
3. Revision of contract terms with clients.
4. Provision of PPEs
VISIBLE LEADERSHIP IN OHS
As discussed previously that top management is interested in the profit output and health and safety are considered as a
cost. Though the current leadership worked to bring some changes by incorporating health and safety policy, the appoint-
ment of the QHSE director, and involving the QHSE issues at the board level. Time and money are also provided where
considered essential and it is felt that there will be business benefits and costs will be recovered very soon from the con-
cerned project/ client.
Visible leadership can bring the business to the next level if demonstrated to the staff and other stakeholders that they are
engaged with health and safety with a wish to establish a positive health and safety culture.
The safety culture can only be improved when the senior management is demonstrating practically. As leaders set the ex-
amples and workforce will follow them.
For visible leadership, first of all, all top management should be given basic health and safety training to be aware of the
value of safety and how it is beneficial for the organization in the long terms though in the start it might be considered as a
cost once safety awareness is developed it will be considered as an investment. After the basic safety training, they should
be enrolled in NEBOSH IGC to have a comprehensive approach towards safety and its proper management. Then setting
the safety goals for the organization and chasing them with a team approach. Annual appraisal promotion and bonuses
should be linked with the health and safety performance of individuals and departments as well.
Top management should make safety tours, take the notice of safety audits, including health and safety issues in their day-
to-day activities and involve HSE for competent advice on safety issues. A separate budget should be allocated for health
and safety training and at each level, some safety courses should be conducted as per the mental level and nature of the
task allocated to the individual staff. None of the staff should be allowed to be deployed without induction and no task should
be assigned to staff without ensuring the competence of individuals. All required PPEs should be made available and belong
to good quality and be suitable according to the task. Health and safety committee should be made more result-oriented
when senior management must take part in all the meetings and take follow up on the decisions.
Once top leadership is made committed towards health and safety a budget should be allocated to improve the competency
of staff which can be at least 500 SAR for each staff annually. This budget should be only for the training and for PPEs and
other welfare facilities there should be a separate budget.
These decisions can make the staff more satisfied, happier which in turn will give more output, more satisfied clients, less
number of complaints and incidents, improve the goodwill and ultimately reduce the insurance premiums.

COMMUNICATION AND CONSULTATION
During cultural assessment reasonable observations are noticed with respects to communication aspects. clear and big
Communication gap was between employees and supervisory personnel was very certain. Upright communication is a prin-
cipal element of the company to deliver their aims and objectives of the health and safety management systems require-
ments for effective implementations at the work places. The informal and in theory the most effective way is consultation the
employees is the health and safety committee. The health and safety committee aims and objectives are grasp its full
prospective if its authorizations are understood to renowned and both management and employee disquiets are extempora-
neously competed. There is no such accustomed guidelines on the scopes of the health and safety committee excluding
that it should be distinguishing of the entire companies commitments related with the safety culture. There should be triangle
tactic between employees, employer and senior management personnel’s. The health and safety committee should have
periodical meeting with employees and record their ideas and findings can be discussed with senior management commit-
tee. The Management active actions and their feed backs shall be shared to the employees during the safety committee
meetings Many formal and informal methods of communications evoked within the company .Because it is not always possi-
ble to guarantee the effectiveness of the informal routes. A number of more formal routes must be established to ensure that
safety issues are progressed.it is important not to underestimate the benefits that can be achieved through the informal
routes and as such these should be encouraged to complement the more formal approach. . This kind of attitude and feed-
backs will have more honest and attainable can have realistic outcomes on the company’s expectations for effective imple-
mentations in the bottom level. Numerous interruptions in health and safety get up due to poor communications. It is not de-
tached a persistent between management and employees – it is often a complicated in the other way or in fact at the same
level within a group. The Health and Safety Information’s to the Employees about Regulations requirements should be up-
to-date from the management
REVISION OF CONTRACT TERMS WITH CLIENTS
As explained previously about our business model which depends mainly on clients. We are providing the staff to client facil-
ities and most of the health and safety hazards are related to the equipment, activity, and environment. As these factors are
under client control and currently there are no such terms in the contract which can protect the health and safety rights of
staff working under the clients by law.
The terms should include minimum:
1. Initial risk assessment of client site should be conducted by QHSE Executive of XYZ Co Ltd as a mandatory requirement.
Hazards and their control recommended by QHSE should be addressed before the deployment of staff on the project.
2. The client should be held responsible for the health and safety responsibility of staff working under their control as mostly
supervision is by the client-side.
3. Equipment should be periodically inspected by a third party where applicable to ensure fitness and suitability for use.
4. Provision of safe working procedures as per the job nature.
5. Provision of welfare facilities as per the international standards of safety.
Workplace (Health, Safety and Welfare) Regulations 1992;
6. Evaluation for the competency and identification of training needs among the staff and mentioned who will provide the train-
ing and when.
7. Using the staff only as per the contract of service i. e staff deployed as cleaning labor should not be used as a forklift opera-
tor.
8. Personal Protective Equipment scope should be clear who will provide and what they include and type as recommended by
QHSE Executive during the initial risk assessment should be followed strictly.
These points once incorporated in the contract will make things very clear and implementation of safety will become easy.
Moreover, by initial risk assessment, it will be easy to evaluate the client for its commitment towards safety and once we

have these points incorporated in the contract we can use the contract as a reference for safety issues as well. This will re-
sult in the reduction of customer complaints, accident enforcement actions and a good part is that it will not involve a cost in
terms of money but only time and effort will be required which is an easier past than involving money.
PROVISION OF PPES
As discussed in the risk profile about the issues related to PPEs that they are either not available or not suitable according
to the task or their quality is very poor. Because of such issues, our staff is not protected from the hazard. Therefore I will
suggest the below points;
 While selecting international standeards ANSI and OSHA PPE regulations should be followed.
 Eye and face protection ANSI A87.1-1989
 Head protection ANSI Z89.1-1986
 Foot protection ANSI Z41.1-1991
 For hands protection there is no ANSI standard for gloves but selection must be based on the performance , chracteristics of
gloves in relation to the task to be performed.
 QHSE advice should be taken in the selection of PPEs in addition of fulfilling the above ANSI requirement.
 While slecting the gloves _____ and for face masks ______ and for selction of ear mufffs_____
 The appropriate stock of PPEs should be always available for the staff.
 A procedure should be developed for the issuance and replacement of damaged PPEs.
 Staff should be provided training so that they can have a good knowledge of proper use, storage, maintenance, and replace-
ment of PPEs.
This might be possible that the PPEs recommended by QHSE will be of high price for example currently we are having
safety shoes with a cost of 45 SAR but QHSE might recommend the shoes with a price of 140 SAR. It is an increase in the
cost but if we look deeply they might be cheaper than the 45 SAR shoes because of the reason that their life span is dou-
bled than those of cheaper. Importantly staff will be feeling comfortable resultantly they will always wear on-site and not use
their shoes so they will be saved from slip and other foot injuries, absenteeism, and sick leave ration will also be decreased
when they are comfortable on site. Moreover, the staff will be looking better in such shoes and staff satisfaction and com-
pany goodwill will be increased and our company commitment towards safety will be reflected in the PPEs our staff is wear-
ing.
For this as the existing cost is annually 1.2 million for PPEs as per the information provided by the supply chain department
which will be increased to 2.1 million if the above suggestion is accepted. This cost will be balanced after the first two years
and in the next two years, we will save more money than the previous as the consumption will be lesser than it is now be-
cause of their increased life span. So this decision will be best in terms of our staff satisfaction, company goodwill, positive
safety culture gesture and cost as well.
CONCLUSIONS AND RECOMMENDATIONS
This report aimed to evaluate the effectiveness of safety leadership, management, and workers' involvement in the company
to make recommendations that can improve the company's health and safety performance.
To achieve this aim, a comprehensive review of the safety management system within the organizations has been con-
ducted which yields in the below finding:
1. Safety leadership needs to be strong.

2. There should b a strong safety management system in place like OHSAS 45001,
3. Top leadership should be involved further to ensure more visible leadership and commitment.

4. Workers should be provided with good welfare facilities and standards should be maintained.
5. All clients where the workers are not provided with a safe working environment should be completed to ensure that our
workers are provided with a good and safe working environment including welfare facilities.
6. Health surveillance of all staff should be done periodically and records should be maintained and necessary advice or action
should be taken when any of XYZ Ltd Co staff’s health surveillance results are not up to the mark.
During the interviews senior management was found to be more than interested in the development of health and manage-
ment systems and is ready to support for the purpose in terms of resources in terms of time, money, and efforts as this will
give business benefits in return and improve the company goodwill. Moreover, they were also committed to conducting
safety tours, attending safety committee meetings, and providing priority to health and safety issues to show their interest
and commitment towards a visible felt leadership of safety and health within the organization, and a health and safety cham-
pion is already appointed (QHSE Director) who will represent QHSE in the board level meetings. The leadership is also sug-
gested to categorize the client with good, moderate, and poor health and safety environment within their facilities and negoti-
ate with them accordingly.
Moreover, the Project controllers and supervisors are recommended to provide the training related to safety so that they will
be able to identify and report the unsafe acts, conditions, health hazards, and poor hygiene and welfare facilities on their
project sites.
Moreover, the leadership likes the recommendation of having basic health and safety training so that they will be able to un-
derstand health issues and good practices accordingly during their site visits and to clients. Moreover it it is recommended
that the senior management should be more involved in day to day safety initiatives. This can give business benefits includ-
ing improved efficiency, staff morale and ultimately client satisfaction and can reduced the compensation claims, accidents
and enforcement actions.
Issues related to personal protective equipment quality and availability was also taken very seriously and the supply chain
department was also involved
Bibliography
Legislation
Guidance
Web Sources
Disclaimer

During the preparation of this report, a software called “Grammarly ’’ which was already installed in the system was used to
correct the grammar and spelling mistakes.
APPENDIX 1
Survey Questionnaire
Management Commitment
Survey Criteria Applicable to Yes No Remarks / Survey

Managers / Su- notes
SN pervisors
/ All
1 Does your organisation have a written for- All 99% 1% Some workers
mal HSE Policy? were unaware
2 Does the HSE Policy comply with the appli- Managers 100% -
cable legal requirements?
3 Is the Policy signed by the senior Most offi- Managers 100% -

cer?
4 Is the Policy displayed in all relevant work All 100% -

area?
5 Is the Policy available in local languages All 0% 100%

like (Hindi, Urdu, Kannada)?
6 Is the Policy Reviewed Periodically? Managers 52% 48% Policy not re-
viewed
Since 2017
7 Was the Policy communicated to you? All 95% 5% Some participants

opinioned that they
don’t
remember
8 Do you think that existing Policy reflects Managers and 98% 2% 2% opinioned that
Management Commitment towards Health Supervisors management com-
Safety and Environment? mitment lacking at
implementatio n
level

9 Do you think that organizations policy is Managers and 94% 6% Some of the Su-
appropriate to the nature and scale of orga- Supervisors pervisors were not
nizations OHS risk? clear with the
meaning of the
question
10 Does the policy reflect the OHS objectives Managers and 95% 5% Some of the Su-
and targets? Supervisors pervisors were not
clear with the
meaning of the
question
11 Whether the Policy is available to inter- Managers and 98% 2% Some Subcontrac-
ested parties including Subcontractors? Supervisors tor Management
were unaware
of the Policy
Training
SN Survey Criteria Applicable to Man- Yes No Remarks/Su

agers / rveyors notes
Supervisors / all
1 Are you satisfied with the existing train- Managers / Supervi- 95% 5% Some workers
ings regarding health and safety? sors/ All were unaware
2 Do you understand the health and safety All 90% 10% Some of the Su-
risks associated with your work? pervisors/ work-
ers were not
clear with the
meaning of the
question
3 Do you get any training related with spe- All 70% 30% Some of them
cific PPE for work? not received.
4 Is health and safety trainings appropriate All 80% 20% Some workers
for your job? were unaware

5 Are you satisfied with existing training Managers and Super- 70% 30% Need Review of
matrix? visors
training matrix
6 Do you believe that all the trainings are All 80% 20% Some workers
important for you?
were unaware
7 Are there trained first-aiders to handle All 5% 95% People are not
minor / major injuries? fully aware
whom to ap-
proach
8 Did the trainer demonstrate an expert Managers and Super- 98% 2%

knowledge on the topic in which you visors
have been trained on?
9 Do you believe that employees are ade- Managers and Super- 80% 20%
quately trained and competent for the visors
work allotted to them without risk?
Accident and Ill Health Prevention

Supervisors / All
1 Do you believe that all accidents can be All 95% 5% Some of work-
prevented? ers not sure.
2 Did you get appropriate instructions from All 89% 11% All Supervisors
a Supervisor before starting the work? not complete
STARRT
training.
3 Are you aware about evacuation proce- Managers / Supervi- 98% 2% Some workers
dure at work site? sors/ All were unaware
4 Is there any satisfied medical treatment 90% 10% Some of them

available in case of any diseases? not aware.

All
5 Do you have a written accident preven- Managers/ Supervi- 98% 2% Some of the Su-
tion program? sors pervisors/ work-
ers were not
clear with the
meaning of the
question
6 Are you satisfied with regard to follow-up Managers/ Supervi- 85% 15% Some of Super-
and measures taken after injuries and ac- sors visors com-
cidents have taken plained lengthy
procedures.
place?
7 Do you believe that the management will All 81% 19% Some of them
take appropriate action upon your report? not received any
feedback.
8 Do you feel confident in reporting inci- All 85% 15% Some of work-
dents or unsafe conditions? ers don’t know
the reporting
system
9 Do you believe that the company really Managers and Super- 90% 10% Some of them
learn from accident history, incident re- visors not aware.
porting etc.?
10 Do you believe existing safety inspec- Managers and Super- 85% 15% Failed to take
tions prevents accidents? visors action against
inspection re-
ports.
11 Are you satisfied with Safety observation 80% 20% English Lan-
card reporting system? guage
All
12 Are you satisfied with existing reporting 75% 25% Employees hide
system of near miss? near miss, fear-
ing reports, take
action against

All them.
13 Do you have proper awareness about the All 95% 05% Some of work-
unsafe acts and conditions leading to an ers not aware.
accident?
14 Are you satisfied with the response from 60% 40% Some of the Su-
site medical emergency team, after the pervisors com-
emergency call? plained, delay in
response
All
and action
15 Are the investigation reports serving as 85% 15% From last six
lessons learned and circulated amongst months not cir-
employees? culated
All
Communication

Supervisors / All
1 Are you satisfied with the two-way com- All 95% 5% Some of them
munication between you and your em- not aware
ployer?
2 Do you believe workers can easily ap- All 88% 12% Some of the
proach managers of any level if they feel workers not feel
they have a problem? confidence to
report
3 Does the organization communicate ef- All 91% 9% 9%

fectively and timely manner among em-
ployees? opinioned that
managemen t
commitment
lacking at imple-
mentati on level

4 Do you believe that the views of Man- Managers / Supervi- 94% 6% 6% HSE
agers, Supervisors, HSE Representa- sors
tives and Safety Committee are taken in staff opinioned
to account? that manage-
men t not con-
sider their views
5 Do you believe that regular, timely re- Managers/ Supervi- 95% 5% Some of the Su-
ports on health and safety performance sors pervisors were
are produced and distributed within the not clear with
organization? the meaning of
the
question
Competence

Supervisors / All
1 Do you feel more qualified and compe- Managers 85% 15% Some of them
tent people are required to implement the not respond
organization’s health and safety manage-
ment system?
2 Do you believe that without competency Managers 88% 12% Some of the su-
in health and safety issues can affect pervisors/ work-
your work areas? /Supervisors ers were not
clear with the
meaning of the
question
3 Do your manager / supervisor give you All 85% 15% Some of the
regular feedback and motivation? workers re-
spond, there is
no motivation
4 Do the managers ensure the competency Managers/ Supervi- 94% 6% 6%

of all people in health and safety mat- sors
ters? opinioned that
fail to imple-
ment.
Cooperation

Supervisors / All
1 Do you believe is there proper coopera- Managers 98% 2% Some of them

tion between internal and external agen- not aware.
cies?
2 Do you have arrangements in place for Managers 88% 12% 12%

monitoring cooperation between different
departments? /Supervisors opinioned that
managemen t
commitment
lacking at imple-
mentati on level
3 Are you satisfied with the cooperation of Managers 85% 15% Some of the
subcontractors? subcontracto rs:
/Supervisors poor coopera-
tion in safety
matters
4 Do you feel there is a need for more im- Managers/ Supervi- 91% 9% 9% respond im-
provement required for cooperation sors plement the cur-
among employees at site? rent system
properly.
5 Does the senior manager participate in Managers/ Supervi- 88% 12% 12%
health and safety meetings? sors
opinioned No
regular partici-
pation
Visitor Management

Supervisors / All

1 Do you maintain a register for visitor en- Managers 10 90 .
try?
2 Do you have arrangements in place Managers 5% 95%
for monitoring visitors’ movement? /Supervisors
3 Do you have zero tolerance policy Managers 100%

against visitor management?
4 Do you provide induction training to the Managers/ 30% 70% .

visitor when they visit?
Control

Supervisors / All
1 Do you feel only supervisors’ explanation All 95% 5% Some of work-

is enough to control about hazards at ers are not sure
work place and unsatisfied.
2 Do you have any system in place for Managers/Superv 90% 10% Lacking in im-
monitoring existing control measures to isors plementati on.
working effectively?
4 Do you feel that the existing control mea- 90% 10% Some of them
sures in the organization was effective not aware.
like engineering control, administration
control etc.?
All
5 Are you satisfied with the control mea- Managers/ Supervi- 98% 2% Some of the su-
sures of PTW? sors pervisors were
not clear with
the meaning of
the
question

6 Do you have adequate awareness about Managers/ Supervi- 80% 20% Some of the
different kinds of PPE and its control sors/ All workers not re-
measures? member it.
7 Do you know that the control measures All 98% 2% 2% workers

are mentioned in the permit on the event
of an emergency? don’t aware.
8 Is there a system of spot checks to en- All 99% 1% Some HSE rep-
sure that permits are being followed? resentativ es fail
to monitoring.
10 Are you satisfied with the safety control All 98% 2% 2% not aware
measure while working near plant and about control
equipment? measures
11 Do you believe that existing control mea- 100% -

sures implemented in accordance with
the assigned risk Managers/ Supervi-
sors
control priorities?
12 Do you feel the written procedures of the Managers/ Supervi- 100% -

organization is effective? sors
13 Do you feel that the existing control All 95% 05% Some of work-
solved the problems? ers not aware.
Welfare Facilities and Resource Allocation

agers rveyors notes
/Supervisors/all
1 Is there adequate rest shelter available in All 100%

work place?
2 Do you feel safety officers do a pretty All 99% 2% Some workers

good job? not aware.

3 Are you stisfied with Lunch break dura- All 98% 2%
tion?
4 Are you satisfied with existing first aid fa- All 65% 35%
cilities?
5 Are adequate drinking water stations All 100%

available?
6 Are you satisfied with the system for re- All 80% 20% 5% workers
placing PPE? need approval
from engineers
7 Are you satisfied with the arrangements All 100%

for safe custody and storage of PPE pro-
vided to the workers?
8 Do you feel emergency drill conducting All 85% 15% 15 %

regular basis?
supervisors not
aware about it
9 Is replacement of PPE a lengthy proce- All 85% 15% For replacement

dure? approval re-
quired Engi-
neers, HSE
dept. etc.
10 Have you have participated in any health All 90% 10%

surveillance program?


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CONTENTS

CRITICAL DOCUMENT REVIEWS............................................................................3

LEGISLATION ASSOCIATED TO SAFETY, HEALTH AND ENVIRONMENT – KSA

XYZ Co Ltd description.............................................................................................4

Role of QHSE Executive...........................................................................................6

Learner Number: 00290131

Priority given to safety by management...............................................................21

High quality safety training....................................................................................23

Participation and involvement...............................................................................24

Management visibility and approachability..........................................................25

Job satisfaction and Recognition..........................................................................27

Effective Communications and feedback.............................................................28

Conclusions and recommendations......................................................................32

Learner Number: 00290131

Conclusion and recommendations

Key issues and describe the measurable impact on performance

Moral, legal and economic persuasiveness

A4 page 2cm margin all sides

Learner Number: 00290131

To achieve the above aim, the following objectives will be fulfilled;

 Safety leadership role, involvement, and effectiveness will be considered qualitatively.

Learner Number: 00290131

CRITICAL DOCUMENT REVIEWS

Organisational document review:

LEGISLATION ASSOCIATED TO SAFETY, HEALTH AND ENVIRONMENT – KSA

XYZ CO LTD DESCRIPTION

Learner Number: 00290131

Manned Pest control & Landscaping Deep cleaning Security FM

Head of Head of Head of

Learner Number: 00290131

ROLE OF QHSE EXECUTIVE

Learner Number: 00290131

Learner Number: 00290131

REVIEW AND CRITICAL ANALYSIS OF HEALTH AND SAFETY MANAGEMENT AT

Learner Number: 00290131

Copyright © International Labour Organisation 1981

And as per the MOMRA Rules,

KEY HEALTH AND SAFETY RISKS AND THEIR ASSESSMENT

Learner Number: 00290131

Acceptable Risk = If the risk rating is below 8

High : Risk addressed is serious; action/control required urgently/immediately

Low : Minor risk, implement if/when resources available

Mostly the findings include:

 Operating without formal training and authorization.

Learner Number: 00290131

Risk Rating = Likelihood x Severity

Noise at Work Regulations 2005

EXPOSURE TO SOLVENT VAPORS:

Risk Rating = Likelihood x Severity

Management of Health and Safety at Work Regulations 1999;

Learner Number: 00290131

Risk Rating = Likelihood x Severity

Risk Rating = Likelihood x Severity

PERSONAL PROTECTIVE EQUIPMENT

Learner Number: 00290131

 The cost is involved in purchasing, installation, and maintenance.

Learner Number: 00290131

Learner Number: 00290131

Safety Representatives and Safety Committees Regulations 1977;

Learner Number: 00290131

Learner Number: 00290131

Learner Number: 00290131

Learner Number: 00290131

Learner Number: 00290131