UNIVERSITY OF MAURITIUS

FACULTY OF ENGINEERING

Mechanical and production engineering department

Assignment 1- Assessment of engineering activities on

environment

ENGINEERING MANAGEMENT MECH 4016Y

PROGRAMME: BEng (Hons) Mechanical Engineering Level 4

NAMES: BACHUN Naseerah 1316255

RAMSEWALK K.Teynidhi 1311167

SAUDAGUR Thejashveer 131765

SUJEEWON Baboo Kirti Kumarsingh 1313869

DATE SUBMITTED: 17th January 2017

Table of Contents
A. ACKNOWLEDGMENT ................................................................................................. i

B. ABSTRACT .................................................................................................................. ii

1 INTRODUCTION ......................................................................................................... 1

1.1 COMPANY BACKGROUND ................................................................................. 1

2 AIM............................................................................................................................... 3

3 OBJECTIVES ............................................................................................................... 3

4 PROJECT DESCRIPTION ............................................................................................ 3

5 LITERATURE REVIEW ............................................................................................... 6

5.1 HOT SPOT ANALYSIS .......................................................................................... 6

5.2 HEALTH AND SAFETY HAZARDS AND RISKS ASSOCIATED WITH OHSAS
18001 ................................................................................................................................ 7

5.3 JOB SECURITY ................................................................................................... 10

5.4 HRM POLICIES AND SYSTEMS ........................................................................ 12

5.4.1 HRM POLICIES ............................................................................................. 12

5.4.2 HRM SYSTEMS ............................................................................................ 14

5.5 CONDITIONS FOR POTENTIAL RE-DEPLOYMENT OF EMPLOYEES .......... 16

5.6 WORK CONDITIONS .......................................................................................... 18

5.6.1 LIGHTING ..................................................................................................... 18

5.6.2 NOISE ............................................................................................................ 19

5.6.3 WORK-RELATED WELFARE FACILITIES ................................................ 20

5.7 FORCE FIELD ANALYSIS .................................................................................. 21

5.8 EMPLOYMENT RIGHTS ACT ............................................................................ 23

5.9 EMPLOYMENT RELATIONS ACT ..................................................................... 26

 5.10 OSHA ................................................................................................................ 27

5.10.1 DUTIES AND RESPONSIBILITIES .......................................................... 27

5.10.2 SAFETY (MACHINERY) ........................................................................... 30

5.10.3 SAFETY (GENERAL PROVISION) ........................................................... 32

5.10.4 SAFETY AND HEALTH (SPECIAL PROVISION) ................................... 35

6 DATA COLLECTION METHODOLOGY .................................................................. 36

7 ANALYSIS AND DISCUSSIONS .............................................................................. 36

7.1 POTENTIAL IMPACTS OF THE PROJECT ON THE ENVIRONMENT AND THE

SOCIETY USING THE HOTSPOT ANALYSIS METHOD ........................................... 36

7.2 POTENTIAL HEALTH AND SAFETY HAZARDS AND RISKS ASSOCIATED

WITH THE PROJECT USING OHSAS 18001 ................................................................ 37

7.3 IMPACTS OF THE PROJECT ON JOB SECURITY, HRM POLICIES AND

SYSTEMS AND WORK CONDITIONS......................................................................... 39

7.3.1 JOB SECURITY ............................................................................................. 39

7.3.2 HRM POLICIES AND SYSTEMS ................................................................. 41

7.3.3 WORK CONDITIONS ................................................................................... 42

7.4 POTENTIAL RESISTANCE TO CHANGE USING FORCE FIELD ANALYSIS 44

7.5 COST-BENEFIT ANALYSIS ............................................................................... 45

7.6 ALIGNMENT OF THE PROJECT WITH EMPLOYMENT RIGHTS ACT,

EMPLOYMENT RELATIONS ACT, OCCUPATIONAL SAFETY AND HEALTH ACT
AND ENVIRONMENT PROTECTION ACT ................................................................. 50

7.6.1 EMPLOYMENT RIGHTS ACT ..................................................................... 50

7.6.2 EMPLOYMENT RELATIONS ACT .............................................................. 51

7.6.3 OSHA ............................................................................................................. 52

7.6.4 ENVIRONMENT PROTECTION ACT .......................................................... 59

8 REVISED PLAN ......................................................................................................... 60

 8.1 THE CHANGES IN HRM REQUIRED ................................................................. 60

8.2 THE CHANGES IN SAFETY MANAGEMENT ................................................... 60

8.3 THE CHANGES IN PREVENTION POLLUTION MANAGEMENT ................... 61

8.4 MEASURES REQUIRED TO MANAGE RESISTANCE TO CHANGE ............... 62

9 CONCLUSION ........................................................................................................... 63

10 REFERENCING .......................................................................................................... 64

11 ANNEX ....................................................................................................................... 67

List of Figures

Figure 1 Overall hierarchy of the company ........................................................................... 2

Figure 2 Project Overview ............................................................................... 4
Figure 3 Schematic of the water distribution system.............................................................. 5
Figure 4 Appropriate lightning intensity for different type of work ..................................... 19
Figure 5 Appropriate noise level for different type of work ................................................. 19
Figure 6 Analysing forces interaction between the rock, table and ground........................... 22
Figure 7 Force field analysis as per Lewin’s theory ............................................................. 22

List of Tables

Table 1 Rating for likelihood ................................................................................................ 8

Table 2 Rating for severity .................................................................................................... 9
Table 3 Risk Matrix .............................................................................................................. 9
Table 4 Action priority ........................................................................................................ 10
Table 5 5x5 risk assessment matrix ..................................................................................... 39
Table 6 Risk Matrix ............................................................................................................ 39
Table 7 Cost table ............................................................................................................... 49
Table 8 Conformity with Part II in OSHA ........................................................................... 54
Table 9 Conformity with Part V in OSHA ........................................................................... 55
Table 10 Conformity with Part VI in OSHA........................................................................ 57
Table 11 Conformity with Part VII in OSHA ...................................................................... 58
 A . A C K N O W LE D G MEN T
It is a genuine pleasure to express our deep sense of thanks and gratitude to our mentor, Mr.
TOOLSY Bhoomitra Sharma. His dedication and keen interest above all his overwhelming
attitude to help his students had been solely and mainly responsible for completing our work.

This project would not have been possible without the help of so many people. It was the
product of large measure fortuitous encounters and acquaintance with people and also
perseverance, determination and team work of the four of us. Opinions were respected and the
work was done with full courage. Cheers and Thank you all.

Last but not least, I would like to thank all the people who have in a way or the other made the
realization of this project possible.

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 B . A B ST R A C T
For this assignment, the project of Le Parc de Mont Choisy was chosen whereby Manser Saxon
enacts as the sub-contractor catering for plumbing, electric services and interiors. A focus
groups was carried out to collect the data needed for analysis. The different managerial
problems encountered on site were then analyzed and reasonable measures were put forward
to help with aforementioned conundrums.

ii
1 INTRODUCTION

1.1 COMPANY BACKGROUND

Manser Saxon is a Mauritian engineering firm, engaged in the promotion and realization of
engineering projects in the following fields:

 HVAC (Refrigeration and air conditioning systems)

 Electrical services
 Plumbing services/ Public Health
 Interior decoration (woodwork and aluminium)

The company has been in operation for 18 years now, having 1600 employees and contracting
big projects such as Cargo Village at the SSR International Airport and LPMC’s villas and
apartments. The company has a progressive business posture and is recognized for its
unmatched level of capabilities and commitment to provide better and reliable services. The
overall hierarchy of the company is as shown in Figure 1.

1
 Operations manager
(Visham Khoody)

Contracts manager
(Stewart Larose)

Site engineer Senior site supervisor Quality control

(Bunty Bullywon) (Vishal Boodhun) (Nandkumar
Pathak)

Storekeeper
(Vivian Pogi)

 3 Peninsula  2 storeys PVGV

storeys  35 villas
 Blocks (29 PV, 6
A, B ,C GV)
,D, E, F,
Site supervisor Site supervisor
K
(H.Seechurn) (H. Utile, K.Figaro)

Team leaders
Team leaders
(Steeve, Mario)
(Vincent, Eric)

Plumbers
Plumbers (Grade 1, 2, 3)
(Grade 1, 2, 3)

Helpers
Helpers Figure 1 Overall hierarchy of the company

2
2 AIM
The aim of this undertaking is to conduct an assessment of the engineering activities
concerning a project on the environment.

3 OBJECTIVES
The objectives are as follows:

1. With the help of the hotspot analysis method, it is required to assess the potential impacts
of the projects on the environment and the society.
2. To conduct a risk assessment associated with the project using OHSAS 18001.
3. To identify the impacts of the project on job security, HRM policies and systems,
potential re-deployment of employees and the work conditions.
4. Use the force field analysis to identify the potential resistance to change.
5. To conduct a cost benefit analysis
6. Check the conformity of the project with Employment Rights Act, Employment Relations
Act, OSHA and Environment Protection Act.
7. To develop a revised plan for the project, based on the findings, indicating the changes in
HRM required, changes in safety management, changes in preventing pollution
management and the measures required to manage resistance to change.

4 PROJECT DESCRIPTION
The main project is the construction of Le Parc de Mont Choisy which consists of the
following:

 Peninsula
 Parc villa and golf villa
 Banyan villa and Banyan Grove
 Island signature villa

Manser Saxon has been assigned the construction of piping systems for water distribution and
HVAC systems for those villas. The main products used for piping are PEX A/ PPR/ PVC
PN10/ HDPE PN 10, elbows, connectors, butterfly valves, pressure relief valves and ball
valves. A schematic of the water distribution system in shown in Figure 3.

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 Mont Choisy
Property Dev Ltd
(Client)

Hooloomann & Consultec Xclusive Visio Yadav Servansingh

Associates Ltd (M & E Concept (ID) (Architect) (Structural
(Project Manager) Consultant) Engineer)

Le Parc De Mont Choisy

Peninsula PVGV BVBG ISV

(Parc Villa & (Banyan Villa & Banyan (Island Signature
Golf Villa) Grove Villa)

Rehm Grinaker Square Deal Construction Gamma Construction

(Main Contractor) (Main Contractor) (Main Contractor)

Subcontractor
s

Manser Fitout Watertec

Saxon h
Plumbing

Pergola
Electrica Pools and

l ponds

Interiors
(Woodwork,
Aluminium) Figure 2 Project Overview

4
HVAC
 Mains

Solar Bathtub Sink Shower Washing Dishwasher Fridge Water

utilities Basin Closet

Hot water return

Gully Grease Floor Bottle Gully

Trap Trap Drain Trap Trap

Manhol
e

Lifting
Statio
n
Key:
Water
Hot water supply – Treatment Plant

Hot water return –

Waste and sewer – Water used for

irrigation/cleaning
purposes
Figure 3 Schematic of the water distribution system

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The beneficiary of the project is Mont Choisy Property Dev Ltd and the implementers are
Rehm Grinaker, square deal construction, gamma construction, Manser Saxon, Fitout and
Watertech.

5 LITERATURE REVIEW

5.1 HOT SPOT ANALYSIS

Hotspot analysis is a methodology used to assess the potential impacts of a project or product
on environment and the society. The outputs from this analysis can be used to identify potential
solutions, that can be used to minimize the impact and choosing the most economical,
sustainable and reliable solution. They also allow for the prioritization of resources and actions
in industry sectors, product categories or individual products that really matter by virtue of
their environmental, social and ethical impact profile and economic value in the ec onomy.

The objective is to use life cycle assessment to identify hotspots of potential environmental
impacts of the project. Life cycle assessment is a tool for examining the total environmental
impact of a product through every step of its life-from obtaining raw material all the way
through making it in a factory, selling it in a store, using it in a workplace and disposing of it.
There are basically 4 steps in life cycle assessment which are listed as follows:

 Define goal and scope:

1. Select product or activity

2. Define purpose of study (comparison? Improvement?)
3. Fix boundaries

 Inventory analysis:

1. Identify all relevant inputs and outputs

2. Quantify and add (Data are in terms of energy consumed, emission amounts etc.)

 Impact analysis:

1. Determine the resulting environmental impacts

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  Interpretation:

1. Use value judgement to assess and/or in relation to the objectives of the study

5.2 HEALTH AND SAFETY HAZARDS AND RISKS

ASSOCIATED WITH OHSAS 18001

The majority of the workplaces must conform to the minimal facility standards as contained in
the Workplace (Health, Safety and Welfare) Regulations 1992. The factors to which there need
to set parameters and requirements by the Workplace (Health, Safety and Welfare) Regulations
1992 are listed below;

1. Regular and systematic maintenance;

2. Ventilation;
3. Temperature;
4. Lighting;
5. Cleanliness;
6. Absence of overcrowding;
7. Sedentary comfort;
8. Safety underfoot/floors;
9. Freedom from falls and falling objects;
10. Structural integrity and stability;
11. Doors and gates;
12. Windows and window cleaning;
13. Escalators and travelators;
14. Pedestrian traffic routes;
15. Vehicular traffic routes;
16. Sanitary conveniences/washing facilities;
17. Drinking water;
18. Clothing accommodation and
19. Rest/meal facilities.

(NQA, 2009).

The risk assessment to be conducted shall take into consideration all the factors mentioned
above (NQA, 2009).

A risk assessment is to examine to what extent the activities performed in a workplace could
cause to the employees. Then a weightage is done to analysis whether or not the precautions

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taken are enough. If not, then the precautions should be reviewed. The aim is to make sure that
no one gets hurt or becomes ill (NQA, 2009). The steps for a risk assessment is as follows;

1. Identify the hazards, for instance electrical, fire, tripping, falling objects and son on;
2. Decide who might be harmed and how;
3. Evaluate the risks and decide whether the existing precautions are adequate or whether
more should be done;
4. Record your findings and
5. Review your assessment and revise it if necessary.

(NQA, 2009).

The hazards must either be eliminated, substituted, controlled or minimized wherever

practicable (NQA, 2009).

The 5×5 Assessment Method is suggested by OHSAS 18001 whereby each identified hazards
are measured against its likelihood and its severity (NQA, 2009).

Likelihood (Probability)

Ratings Definition

5 Very likely to occur/ has occurred

4 Probable

3 Possible

2 Remote

1 Improbable

Table 1 Rating for likelihood

Source: NQA, 2009

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 Severity (Consequence)

Ratings Definition

5 Fatal outcome

4 Major injury

3 Three day injury

2 Minor injury (First Aid treatment only)

1 Accident/ incident where no injury occurs

Table 2 Rating for severity

Source: NQA, 2009

5 5 10 15 20 25

4 4 8 12 16 20

3 3 6 9 12 15
Likelihood

2 2 4 6 8 10

1 1 2 3 4 5

1 2 3 4 5

Severity

Table 3 Risk Matrix

Source: NQA, 2009

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 Action Priority

1 Immediate

Urgent–ASAP after
2
immediate

3 Planned

4 For consideration

Table 4 Action priority

Source: NQA, 2009

5.3 JOB SECURITY

Job security is a guarantee that a person will not lose his job and become unemployed. He will
continue to work in the same firm that he was working and the job may be from the terms of a
contract of employment, collective bargaining agreement, or labor legislation that prevents
arbitrary termination (USLegal, 2016). Job security may depends on the company economy
and also the employee working capacity. Government jobs and jobs in education, healthcare
and law enforcement are considered very secure (Ryan, 2016).

There are many reason for which people look for job security namely:

1. Career Stability

Job security ensures a stable job with regular salary. There is no need of worrying over
monthly bills and depts. It also helps a person to plan for his future, such as building
his status in a chosen field and build up plenty of savings for retirements (Hunt, 2007).

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 2. Improved Motivation

Job security is a good motivator. If a person knows that he has a job security, he will
try to work harder and perform better at work. This will be beneficial for the company
and this is one of the reason why some companies offer its employees stock options or
performance and retention bonuses, if the budget allows (Heibutzki, 2016).

3. Looks Better on Your Resume

Working in a firm for a long period carries weight in the job market showing that u r
a stable and a reliable worker. When there are many jobs in a person resume, we get
the impression that the person may have not perform good at work or had got bored
with jobs too quickly (Bortz, 2016).

4. Considerations

For a person to work within a company throughout this working age is very rare
nowadays. This is because he has to stay current with changing industry trends, skills
and technologies, and going the extra mile in his job, and this can help him build a
secure and stable career (Heibutzki, 2016).

In many companies, job security is given to employees according to their performance and
attitude. For a person to ensure his job security he has to develop an Exceptional "Personal
Brand" at Work (Brennfleck, 2007). There are many strategies through which this can be done,
namely:

1. Be a problem-solver, not a problem-maker

The employee must find out problems faced by the firm and try to find solutions to these
problems (Norb, 2015).

2. Stand out by being a consistent contributor

Become an "other-focused" person who is able to see opportunities where the employee
can use his skills to solve problems, develop new clients, save the company money and
so on (Brennfleck, 2007).

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 3. Increase your value to the organization by doing what others won't
A worker can increase his value by doing voluntarily the necessary jobs, that needs to be
done in the company and that other would not do (Smith, 2016).

4. Solicit feedback from your boss

When an employee asks his boss how is his/her performance and whether anything needs
to be improved in the way he/she works increases his/her respect in the company. This
will help the employee to learn about his/her mistakes and try to correct them (Lavoie,
2015)

5. Develop a solid portfolio that documents your value to the organization

An employee should keep all his/her daily records and achievements and in the company
because we cannot assume that the boss is aware of that for all his/her employees. This
documentation can be used for updating his/her resume, building his/her self-confidence,
preparing for performance evaluations and making a case for requested pay raises or
promotions (Brennfleck, 2007).

6. Keep current in your professional knowledge and skills

While working in a firm, employees should take advantage to increase their knowledge
and skill. This may be done by means of professional development opportunities such as
conferences, training, certifications or additional degree (Mills, 2013).

5.4 HRM POLICIES AND SYSTEMS

5.4.1 HRM POLICIES

‘A policy is a formal statement of a principle or rule that members of an organization must
follow. Each policy addresses an issue important to the organization's mission or operations
(hrcouncil, 2016).

‘A procedure tells members of the organization how to carry out or implement a policy. Policy
is the "what" and the procedure is the "how to".’ (hrcouncil, 2016)

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Policies serves many importance in a company, namely:

1. Communicates on how things are expected to be done at an organization.

2. Keeps the organization in compliance with legislation and provide protection against
employment claims.
3. Helps to record, analysed and implement the best practices needed for the organization.
4. Ensures that there is consistent treatment of staff, fairness and transparency.
5. Help management to make decisions that are consistent, uniform and predictable.
6. Protect individuals and the organization from the pressures of expediency (hrcouncil,
2016).

Human Resource policies are guidelines which a company intend to adopt in managing its
employees. They defined the notion and principles of the company on how the employees are
treated (Farndale, 2015). There are templates which are available for HR polices but for some
specific companies policies have to be developed for the task they undergo. The different steps
of developing a HR policies are as follows (Ogunlari, 2014):

 Step 1: Establish need for a policy

 Step 2: Develop policy content
 Step 3: Draft the policy
 Step 4: Write the procedure
 Step 5: Review of the policy by key parties
 Step 6: Approve the policy
 Step 7: Implement the policy
 Step 8: Policy review and update
 Step 9: Communication of changes to the policy

Why is HRM policies important?

When a new employee join a company, a handbook of the company policies is handled to him
(Entrepreneur Media, 2005). All these policies are explained in an orientation session, by the
owner, manger or HR representative, to make the worker aware of what are the rules and the
type of behaviour and action that is acceptable in the company (Gill, 2011).

13
The new employee is given time to go through each company policies and then an
acknowledgement of receipt is given to him/her. He has to sign the receipt confirming that he
is aware of these policies and agree to go along with all the rules (Kabene, 2006). This creates
a sense of accountability in each employee and allows the employer to more easily take
disciplinary action, up to and including termination, in the event that the employee knowingly
and wilfully violates the company policies (Demo, 2012).

HR policies usually consist of a code of conduct. A code of conduct is a list of all the actions
and behaviours that is not acceptable in the company, for example, the use of obscene or
threatening language or bringing weapons to the workplace, as well as the consequences for
participating in these actions (Banach, 2016). The HR policies usually go along with federal
or employment laws or the company’s culture, vision or mission to set workplace standards.

HR policies ensure not only that all employees follow the rules, but also that managers
consistently enforce them. This eliminate discriminatory treatment and perceived favouritism
of employees by requiring that a pre-established chain of disciplinary actions be followed in
the event that a policy has been violated (Strandberg, 2009). All employees who commit the
same or similar action must be disciplined in the same manner. Although this varies by
employer and the severity of the violation, a common disciplinary action plan consists of a
succession of an oral warning, written notice and termination. Serious actions such as sexual
harassment typically bypass this process and lead straight to dismissal from the company
(Paauwe, 2004).

5.4.2 HRM SYSTEMS

HRM systems are combinations of human resource management and information technology
to carry out the HRM work. A HRMS may help to revolutionize a workplace (Sampurna,
2016). All the repetitive and time consuming task associated with human resources
management frees up some of the companies most valuable employees and allows the focus to
shift to culture, retention, and other highly impactful areas (LLC, 2016).

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Function of HRM Systems

The function of the HRMS is to carry the tracking employee histories, skills, abilities, salaries,
and accomplishments in the HRM department (Choudhary, 2012). HRMS also assist the
following task:

 Managing payroll
 Recruitment and on boarding
 Gathering, storing, and accessing employee information
 Keeping attendance records and tracking absenteeism
 Performance evaluation
 Benefits administration
 Learning management
 Employee self-service
 Employee scheduling
 Analytics and informed decision making (Agarwal, 2015).

Types of Human Resource Information Systems

There are for main types of HRIS, namely:

1. Operational HRIS
Operational HRIS is mostly used by managers. It helps the Manager with all the required
data to support routine and repetitive human resource decisions. It involves the following
systems:
 Employee Information Systems
 Position Control Systems
 Performance Management Information Systems (Mike, 2015)

2. Tactical HRIS
Tactical HRIS helps managers to take decisions which is beneficial for the company. It is
divided into the following subsections:
 Job Analysis and Design Information System

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  Recruiting Information Systems
 Compensation and Benefits Information Systems
 Employee Training and Development systems (Rietsema, 2016).

3. Strategic HRIS
Strategic HRIS provides an idea of a good working force and work labor. It comprises of the
following:
 Information Systems Supporting Workforce Planning
 Specialized Human Resource Information Systems Software (Mike, 2015).

4. Comprehensive HRIS
The introduction of Human Resource Information System has created an integrated database
of human resource files, employee files, position, skills inventory files, affirmative action
files, job analysis and design files, occupational health and safety files, and many other
human resource files. This has facilitated the search of any such document. When such type
of document is needed, the program itself can generate a report for the information needed
(Majumder, 2016).

5.5 CONDITIONS FOR POTENTIAL RE-DEPLOYMENT OF

EMPLOYEES

Why is re-deployment important?

 To balance the needs for effective and competent staff with its legal obligations as an
employer
 To enable the organisation to meet its legal obligation to re-deploy any employee who
cannot continue in his current role into a suitable available alternative role
Employees who require re-deployment:

 Employees who have been advised that they are at risk of redundancy in case of an
organisational change
 Employees with a disability that has been advised by a specialist regarding their current
roles
 Poor performance and non-disciplinary acts can lead to re-deployment

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  Employees with a year or more continuous service whose fixed term contract is due to end
within three months
In case of re-deployment, a suitable alternative role for the employee to undertake can be of
the following characteristics:

 The job should be more or less similar in nature to the employee’s current job or can be
regarded as a step further in the career of the employee.
 No significant difference between the essential criteria of the role and the redeployees
qualifications, skills and experience.
 The employee should be able to meet the requirements of the person specification within
the trial period (normally a period of 4 to 12 weeks) and with reasonable support and
training.
 The job should be on the current level as the employee or no more than one level below it.
 Any loss in status should be eased by allowing the employee to grow in the job following
development activity.
Responsibilities:

The effective re-deployment of staff requires the collaboration of:

 Managers with the staff to re-deploy

 The employee requiring re-deployment
 Human resources
Managers with staff to re-deploy:

Managers are required to support the employee requiring re-deployment by:

 Considering vacancies within their own department that might be suitable

 Advising the employee of other vacancies within the organisation
 Regular meetings with the latter to review progress
 Where requested, arranging interview skills workshop through the human resources
department for the employee to attend
 Allowing the employee enough time off for job search and to attend interviews
Employees requiring re-deployment:

Employees requiring re-deployment are responsible for:

 Giving serious consideration to any vacancies of which they are alerted and where
appropriate, applying for these in good time.
 Not unreasonably refusing any offers of suitable alternative employment.

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Managers with suitable vacancies:

Managers with suitable vacancies have the following responsibilities:

 Should carefully consider the qualifications, skills and experience of any redeployee
against the essential criteria of the role being advertised in consultation with higher
management.
 Where there is a gap between the redeployee’s skills and experience and the essential
criteria of the role, considering whether the redeployee could reach the required standard
within a reasonable time frame with support and training.
 Providing feedback on the outcome of the selection process to the redeployee (Employee
Requiring Re-deployment).
 Effectively managing the trial period.
Human resources:

The human resources contact is responsible for:

 Arranging for independent specialist advice through Occupational Health or Access to

Work where necessary.
 Supporting managers, in meeting their responsibilities under this procedure.
 Regular meetings with redeployees and their managers to review progress.
 Ensure that the redeployee understands their rights and entitlements in law.

5.6 WORK CONDITIONS

5.6.1 LIGHTING
Figure 4 below shows the different minimum light intensity for various works conducted.

18
 Figure 4 Appropriate lightning intensity for different type of work
Source: ILO, 1992

5.6.2 NOISE
Figure 5 below shows the allowable noise level for a daily duration of work.

Figure 5 Appropriate noise level for different type of work

Source: ILO, 1992

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5.6.3 WORK-RELATED WELFARE FACILITIES
Drinking-water:

In order to operate all working processes adequately, safe and cool drinking water is primordial
most essentially in hot environment. Fatigue can increase drastically in its absence causing
downfall of productivity. Therefore, convenient points should be accessible with water-
dispenser with drinking water and must be clearly marked as safe drinking water. It should be
provided in tap facility or contrarily suitable storing vessels must be used and renewed with
all practical steps undertaken to avoid contamination (ILO, 1992).

Sanitary facilities:

All workplaces must consist of hygienic sanitary facilities. Toilet facilities with separate
sections for men and women must be provided and must be conveniently located. Washing
rooms must be placed with adequate washing facilities consisting of washbasins, soaps and
towels (ILO, 1992).

First-aid and medical facilities:

Facilities for first-aid is primordial as well and must be readily accessible to workers at the
workplace in case of accidents or unforeseen sickness and they are directly related to the safety
and health of the workers. First-aid boxes must be clearly marked and located and they must
contain only first-aid requisites of only prescribed standard. A qualified person must be in
charge of it. A stretcher also is desirable as a suitable means for transporting injured persons
to a secured placed for medical attention (ILO,1992).

Rest facilities.

The workplace must include resting facilities with appropriate seats, rest -rooms, waiting-
rooms and shelters. They must be able to help the workers to recover from muscular stresses
and fatigue and be quite isolated from a noisy and polluted environment. Chairs and benches
with backseats must be efficiently provided and maintained with occasional seats for works
who need to operate in standing postures. Rest-rooms must also allow the workers to recover
during meal and rest intervals (ILO, 1992).

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Child-care facilities.

Employing working mothers has been fruitful and effective for most employers but the main
issue which arises, is caretaking of their children. Child-care facilities including crèches and
day-care centers must be provided. The centers must be secure, clean and airy conditions and
the children must be well looked after by qualified staff. Food, drink, education and play must
be accessible to them as well.

Recreational facilities.

Recreational facilities must also offer workers the opportunity to spend their free time by
performing leisure activities either physical or mental games of their own well -being. It can
also help considerable to improve social relations within the enterprise and professional
relation in long term. Therefore, halls for recreation with proper indoor and outdoor games,
reading-rooms and libraries, small clubs for dominos and card games, as well as picnics spots
and cinemas for audio-visual distractions. Additional and vocational training courses can also
be introduced (ILO, 1992).

5.7 FORCE FIELD ANALYSIS

Lewin’s force-field analysis is a powerful tool when it comes to change management. To

explain this concept, a very basic scientific theory of a rock sitting on a table is used.

21
 Figure 6 Analysing forces interaction between the rock, table and ground
Assuming friction is negligible, the forces due to which the rock stays put are gravity and the
normal reaction that is a restraining force, of the table on the rock. By extension, to disturb the
state of static equilibrium, either the gravitational pull should be increased or the restraining
force should be further weakened.

Likewise, in an organisation, to upkeep a certain balance, there are driving forces and
restraining forces.

Figure 7 Force field analysis as per Lewin’s theory

22
 Source: Lewin’s force field analysis explained, 2016

Case in point, to bring about a change in an organisation, desirable factors which make change
appealing to people should be strengthened whereas the off- factors, which make people shy
away from change, should be undermined.

The standard list of procedures is as follows:

1. What needs to change?

2. What do I want?
3. What are the factors supporting the aforementioned change?
4. What are the factors working against it?
5. Bolster driving forces and restrict or eliminate restraining forces whilst considering the
effect of upsetting the equilibrium on the organisation and its environment.

5.8 EMPLOYMENT RIGHTS ACT

The Employment Rights Act, drafted in 2008, submitted in February 2009 and last amended
in May 2015 tackles various issues ranging from agreements, the minimum age for recruitment,
hours of work, remuneration, other conditions pertaining to the job such as sick and maternity
leaves, entitlement of workers in the sugar industry, termination of employment, laying off
employees, workfare programme, compensation, violence at the place of work, job contractors,
administrations and records, the national labour advisory council and some other matters. The
act has consolidated the old law and the principles underpinning the employment contract.

1. Agreements:

This section tackles issues such as discrimination, content and relevancy of a contract, written
particulars of a work agreement which has to be submitted to the personal secretary within 30
days, the situations which halt the continuous employment of a worker, the grounds on which
a full-time employee is chosen and conditions concerning employees performing part-time
jobs.

23
 2. Minimum age for recruitment:

One cannot employ someone under the age of 16 and whilst employing someone below 18,
special care should be taken so as to ensure the health and education of the former is not
jeopardized. The employer should have individual in-depth records of all the young persons
employed.

3. Hours of work:

This tackles the normal working hours for people working on a full-time basis, for
watchpersons, rest days, conditions associated with shift work, overtime and working on public
holidays, the basic hourly rate, meal break after a period of 4 consecutive hours of work and 2
tea breaks of 10 minutes or a tea break of 20 minutes and a meal allowance for workers working
for more than 2 additional hours on top of their normal working schedule.

4. Remuneration:

This bit talks about how the same job performed should yield same amount of remuneration.
Also, remuneration should be provided on a monthly basis or on a shorter span of time and
unless otherwise agreed should be in the form of a legal tender. It should also be accompanied
with a pay slip which is to be signed by the receiver. How the employee chooses to spend his
acquired salary is of no concern to the employer. Deductions made have to be properly backed
up. It also deals with payment of remuneration under special conditions such as climatic
conditions, power failure and breakdowns whereby work is halted, to part-timers and upon
termination of contract.

5. Other conditions:

This expands on transport provided to employees, annual, sick, maternity and paternity leaves,
medical facilities provided given that there are at least 10 employees on site of work.

6. Entitlement of workers in sugar industry:

This section lays emphasis on protecting the job of workers in the cane industry and workers
employed by job contractors.

24
 7. Termination of agreement:

This part covers notice of termination and protection against the latter.

8. Laying off employees and closing down the company:

This emphasizes on consultation with the trade union and redundancy of the workers prior to
dismissing them. It also states the different laws protecting the employee after the latter has
lost his/her job with the justified closure of the company. If closure is unjustified, lawsuits
may be filed against the employer.

9. Workfare programme:

This was set up so employees could benefit from payment of a Transition Unemployment
Benefit when their agreement has been terminated whilst going for job placements, training,
and allocation of new skills or starting up their own small businesses.

10. Compensation:

This covers the severance allowance, that is the money allocated to a worker when the latter
has been laid off, the recycling fee which is due to a terminated worker and is paid to the
National Pensions Fund, gratuity on retirement or death, death grant upon the death of hi s
employer of not less than 12 months, termination of the appointment and compensation rules
for contractual workers.

11. Violence at the place of work:

This condemns acts like harassments, assaults, bullying, threatening, be it verbally or

physically on the site of work.

12. Job contractors:

This section clears the pathway between the employer and the job contractor and states that
the worker should be able to benefit from the same remuneration as he/she would have without
the intervention of the job contractor.

25
 13. Records and administrations:

Employers of 10 or more workers should hold a register of employees. Records pertaining to

remunerations paid, labour inspections carried out, should be kept. It also states that the
Permanent Secretary has the power to make enquiries or summon anyone when he/she has
clear reasons to believe that an offence has been committed by an employer and gives workers
the right to file a complaint against their employer.

14. National labour advisory council:

This council comprises of an equal number of representatives standing up for the employers
and those representing the employees. The council, presided by a Chairperson, advises the
Minister on any matter regarding labour and employment.

15. Miscellaneous:

This part talks about protecting the employee from any liability if he/she had good intentions,
the various offences, regulations and consequential amendments.

5.9 EMPLOYMENT RELATIONS ACT

Part IV sub-part A:

This part states that operators have the right to form a trade union within the company a nd the
employer should not restrain them in doing so. It also stresses on the fact that top management
should have no say in the trade union’s decisions and activities.

Part V sub-part B:

This part states that the trade union may apply for recognition to the employer as a bargaining
agent with relevant documents.

26
5.10 OSHA

According to Occupational Safety and Health Act, various rules and regulations must be
strictly followed by the employer and/or employees whenever a work is being performed. The
sections below briefly outlined the rules to be followed by the concerned person when
conducting a job for the specified project mentioned in Section 5.

5.10.1 DUTIES AND RESPONSIBILITIES

 Special duties of employers using machinery

Whenever using a machine which is consuming or generating 750 kilowatts of power, only a
registered professional engineer shall be employed to handle such machinery. Also, the
Director of the Occupational Safety and Health should be notified about the employment of
the registered professional engineer. It should be noted that the latter may either be employed
on a full-time or part-time basis and shall not be implied in more than 3 places of work for
such capacity (OSHA, 2005).

If the machine being used consume or generate less than 750 kilowatts of power, a competent
person shall be employ to handle the machinery (OSHA, 2005).

 Prohibitions of young persons

No young person shall be employed for dealing with explosives, heavy metals (including lead
and mercury), working in the forestry and construction sector, working or being exposed to
any form of asbestos, to benzene or any other harmful organic solvents, aromatic amines, and
to prescribed noise and vibration, working in compresses air or in confined spaces and any
work harmful to the health and safety of that person (OSHA, 2005).

 Duties of employers regarding Safety and Health Officers

Any Safety and Health Officer shall be given enough time and required resources to be able to
perform his duties (OSHA, 2005).

A means for recording, the findings and recommendations after an inspection or any other
related information, shall be provided to the Safety and Health Officer (OSHA, 2005).

27
  Risk assessment by employer

Within 30 days from the start of operation, every employer shall make an assessment of any
risk related to the safety and health of the employees during work and of any person connected
with the work. In addition, the assessment must include any measures the employer must put
forward so as to comply with the requirements imposed on him by this Act (OSHA, 2005).

The assessment made by the employer shall not exceed 2 years without being reviewed. The
reason for it to be less than 2 years is either because the Permanent Secretary declare the
assessment to be invalid or sue to a significant change in the related matters in the assessment
(OSHA, 2005).

If the assessments made as per mentioned above do not meet the requirements of this Act, the
employer shall introduce measures within the shortest possible delay (OSHA, 2005).

 Exposure to serious and imminent danger

It is important that the employer establish do’s and don’ts regarding an event of implying
serious and imminent danger to any person whilst performing his work. The procedures to be
followed must be clearly spoken out. Moreover, the procedures must be carried out by a
sufficient number of competent person. It is also important the only employees who have
received adequate safety and health instructions shall be allowed to have access the area
(OSHA, 2005).

The procedures mentioned above are based on to inform any concerned employee (who is
exposed to serious and imminent danger) of the nature of the hazard and how to protect him
from it. The employee affected shall be evacuated from that area to a safer one. Furthermore,
the employee shall not be working in any similar circumstances unless in an exceptional case
for reasons duly documented (OSHA, 2005).

 Duties of employees

The duty of the employees is to take equitable care, related to safety and health, of himself and
any other people exposed to the undertakings. There should be a cooperation between the
employee and employer for the completion of a work or for any requirements the employer

28
shall comply with under this Act. Any employee shall wear or use the protective equipment or
clothing provided and make use of it correctly. In case of any loss or destruction of any material
provided to the employee, any situation which the employee believes that it represents a risk
to his safety and health or being injured physically whilst at work, the latter shall report to his
employer. In addition to that, smoking is only allowed in areas bounded to do so (OSHA,
2005).

 Duties of Safety and Health Officers

The safety and health officers are responsible for various tasks such as to perform regular
audits to locate risks to safety and health, implement preventive measures for the safety and
health of employees and any other exposed people, inform (in written) the employer about any
techniques to minimize risks in any of the work, perform relevant training programmes and
keep records of them, review of the assessment mentioned in Section 6.9.1, suggest for
occupational safety and health programmes (in written) to the employer and recommend (in
written) any measures to be established by the employer, establish a good communication
systems on the occupational safety and health between the employer and his/her workers,
inspection to be done minimum once monthly and recording of the inspection also to be carried
out by the means provided by the employer, sufficient supervision to be accomplished,
investigate all complaints made by any employee, probe any accidents and dangerous
occurrences and report them (OSHA, 2005).

 Establishment of Safety and Health Committees

The committee is valid for every employer having 50 or more employees. It is also possible
for the permanent secretary to necessitate an employer of less than 50 employees to carry out
a safety and health committee (OSHA, 2005).

Requirements of the committee; a chairperson (the employer or senior member of th e

management responsible for safety and health), a vice-chairperson (elected by the employees),
a secretary, four members (50 ≤ number of employees ˂ 100) or eight members (number of
employees ≥ 100) to represent equally the employer and employees (OSHA, 2005).

29
Conditions to be a representative of the committee; the person should be an employer, attended
all meetings along with all employees (OSHA, 2005).

Electing a secretary for the committee; if there are more than one registered safety and health
officer, one of them shall be the secretary and if the employer does not select the safety and
health officer, one of his employees shall be appointed for such a post (OSHA, 2005).

 Meetings of Safety and Health Committees

All the meetings shall take place during normal working hours minimum once every 2 months.
It is also possible to hold the meeting earlier upon the request of any representative (OSHA,
2005).

A notice shall be given to the Permanent Secretary not less than 10 days before the occurring
of the meeting (OSHA, 2005).

The minimum number of members of the committee shall be; four (number of members =6) or
six ((number of members =10) (OSHA, 2005).

Only someone having a casting vote shall chair the committee (OSHA, 2005).

The responsibility of the employer after the meeting is to send a written record of the
proceedings of the committee to the Director of the Occupational Safety and Health within 10
days of the meeting. The written record shall be signed by the chairperson, one representative
member and the secretary (OSHA, 2005).

5.10.2 SAFETY (MACHINERY)

 Training and supervision of young persons working at dangerous machines

A young person is allowed to work at any machine only if he has been properly trained and
he/she is under adequate supervision of a competent person (OSHA, 2005).

Cleaning of any machine whereby it might pose as a danger to the safety and health of a young
person is prohibited (OSHA, 2005).

Any training given to employees on dangerous machine should have a record (OSHA, 2005).

30
  Dangerous machinery

Barriers should be used to prevent every employee from getting injured of every dangerous
part of every machinery unless it is safe for the person (OSHA, 2005).

No traversing part of any machine and no material carried thereon shall be allowed to approach
within a distance of 500 millimetres of such fixed part of the structure or fixed object (OSHA,
2005).

Every machine in motion or in use should be adequately be in a clear and unobstructed space
for safety (OSHA, 2005).

 Construction and maintenance of fencing

All barriers in position must be kept and maintained properly unless any examination or testing
is required to be done on the machines (OSHA, 2005).

 Chains, ropes and lifting tackles

All the chains, ropes and lifting tackles to be used must be able to withstand the load without
failing and testing is important to be done prior to first use by a competent person. A report
should then be delivered by the competent person mentioning the safe working load and is kept
available for inspection (OSHA, 2005).

The materials should undergo maintenance minimum once yearly (OSHA, 2005).

 Cranes and other lifting machines

All the parts of the cranes and lifting machines should be kept and maintained properly and
free from patent detect. As well as inspection must be carried out minimum once yearly by a
registered machinery inspector (OSHA, 2005).

The safe working loads should be clearly marked in every crane and other lifting machines
except for a jib crane whereby a table indicating the safe working loads at respective
inclinations is attached to the machine (OSHA, 2005).

31
The parts, working gear, anchoring and fixing appliances of every lifting machines must be
inspected minimum once weekly by a competent person and the result must be recorded and
signed (OSHA, 2005).

People aging below 18 years must not be allowed to operate or give signals to any lifting
machines. Also, only trained and competent person are allowed to operate and give signals to
such lifting machines or for a trainee under the supervision of a competent person (OSHA,
2005).

Effective measure must be taken to prevent any employee to be struck by the crane and the
driver of the crane should be warned clearly before reaching within 6 metres of the working
area or the employee working must be alerted if possible (OSHA, 2005).

 Vehicle lifts

All the points mentioned for the cranes and other lifting machines are applicable for vehicle
lifts. In addition to that, adequate measures must to taken to avoid injury when the lift descends
to its lowest level and a readily and safety device is provided to prevent the fall of the vehicle
when raised (OSHA, 2005).

5.10.3 SAFETY (GENERAL PROVISION)

 Safe means of access and safe place of employment

Any employee conducting a work where he/she might fall a distance more than 2 metres, the
place might be secured appropriately with handhold or fencing or any other means of safety.
It is applicable only where the place cannot afford any secure foothold (OSHA, 2005).

All the floors, stairs and passages shall be soundly constructed, maintained properly and free
from any obstruction for the safety of people (OSHA, 2005).

There shall also be one or two handrail for every staircase depending on the number of open
sides in a building (OSHA, 2005).

Fencing shall be provided and maintained properly for opening in a wall (used for lifting
goods) unless the lifting occurs at the opening itself (OSHA, 2005).

32
  Storage

All the goods shall be stored properly to prevent any falling and shall not act as an obstruction
for either natural or artificial lighting or any other emergency equipment. Also, there shall not
be overloading of stored items (OSHA, 2005).

Leaning of the materials shall be only with walls having sufficient strength to withstand the
loads (OSHA, 2005).

Fencing shall be provided around any dangerous vessels (less than 1 metre above ground level)
containing hazardous substances for the safety and health of the employee (OSHA, 2005).

 Ladders

Every ladder used shall be kept and maintained properly, be able to withstand the load acting
on it (OSHA, 2005).

When using a ladder, one must ensure that it is securely fixed at the bottom by any means to
prevent any falling of oneself and there is no handholds available, the distance between each
rung shall be at least one metre or else the greatest practicable height. Furthermore, the distance
between each rung should be sufficient for a proper foothold. Whatever is mentioned is not
applicable to folding step-ladder (OSHA, 2005).

 Precautions with regard to explosive or flammable dust, gas, vapour or substance

If an employee is conducting a work whereby there is release of flammable dust, gas, vapour
or substance, practicable steps shall be taken to prevent explosion. For safety, no operation
involves the use of heat shall be conducted in a place which contains or has contained any
flammable substances unless appropriate steps have been taken rendering it non -flammable
(OSHA, 2005).

 Electric installations

All the electrical apparatuses shall be of appropriate size and power for the work they are being
used and the apparatuses shall be kept and maintained properly to avoid danger (OSHA, 2005).

33
  Prevention of fire

Means of extinguishing fire shall be provided and a sufficient number of employees shall be
adequately trained for the proper use of the device (OSHA, 2005).

 Safety provision in case of fire

Every building shall consist of at least two separate emergency (fire) exits in different
directions from each floor except work premises such as offices, shops, factories and places
where

1. The travel distance is less than 18 metres for offices and 12 metres for other cases;
2. The protected escape route is at least 1.1 metres wide;
3. The height of the building is less than 9 metres;
4. The total number of people in the building at one time is less than 60.

(OSHA, 2005)

It is to be noted that a spiral staircase or a vertical ladder is not defined as a means of escape.
In addition to that, all the route of escape shall be kept and maintained properly and be free of
obstruction. All the doors shall be opened outwards (OSHA, 2005).

All the employees shall be aware of the procedures to be taken in a case of fire outbreak. Any
ramp available shall have a steepness of 1:12 with hand rails and non- slippery surface.
Moreover, fire drill shall be conducted minimum once yearly and be recorded (OSHA, 2005).

Any door giving access to the escape route shall not be locked that it is difficult to open it from
the inside easily and immediately (OSHA, 2005).

Every access to the escape route (window or door) shall be clearly marked by a white pictogram
of at least 100 mm high in size with a green background (OSHA, 2005).

Appropriate measure shall also be provided for people with impaired vision and hearing who
are in the work premises. Any warning devices shall be tested by a competent person minimum
once yearly to ensure proper continued use of them and the test shall be recorded and kept with
the employer (OSHA, 2005).

34
In case of the main power failure, there shall be a secondary power supply to back up the
normal system and also an emergency lighting system must be provided in every escape route
(OSHA, 2005).

 Fire certificate

The fire certificate is primordial where the work premises is equipped with 20 people at one
time or if 10 people are expected to occupy the place at one time elsewhere than on the ground
floor (OSHA, 2005).

Any employee is allowed to proceed with his/her work in a place requiring a fire certificate
only if the certificate is in force and the conditions mentioned are followed (OSHA, 2005).

5.10.4 SAFETY AND HEALTH (SPECIAL PROVISION)

 Reduction of noise and vibration

Effective measure shall be taken to reduce any employee to be exposed to noise and/or
vibration, which might be a danger to their health with time, within the work premises (OSHA,
2005).

 Personal protective equipment and clothing

Such personal protective equipment and clothing shall be provided to employee who are prone
to bodily injury. The equipment and clothing must be as such that it fit correctly the employee
and protect him/her appropriately. Replacement of the materials shall be done when required
and they shall be washed, cleaned and decontaminated before use. When not in use, the PPE
shall have appropriate accommodation provided by the employer (OSHA, 2005).

 Protection of eyes in certain processes

Goggles or eye shield shall be provided to the employees operating in situations where eye
injury is probable. For instance when welding or using lathe machine (OSHA, 2005).

 Manual handling operation

The manual handling operation shall be avoided when the cause of being injured is highly
probable. Else, if the operation cannot be avoided, adequate measures shall be taken to avoid

35
bodily injury, appropriate indications, informations and training (loads exceeding 18 kg for
any employee doing it in the normal course of work) shall be provided to the employees
involved (OSHA, 2005).

 Notification of occupational accidents and dangerous occurrences

Any employee who dies or gets injured severely, the employer shall notify the Director of the
Occupational Safety and Health by the fastest practicable means and send the Director a report
within 7 days (OSHA, 2005).

The employer himself/herself shall keep a record of all the accidents and dangerous
occurrences (OSHA, 2005).

6 DATA COLLECTION METHODOLOGY

The methodology employed to assess the project can be classified as follows:

 A detailed literature review of the different concepts was carried out, through which
several questions were developed.
 Using the questions, a questionnaire was prepared (refer to appendix).
 A focus group was carried out with site engineers, site supervisors, workers, technicians,
health and safety officer and human resource officer, through which qualitative and
quantitative data was obtained.
 The data is used to verify if the project is aligned to the different acts and also to analyse
the impact of the latter on the environment using hotspot analysis method.

7 ANALYSIS AND DISCUSSIONS

7.1 POTENTIAL IMPACTS OF THE PROJECT ON THE

ENVIRONMENT AND THE SOCIETY USING THE HOTSPOT
ANALYSIS METHOD

Since Manser Saxon does not manufacture any product, the impact of different manufacturing
processes on the environment cannot be analysed. So the analysis is carried out in a more
general manner; that is, the impact of the project as a whole on the environment and the society.

36
 1. As it can be seen from the site plan, the project site is based near the Mont Choisy beach.
From Figure 3, it is observed that the project includes a water treatment plant, to treat waste
water, which will be further used for irrigation and cleaning purposes. According to Le
Defimedia (2017), many people have lodged complaints about the sea water, being polluted
and causing skin irritations. It is also mentioned that the cause of pollution can be due to a
water treatment plant, situated at about 10 km from the beach, which releases waste water
in the seaside. Therefore, in the future, same complaints can be lodged against Le Parc de
Mont Choisy if proper measures are not taken.

2. Secondly, the most common problem when it comes to construction, is noise pollution.
This is caused mainly due to metal works, vehicles and machines used on site (mostly
cutting machines).

3. Although not related to the environment, there has been complaints about presence of bugs
on site from the workers which affect their work. This can lead to serious injuries, as a
moment of inattention during work can cause accidents.

7.2 POTENTIAL HEALTH AND SAFETY HAZARDS AND RISKS

ASSOCIATED WITH THE PROJECT USING OHSAS 18001

Possible Likelihood Severity Likelihood

Code Hazards Controls
risk (1-5) (1-5) × Severity

Risk of
tripping

Tripping over the

A None 3 4 12
hazards protruding
iron bars
on the
access of

37
 the first
floor

Electrical
shocks
since the
electrical
wires for
Electrical the
B None 4 4 16
hazards extension
being used
are not in
good state
at several
places

Falling
due to no
barrier
C None 4 3 12
around
excavated
area
Falling
hazards Falling sue
to large
gap
D None 3 5 15
between
scaffold
staircase
and

38
 building
structure

Risk of
fall due to
absence of
E None 3 5 15
handrail
on the
stairs

Table 5 5x5 risk assessment matrix

4 C B

3 A D, E
Likelihood

1 2 3 4 5

Severity

Table 6 Risk Matrix

From the risk matrix, hazards B, D and E should be dealt with immediately. Hazards A and C
should be tackled urgently as soon as the immediate ones are remediated.

7.3 IMPACTS OF THE PROJECT ON JOB SECURITY, HRM

POLICIES AND SYSTEMS AND WORK CONDITIONS

7.3.1 JOB SECURITY

There are about 78 employees at Manser Saxon, working on the Le Parc de Mont Choisy
project. They occupy different posts namely: Site engineers, Trainee engineer, Site

39
supervisors, senior supervisor, Site manager, Team leaders, Health and safety officer, Project
manager, Workers, technicians and Store keepers. According the data provided by the site
managers and site engineers, most of the workers at Manser Saxon are on employed on
permanent basis. From this information we can conclude that the company provides job
security for its staffs.

There are employees that works on contract basis as well. They are mostly helpers and trainees.
They are in process of learning the job. The site manager told us that when the helpers or
trainees have learned the job and during the contract period they have given a satisfactory
performance, then they are taken into consideration for permanent employment. Furthermore,
we cannot compare the work of a permanent and a contract basis worker as contract basis
workers are new to the world of construction. It is the time when they will get to learn about
the jobs. They have to perform well if they want to get a job security at the company.

On one of our site visit, we got the opportunity to assist a toolbox talk. A toolbox talk is done
each week or each two weeks, by the health and safety officer (Miss Bungsy Nirmala), to
remind the workers about the safety precautions that should be taken while working. From this
tool box we came to know that there are Indian workers working for the company.

Manser Saxon does not only provide job security but also take care of its employees. The
toolbox talk is done in creole language as well as in Hindi so that all employees will be able
to understand and to feel at ease at their job place. During the toolbox talk session, the workers
have the opportunity to report all the difficulties they are facing at work. One of the problems
reported, on that particular day, was about pest control. They were facing many difficulties of
pest while working.

Added to the above, the site manager mentioned that all workers when appointed at the
company, they are given a probation period of one year. They are not given direct job security.
During this period, the work of the employee is observed and then they are appointed
permanently. The key competency for job security is performance appraisal.

Last but not the least, Maser Saxon has mostly Mauritian employees. This helps to reduce the
rate of unemployment in Mauritius. There are even Indian employees, as stated above, but this

40
may be due to lack of skilled workers in Mauritius. They had no choice other than employing
Indian workers.

7.3.2 HRM POLICIES AND SYSTEMS

The HR department of Manser Saxon is controlled by the HR officer, Mr. Ramchurn Kunal.
We got the opportunity to meet him and ask him some information about the HR department
of the company. Some of the information he could not give due to company policy. He is the
person responsible to handle the HRM policies to new employees. He gives a handbook of
policies to the employees and explains all the clauses to them. Mr. Ramchurn makes them sign
the receipt confirming that they are aware of these policies and agree to go along with all the
rules.

The HRM policies are established so that the company can manage its resources, that is , its
labor. At Manser Saxon policies are established on day-to-day issues faced by the workers.
They are made in accordance to the law and regulations of Mauritius. One such policy is that,
all workers must wear protective helmet and safety shoes. This is for their own safety. If they
fail in doing for the first and second time they are given two internal warnings, that is, from
the site manager. If this continues for a third time, the employee is reported to the head office.
The fourth time the employee do the same mistake, he is expelled for the company. All these
clauses had been explained to them on the first day as stated above.

Moreover, Maser Saxon has a big problem of absenteeism of workers. The HR department had
to come with a policy to overcome this problem. They decided to refund all the leaves, at the
end of the year that has not been taken by employees. By this way the employees will be
motivated to come to work instead of staying at home. Another policies that was set up was if
one employee absents regularly with no valid reasons, he may not get a job security or if they
were permanently employed they may lose their job security.

Last but not the least, there are many such policies at Manser Saxon but they are confidential
and we were not given access to them. This is because Maser Saxon is a huge company and
has acquired success due to the way the director controls the company. The director uses some
specific strategies and policies which has lead the company to such success. If the key policies

41
for this success is revealed, other company will start to use the same strategies and this will
affect Manser Saxon.

Another important part of the HRM department is the HRM system. Maser Saxon can work on
many projects on the same time. There is a large amount of workforce at Manser Saxon. It is
not possible to record daily information about workers on paper and send it to the head office.
The HR department has implemented an electronic system to collect all the information about
employees.

All the informations are fed on the software at the different sites and the data is recorded at the
head office. The different information are stored on the system:

 Name
 Age
 Qualifications
 job title
 performance record
 Attendance
 Any warning or misbehaviour of employee

This has helped the HR department to record all the information about the workers. It is also
easy to search any needed information about a particular worker. The name of the system used
at Manser Saxon was kept anonymous due to the system policies.

7.3.3 WORK CONDITIONS

7.3.3.1 LIGHTING
Tube light and natural lightning are both available in the department. The light intensity for
indoor places is approximately 120 lux (measured from an application, Lux Meter) exceeds
the minimum requirement for casual seeing as per Figure 4 in Section 5.6.1.

42
7.3.3.2 NOISE
Hazardous noise is when the minimum noise level is 85 dB daily (OSHA 2005). The workers
are exposed to 60 dB (obtained during the focus group) for a duration of 8 hours per day.

7.3.3.3 WORK-RELATED WELFARE FACILITIES

Drinking water:

Water is provided on tap to the employees.

Sanitary facilities:

Separate accommodation and suitable location board for the different gender is available for
the sanitary conveniences.

First aid and medical facilities:

As a mean for the safety and health of the employees, first aid and medical facilities are
available in case of any unforeseen incidents. The first-aid boxes are clearly marked and
conveniently located.

Rest facilities:

The mess room is equipped with chairs and benches with backseats for the employees. The
place is large enough to accommodate the employees that uses the room during their meal
intervals.

Child-care facilities:

The day-care centres for children are only available for employees working in the office
premises.

Recreational facilities:

The employees do not benefit from any recreational facilities as mentioned in Section 5.6.4.

43
7.4 POTENTIAL RESISTANCE TO CHANGE USING FORCE
FIELD ANALYSIS

Note: Each circumstance has been given an arbitrary score in order of importance. On a scale
of 1-10 with 1 being the least important and 10 the most important.

FORCES FOR I want to make a FORCES AGAINST

decision about:

Motivational talks from workers feel no sense of

Reducing the
top and middle entitlement to their job
number of
management to boost
SCORE:3 SCORE:9
workers. absentees on site

Acknowledgement of the Demotivation from

person’s work through working in a high
compliments and increments pressure workplace.
SCORE:9 SCORE:8

Paid unused annual Repetitive/ boring

leaves. nature of the work.

SCORE:10 SCORE:9

Abundant availability of
sick leaves

SCORE:9

Total Score For Total Score Against

22 35

44
 FORCES FOR FORCES AGAINST
I want to make a
decision about:

Formal warnings from the Heat/ uncomfortable

Health and Safety officer. nature of the job

SCORE:6 SCORE:8
People adhering to
the safety
regulations on site Workers hardly feel
threatened by the
of work
warnings issued.
SCORE:10

Total Score For Total Score Against

6 18

7.5 COST-BENEFIT ANALYSIS

The purpose of this section is to study the total cost of the project and to explore other
possibilities that can bring more benefits to the organisations. Since the project is already being
implemented, the cost benefit analysis will only help the organisation in the future, to make a
proper budget estimate. Estimating a project’s costs is important as it allows the organisation
to weigh anticipated benefits against anticipated costs and if there are enough funds to support
the project.

45
A project’s budget can be sub-divided into two categories, namely:

 Direct costs
 Indirect costs

Direct costs consist of:

 Salaries for team members on the project

 Specific materials, supplies and equipment for the project
 Transportation means
 Sub-contracts that provide support exclusively to your project

Indirect costs can be divided into two categories as follows:

 Overhead costs: Costs for products and services for the project that are difficult to sub-
divide and allocate directly such as employee benefits, general supplies, costs of equipment
and office space rental costs on sites
 General and administrative costs: Costs that keep the organisation running; that is, if the
organisation does not exist, the project cannot be implemented. So, what come into this
category are salaries of contract department, top management and fees for general
accounting and legal services.

Limitation: The limitation is that all companies have their privacy policy and they normally
do not share information when it involves costs and such is the case of Manser Saxon. For
example, the salaries of the respective project members, for which we were told a range. For
the equipment and products used on site, we had an estimate of their prices but not their
quantities. The total cost of the project, limited to the information we had access to, is given
as follows:

46
 Costs (Rs)

Site engineers (3) 30,000-60,000

Trainee engineers (1) 5000-10,000

Site supervisors (4) 20,000-40,000

Senior supervisors (2) 40,000-60,000

Site manager (1) Undefined

Team leaders (11) 30,000-70,000

Health and safety officer 25,000-60,000

(1)
Undefined
Project manager (1)
8,000-15,000
Workers and technicians
8,000-15,000
(48)

Store keepers (2)

Total number of staffs on

site= 78

Fork lifts 165,000

dump truck 1,200,000

Front loader 150,000

cranes 300,000

telescopic cranes 1,200,000

47
tower crane 1,500,000

Overhead crane 210,000

Compact excavator 1,050,000

Bulldozer $2,700,000

Elbow 30-60

Street elbow 45-60

fittings -

Couplings 60

Reducer 600

Bushing 270

Male/female adaptors 210

Union 300

Caps 30-60

Closet flange 165

Rodding eye 60

Combo tee 60

Wye(Y) fitting 90

Expansion bellows 3000

48
 Valves: ball 150

gate 120

butterfly 180

mini-ball 150

check/non-return 450

pressure reducing 60

pressure relief 90

air release 300

angle ball cock and float 210

valve
270
drain valve
120
Pipes on site: HDPE PVC,
PVC(60),PPR(120),PEX(90),RRJ(120),GMS(120),Coppe
PPR, PEX, RRJ, GM,
r(300),Geberit(150)
Copper, Geberit.

Table 7 Cost table

Due to lack of information, no comparison could be made between the actual and revised plan,
but still there are some changes that can still be done, which can prove to be cost benefit in the
future. Nowadays, due to the increasing influence of technology on industries, most industrial
processes are being automated. For example, automation of cutting, joining and shaping
processes by means of CNCs, can prove to be effective for the company due to the following
reasons:

 Less manpower required

 Less maintenance on machines
 Less time consuming (Effective use of time)

49
  Less error-prone
 Multi-tasking

Another factor, which can be important, is proper management of employees. For example,
proper training of workers to perform several tasks and motivation of workers can lead to less
mistakes at workplace.

7.6 ALIGNMENT OF THE PROJECT WITH EMPLOYMENT

RIGHTS ACT, EMPLOYMENT RELATIONS ACT,
OCCUPATIONAL SAFETY AND HEALTH ACT AND
ENVIRONMENT PROTECTION ACT

7.6.1 EMPLOYMENT RIGHTS ACT

The normal working hours range from 7:30 am up to 17:00 pm, which is inclusive of two tea
breaks of 10 minutes each namely at 10:00 am and at 14:00 pm, and a one hour lunch break at
11:30 am. The watchperson also works according to the same schedule. In special cases,
however, additional overtime stretching late into the night is tossed onto the aforementioned
schedule to meet deadlines. From section 14(7) of the Employment Rights Act, this forbids
workers from resuming work prior to a lapse of 11 hours. According to 16(1)(b), workers
should also be given a notice 24 hours prior to the work being undertaken after working hours
and from section 16(2), the former may decline the job if he has already satisfied the number
of extra hours condoned in his official contract.

The site has a fingerprint machine destined to record the time of arrival and time of departure
of every employee. It is used primarily to monitor attendance, and eventually, to calculate the
wages of the workers. The site manager should use the available data to ensure that no
employees are overworking, and if such is the case, he must make provisions for more staff.
This is easier said than done, since available staff with the right expertise on the Mauritian
market for manual labor is receding. From section 14(5), any employee working for 7
consecutive days must be given a rest day of no less than 24 hours.

With regards to the remuneration allocated, workers doing extra time are allocated 1.5 times
of their normal salaries on a normal working day, 2 times their salaries on Saturdays and public
holidays and 3 times their wages if they are to work past noon on a Sunday.

50
From section 27(1), any employee who’s been working for the same employer for a duration
of 12 consecutive months, is entitled to 20 days enacting as his/her annual leave and 2 days
additionally. He/she is further granted 15 days of sick leaves which may add up of not more
than 90 days in case the latter are not used, in accordance to section 28(1).

Having asked around on site, we have come to the eerie and somewhat predictable conclusion
that not all workers on site are conversant with English, which is the language used in the
Employment Rights Act. To counteract this, all employees should be told about their rights
and a booklet, offering the Employment Rights Act translated in Creole or Hindi for the
behemothic number of ex-pats working on site, should be dispatched so that the former do not
remain shrouded in ignorance and do not fall prey to manipulations.

7.6.2 EMPLOYMENT RELATIONS ACT

The genesis of a trade union plays a pivotal role in the organization. According to part IV,
subpart A, which elaborates on the basic workers’ rights to freedom of association, upper
management is deterred from interfering with the trade union and attempting to influence its
decisions. The trade union is the employee’s shield in case the latter is being treated in an
unfair manner. In the eventuality of a crisis, where the company has to lay off some of its
workers, then the discussion engendering compensation would be done through the trade
union.

For the trade union to act as the bargaining entity it should apply for recognition associated in
part V subpart B. This way, top level management gets the proper feedback they need to ensure
satisfaction and fair play to all employees as a whole.

Meetings held and issues discussed between the union members and top management should
have complete transparency and no information regarding said meeting should be withheld
from employers. More often than not, workers have no idea as to what the trade union is doing
and the deduction made from their salaries, used to fund the trade union, goes unnoticed. For
better control, the trade union should attempt to be a pro-active body, instead of its usual
passive self, bringing forward the complaints, which have first gone through a previous
screening to confirm genuineness of the situation, for a better and friendlier working
environment.
51
7.6.3 OSHA
According to Occupational Safety and Health Act 2005- Act No 28, the factors mentioned in
Section 6.9.1, Section 6.9.2, Section 6.9.3 and Section 6.9.4 should be put in practice.
Unfortunately, not all the informations required were accessible due to confidentiality.

7.6.3.1 DUTIES AND RESPONSIBILITES

RULES WHAT IS BEING CONFORMITY TO
PRACTICED OSHA

Machinery consuming or
generating less than 750
Special duties of employers
kilowatts of power are Conform with OSHA
using machinery
handled by a competent
person

All the workers dealing with

Prohibitions of young
the project are aged above Conform with OSHA
persons
18 years.

The safety and health officer

Duties of employers do have all the resources
regarding Safety and needed for her inspection Conform with OSHA
Health Officers and record all her findings
electronically.

The risk assessment is

Risk assessment by conducted by the Safety and

Conform with OSHA
employer Health officer which
includes the findings and the
remedial actions. The

52
 assessment is normally
reviewed after every 2 years
unless required to do so
earlier.

Once every week, a toolbox

talk is done by the Safety
and Health officer on site
among all the workers so as
to keep the workers safe and
Exposure to serious and ensure that no rules are
Conform with OSHA
imminent danger breached. She talks about
the ongoing problems she is
routinely encountering
which might affect the
people and methods to stop
them from happening.

There is definitely a proper

cooperation between the
employer and the employees
Duties of employers for the completion of the Conform with OSHA
project. All the PPEs
provided are used and wore
correctly.

53
 The Safety and Health
officer do perform her
regular audits. She records
her findings and remedial
Duties of Safety and
actions and sends her Conform with OSHA
Health Officers
weekly report to the head
office and immediate actions
are taken to remediate the
situations.

Since there are a total

Establishment of safety number of 74 workers on
Conform with OSHA
and Health committees site, the committee is valid
and being practiced.

The meetings are held

Meeting of Safety and during normal workings
Partly conform with OSHA
Health committees hours after receiving several
warnings.

Table 8 Conformity with Part II in OSHA

7.6.3.2 SAFETY (MACHINERY)

WHAT IS BEING CONFORMITY TO
RULES
PRACTICED OSHA

Training and supervision

No young persons are
of young persons working _
employed.
at dangerous machines

54
 There are no such dangerous
Dangerous machinery machinery which are being _
used for this project

Construction and
_ _
maintenance of fencing

A test is done prior to the

Chains, ropes and lifting first use of the equipment
Conform with OSHA
tackles and the safe working load is
noted.

The safe working load is

Cranes and other lifting
clearly indicated on the each
machines
machines.

People under 18 years old

are not allowed to operate Conform with OSHA
such machines
Vehicle lifts
All the rules mentioned in
Part V in OSHA are strictly
followed.

Table 9 Conformity with Part V in OSHA

55
7.6.3.3 SAFETY (GENERAL PROVISION)
RULES WHAT IS BEING CONFORMITY TO
PRACTICED OSHA

Not all the access are safe

for the workers. There is a
risk of falling
Safe mean of access and
Do not conform with OSHA
safe place of employment At some places, the platform
needed for access are not
present.

All the goods are stored

properly and correctly so as
Storage to prevent any falling or Conform with OSHA
they do not act as an
obstruction for lighting.

All the ladders are properly

Ladders Conform with OSHA
inspected before usage

Precautions with regard to Adequate safety measures

explosive or flammable are taken by the employees
Conform with OSHA
dust, gas, vapour or whereby there is release of
substance flammable substances.

The electrical wire for the

extension being used are not
Electric installations Partly conform with OSHA
in good state at several
places

56
 Presence of fire
extinguishers in store room,
Prevention of fire Conform with OSHA
mess room, on site and in
site officers

Safety provision in case of Every access to the escape

Conform with OSHA
fire route is clearly marked

Fire certificate Do have a fire certificate Conform with OSHA

Table 10 Conformity with Part VI in OSHA

7.6.3.4 SAFETY AND HEALTH (SPECIAL PROVISION)

RULES WHAT IS BEING CONFORMITY TO
PRACTICED OSHA

Reduction of noise and Ear plugs are used when

Conform with OSHA
vibration noise level exceeds 85 dbA

Proper uniform to work on

site.

Personal protective Compulsory use of hard hats

Conform with OSHA
equipment and clothing and safety shoes for anyone
walking on site.

Compulsory use of gloves

when using welding

57
 machine, grinder and while
performing solvent welding.

Compulsory use of safety

belts/harness when working
at a height of 6 ft or more.

Compulsory use of ear plugs

when deemed necessary
(when noise level exceeds
85 dbA).

Compulsory use of goggles

when using grinder or any
other tool with hard chips
Protection of eyes in formation. Conform with OSHA
certain processes
Compulsory use of welding
mask when using welding
machine.

Most of the operations are

Manual handling done manually and proper
Conform with OSHA
operation precautions are taken to
avoid injuries.

Notification of
occupational accidents and _ _
dangerous occurrences

Table 11 Conformity with Part VII in OSHA

58
7.6.4 ENVIRONMENT PROTECTION ACT
The alignment of any project with the Environment Protection Act is very important as this
ensures that the environment and neighbourhood is not affected by the project. Manser Saxon
is one of the company that takes into account the Environment Protection Act while working
on any site. Le Parc de Mont Choisy is situated near the public beach of Mont Choisy.
Measures had to be taken to prevent any types of pollution as this would have disturb the
people at the beach.

The EIA (Environmental Impact Assessment) report of the project was submitted to the
Ministry of Environment on the 18 th July 2014. The Environmental consultancy is provided by
Arup SIGMA Ltd. All the different factors that could cause harm to the environment was
analysed and solutions were found to reduce the different threats.

Firstly, netting have been done on the fencing of the site. This has been done by the contractor
REHM-GRINAKER Construction Co. Ltd. It is not only for Maser Saxon but for all
subcontractor working on the site. The netting prevent soil, dust particles to contaminate the
air and the environment. The dust particles gets trapped in the net and will not affect the
surrounding near the beach. This helps to prevent air pollution.

Secondly, Maser Saxon is working on the plumbing section on the project. They make use of
small machines such as drilling machines and angle grinder. These machines do not make loud
noise (less than 60 decibel which is acceptable by the law of Mauritius). So there is no risk of
noise pollution. Moreover Maser Saxon do not work at night. So there is no noise problem in
the surrounding.

Furthermore, clear instructions are given during each toolbox talk that after working, all
workers must clean up the waste produced (dust, concrete debris produced while working). On
site there are two types of waste; one is construction waste and the other one is general waste.
Construction waste involve concrete debris, pieces of pipes that will not be used, pieces of
wood and the dust produced while drilling and general waste includes all the other types of
waste like plastic and paper. Separate bins are available on site for the two types of waste and
the workers have to throw the waste produced in the bins. There are people who come to take

59
the waste for recycling. This helps to keep the site of construction clean and thus not polluting
the environment.

Lastly, the only fluid, which Maser Saxon uses on site that is difficult to dump is oil. The
workers use oil for making threads on pipes. The site engineers told us that a very small amount
of oil is used for threading on pipes (about half a Liter) and the oil can be re-used several time.
There is no need to dump the oil.

8 REVISED PLAN
In the analysis section, the current situation of the project was studied, through which many
problems were listed out. The implementation plan is basically the solutions to each problem
and it is sub-divided into 4 categories, namely: -

 Changes required in HRM

 Changes required in safety management
 Changes in prevention pollution management
 Measures required to manage resistance to change

8.1 THE CHANGES IN HRM REQUIRED

The information about HRM department was not provided to us as stated earlier. Some of the
basic HRM policies were revealed to us. We cannot really comment about any change that can
be brought in the HRM at Manser Saxon. Added to that, Manser Saxon is a company that has
gain success from the past coming years and this success is mainly due to the management of
the company. This is a result of good HRM policies in the company. Manser Saxon review its
policies and built up new HRM policies to combat any problem faced by the company. So they
themselves make any changes, as and when needed, in the company.

8.2 THE CHANGES IN SAFETY MANAGEMENT

It can be seen from the analysis in Section 8.6.3 that Manser Saxon do abide by the rules and
regulations concerning Safety and Health of the workers. However there are some of the factors
mentioned in OSHA which are partly followed by the company regarding the project. Hence,

60
improving those situations will definitely play a major role concerning a safe working area for
the employees.

Safe means of access and safe place of employment:

 All the unsafe areas where there is a risk of fall must be barricaded properly.
 Platform must be provided wherever missing so that the employees can access the areas
safely.
 Handrails must be installed on the stairs for the safety of the workers.

Meetings of the Safety and Health committees:

 Meetings to be conducted at regular intervals (as mentioned in OSHA, once every 2

months) unless an emergency arise.

Electrical installations:

 All the extensions wires shall be repaired to prevent electric shocks.

 The wires must be arranged orderly so as not to act as obstructing objects for the workers.

8.3 THE CHANGES IN PREVENTION POLLUTION

MANAGEMENT

Disposal of waste water:

 Water that can be treated, can be used for other agricultural purposes and for residential
use.
 For disposal of water that cannot be treated, special tanks can be built underground.

Noise pollution:

 To service vehicles and machinery regularly as well maintained equipment makes less
noise
 Fit noise-reducing devices such as, silencers and baffles, to your machinery
 Avoid working during unsociable hours

Management actions:

 Develop a neighbourhood comment and complaint procedure for recording and dealing
with complaints from local residents.

61
  Display project contact details in prominent locations. This will allow residents to
address any issues that may arise.

Presence of bugs on site:

 Proper pest control in regular intervals.

8.4 MEASURES REQUIRED TO MANAGE RESISTANCE TO

CHANGE

Reducing number of absentees on site:

This problem is somewhat delicate since workers know the site is in dire need of their
competencies so they will abide by the formers’ caprices whilst the remaining lot just do not
care. To sow in the seeds so that workers feel entitled to their jobs, prize giving ceremonies,
otherwise reserved for the white-collar employees, should be extended to the blue-collar job
owners.

People adhering to the safety regulations on site of work:

In its entire history of operation, Manser Saxon has never fired someone based on the grounds
that the latter failed to comply with safety regulations. Instead of entertaining a situation of a
‘laisser-aller’, warnings should be made formally, and based on the frequency of this
occurrence, the concerned employee should be brought before the board. Depending on the
gravity of the situation, he/she should be sentenced to a punishment which will then enact as
a deterrent effect to all those who’re taking the safety measures on site all too lightly.

62
9 CONCLUSION
All in all, it can be said that Manser Saxon is a company which strictly make sure that the
employees abide by the rules and regulations for their own safety and health on site. It was
found that the main problem that the workers are facing on site is the presence of bugs and
after the completion of the project, pollution of the sea water can become a major problem for
the population nearby because of the water treatment plant which already exist. Furthermore,
from the risk assessment, hazards such as electrical and falling were identified to be the ones
to be dealt with immediately. Based on the focus group conducted, it was noticed that most of
the workers were employed on a permanent basis thus assuring their job security. Nevertheless,
not much of the informations based on their HRM policies were made accessible to us due to
confidentiality. Yet, it was found the Manser Saxon do not lack behind for motivating th e
employees to work or regarding their safety. Also, there is an electronic system to keep a record
of the numerous employees working for Manser Saxon. Moreover, the force field analysis was
made on features such as the number of absentees and on people adhering to the safety
regulations on site. Each features were rating based on different factors whereby the “total
score against” was found to be the highest for both. Manser Saxon do abide by the acts but
only one factor in OSHA ,safe mean of access and safe place of employment, was found to be
partly followed by. To mitigate the problems mentioned above, solutions were proposed so as
the workers can work at ease and not to disturb the nearby environment.

63
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Available at: https://blog.financialforce.com/types-of-hr-technology-systems-hris-hcm-
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20. M.Mike. 2015. TYPES OF HRIS SYSTEMS: HRIS VS. HCM VS. HRMS. [ONLINE]
Available at: http://www.hrmssolutions.com/resources/blog/types-of-hris-systems/.
[Accessed 29 December 2016].
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https://www.linkedin.com/pulse/4-major-types-human-resource-information-systems-
hris-majumder. [Accessed 29 December 2016].
N.Agarwal. 2015. Purposes and Functions of Human Resource Management System.
[ONLINE] Available at: https://www.linkedin.com/pulse/purposes-functions-human-
resource-management-system-nirupa-agarwal. [Accessed 29 December 2016].
22. NQA. 2009. OHSAS 18001, Guide to implementing a Health & Safety Management
System. [ONLINE] Available at:
http://coss.net/Docs/cosm/StrategicPlanningandProgEval/OSHAS18001NQA-
HandSGuide.pdf. [Accessed 13th January 2017].
23. OSHA. 2005. Duties and Responsibilities. Pp 11-23. [Accessed date 10 January 2017].
24. OSHA. 2005. Safety (Machinery). Pp 38-52. [Accessed date 10 January 2017].
25. OSHA. 2005. Safety (General Provision). Pp 52-63. [Accessed date 10 January 2017].

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26. OSHA. 2005. Safety and Health (Special Provisions). Pp 63-68. [Accessed date 10
January 2017].
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11 ANNEX

ANNEX I- QUESTIONS
Description of project in details through discussion

To identify people concerned with the project, as beneficiaries and implementers

DATA IMPORTANT FOR HOTSPOT ANALYSIS:

Detailed description of site plan

Detailed description of equipment used on site (Manufacturer’s specification, cost)

Detailed description of the processes involved during manufacturing of the product (From raw
material to final product). This will help to analyse which process has a greater impact on the
environment.

Detailed description of equipment used in manufacturing of the final product (Manufacturer’s

specifications + cost of equipment)

ACTIVITIES RELATED TO THE PROJECT:

Number of people working on the project and their class (For e.g workers, technicians,
engineers, site supervisors, project manager)

Description of role of site supervisors, workers and engineers on site.

Means of transportation of raw materials

Means of disposal of used materials

DATA IMPORTANT WHEN IT COMES TO RE-DEPLOYMENT:

Qualifications of employees and role description within the organisation (Should be related to
the project).

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RISK ASSESSMENT:

Potential hazards on site and precaution taken.

Description of previous accidents on the same site and action taken (Important for accident
reporting)

HRM POLICIES:

Are HRM policies hand over and explain to all employees?

If yes, who is responsible for the task and when is it hand over?

For each project are there new HRM policies at the company?

HRM SYSTEM:

Is there an HRM system for the company where the information about employees are stored?

What are the information recorded on the system?

JOB SECURITY:

Are all the employees at the company employed permanently or on contract basis?

What are the factors that are look after to give an employee a secure job?

Is there any difference, in the way the work is being done, for an employee on contract basis
and one who has a permanent job at the company?

CONFORMITY WITH OSHA

1. DUTIES AND RESPONSIBILITIES

Special duties of employers using machinery

Who is in charge to handle machinery consuming or generating 750 kilowatts of power?

Is the person employed a full-timer or part-timer?

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Is the person handling such machinery at more than 3 places?

Who is in charge to handle machinery consuming or generating less than 750 kilowatts of
power?

Prohibitions of young persons

Type of jobs for young persons?

Duties of employers regarding safety and health officer

Resources available to the safety and health officer to perform his/her duties?

Type of means for recording the findings and recommendations?

Risk assessment by employer

After how many days after start of operation is a risk assessment done by the employer?

When is the risk assessment reviewed? 2 years or less? If less than 2 years, then why?

Record of risk assessment

Any batch of employees recognized to be more at risk?

Exposure to serious and imminent danger

Are the do’s and don’ts regarding an event implying serious and imminent danger spoken out
clearly? By whom?

Who are the person to be allowed to access such areas?

Duties of employees

Do the employees take equitable care of their safety and health?

Correct use of PPE by employees?

Duties of safety and health officer

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How often are audits carried out by the safety and health officer?

Are complaints made by employees taken into consideration by the safety and health officer?

Establishment of safety and health committees

Do the committee have the following?

 Chairperson? Is he/she the employer or the senior member of the management responsible
for the safety and health?
 Vice-chancellor? Is he/she elected by the employer? Else how?
 Secretary?

How many members are there in the committee?

Meetings of safety and health committee

When and how often are the meetings carried out?

How many members are generally present in the committee?

Who chair the meeting?

2. SAFETY (MACHINERY)
Training and supervision of young persons working at dangerous machines

Is the young person properly trained or supervised by a competent person?

Is there a record for the training of the young person?

Cleaning of the machines is done by whom?

Dangerous machinery

Are there barriers for safety?

Construction and maintenance of fencing

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Are the barriers kept in position and maintained properly?

Chains, ropes and lifting tackles?

Are testing done before use? By whom?

Is there a report mentioning the safe working load and is it available for inspection?

When is maintenance done on the equipment?

Cranes, vehicle lifts and other lifting machines

Is the safe working load clearly marked in every cranes and other lifting machines?

When is inspection carried out on the parts?

Age group of people allowed to operate the machines?

Hoists and lifts

When is maintenance carried out?

Is the safe working load clearly marked on every hoist or lift?

Is there an effective automatic device in every hoist or lift?

Is the maximum number of people that can be safely carried on indicated?

How many ropes are there for the platforms or cage to be suspended?

Escalators

Period of maintenance?

Number of emergency stop controls?

3. SAFETY (GENERAL PROVISION)

Safe means of access and safe place of employment

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Is there any handhold /fencing or secure foothold whereby the distance an employer is
conducting a work is more than 2 metres above ground?

Number of handrails for staircases with 1 or 2 open sides?

Storage

Are the goods act as on obstruction for natural or artificial lighting?

Are the goods stored properly to prevent any falling?

Are there any fencing around vessels/holes which are less than 1 metre above ground?

Ladders

Distance between each rung?

Precautions with regard to explosive or flammable dust, gas, vapour or substance

Are there practicable steps taken to prevent explosion in such case? How?

Electrical installations

Are they of appropriate size and power?

Prevention of fire

Means of extinguishing fire?

Number of adequately trained people?

Safety provision in case of fire

Number of emergency (fire) exits?

Are the doors opened outwards?

How often is fire drill conducted?

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Are the door clearly marked with a white pictogram of at least 100 mm high in size with a
green background?

Warning devices for people with impaired vision and/or hearing problems? Maintenance done
once yearly? Test recorded and kept with the employer?

Is there a secondary power supply?

Emergency lighting system in every escape route?

Fire certificate available?

4. SAFETY AND HEALTH (SPECIAL PROVISION)

Health surveillance

Medical surveillance free of charge for employee who is exposed to any hazardous substance
which pose as a threat to his/her health? Placed every 6 months?

Record of health surveillance?

Personal protective equipment and clothing

Correctly fit and protect the employee?

When is the replacement done?

Protection of the eyes in certain processes?

Manual handling operation

Is there any training when dealing with loads exceeding 18 kg for any employee doing it in the
normal course of work?

Notification of occupational accidents and dangerous occurrences

Is there a record of all accidents and dangerous occurrences?

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74