ADOSH-SF Guidance Document: OSH Roles and Responsibilities

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Abu Dhabi Occupational Safety and
Health System Framework
(ADOSH-SF)
ADOSH-SF Guidance Document
OSH Roles and Responsibilities
Version 4.0
July 2024

ADOSH-SF – Guidance Document
OSH Roles and Responsibilities
Version 4.0 – 15 th July 2024
Page 2 of 14
Table of Contents
1. Introduction ..................................................................................................................................................... 3
2. OSH Leadership within Entities ............................................................................................................... 3
2.1. OSH Leadership ..................................................................................................................................... 3
2.2. OSH Culture ............................................................................................................................................. 4
2.3. Essentials of OSHMS Implementation........................................................................................... 4
2.4. Senior Management Leadership and Commitment .................................................................. 4
2.5. Active Involvement of each Individual in the Workplace ....................................................... 6
2.6. Effective Communication through Consultation ....................................................................... 7
2.7. Provision of Appropriate Information, Education and Training ........................................... 8
3. OSH Roles and Responsibilities ............................................................................................................... 9
3.1. CEO / Managing Director (Top Management) ............................................................................. 9
3.2. OSH Management Representative ................................................................................................. 9
3.3. Directors / Department Managers / Senior Managers ............................................................. 9
3.4. Supervisors............................................................................................................................................ 10
3.5. Employees / Contractors / Visitors ............................................................................................... 10
3.6. OSH Managers / Officers / Advisor ............................................................................................... 10
3.7. OSH Representatives ........................................................................................................................ 11
3.8. Non-OSH Departments in Entities ................................................................................................ 11
4. Document Amendment Record .............................................................................................................. 13

ADOSH-SF – Guidance Document
OSH Roles and Responsibilities
Version 4.0 – 15 th July 2024
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1. Introduction
(a) This guideline has been developed and issued by ADPHC to provide a detailed
explanation and information on a specific ADOSH-SF subject matter.
(b) It has been designed to provide guidance on specific topics relating to the
development and implementation of the
ADOSH-SF and its requirements.
(c) It has also been designed to provide detailed interpretations of important principles,
concepts and processes to be followed when developing and implementing an OSHMS.
2. OSH Leadership within Entities
2.1. OSH Leadership
(a) To demonstrate strong and active leadership in OSH requires a combination of
organizational / management initiatives and personal behavior.
(b) For senior managers, the following initiatives are critical:
(i) assign accountability for OSH - in practical terms this means that each
department / division should be held accountable for its OSH performance,
including:
1. incorporating specific OSH responsibilities into the position descriptions of
the CEO, directors and managers; and
2. incorporating Key Performance Indicators (KPIs) into the performance
review process.
(ii) provide OSH management training to ensure managers understand the link
between OSH and operational priorities and have the knowledge and skills to
fulfill their responsibilities;
(iii) allocate finance and human resources in accordance with the priorities detailed
in the OSH Policy, strategies and plans;
(iv) invest in experienced and qualified OSH professionals;
(v) build positive relationships and partnerships between OSH experts and line
managers;
(vi) set improvement targets (KPI’s) for departments and programs;
(vii) monitor and report performance (e.g. OSH performance reports, serious incident
reports, audit reports, etc); and
(viii) communicate OSH goals and performance throughout the entity and to relevant
external stakeholders.
(c) In addition to the diligent management of OSH, strong personal leadership is required.
This is demonstrated by actions and behaviors such as leading by example, ‘walking
the talk’ about OSH. What messages do your manager’s words and actions convey
about how seriously they consider the health and safety of their staff, their colleagues
and themselves?

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Version 4.0 – 15 th July 2024
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(d) OSH is one area of management that everybody states a committed to, but somehow
we can all find an excuse to rationalize unsafe and unhealthy work practices. Most
often, it is due to the pressure of completing tasks on time and on budget within the
available resources. It is a question of balance.
2.2. OSH Culture
(a) OSH culture can be described as the attitudes, values, norms and beliefs which a
particular group of people share with respect to risk and OSH. Senior managers are
the key to a successful OSH culture. Management attitude, behavior and style have a
powerful effect on workplace OSH and help separate good from excellent
organizational OSH performance.
(b) Taking responsibility for workplace OSH and for safely returning injured or ill
employees to work is part of cultivating productive working relationships and building
organizational capacity.
(c) An effective way to create and maintain a safe and healthy work environment is for
entities to integrate OSH risk management into their daily business operations.
2.3. Essentials of OSHMS Implementation
(a) Implementation and maintenance of an OSHMS will support the integration of OSH
culture into the entity. The key elements include:
(i) active involvement of each individual in the workplace;
(ii) hazard identification risk assessment and risk control;
(iii) effective communication through consultation;
(iv) OSH management system performance information and monitoring;
(v) senior management leadership and commitment; and
(vi) provision of appropriate information, education and training.
2.4. Senior Management Leadership and Commitment
(a) A key element for success is senior management leadership and commitment. For an
OSHMS strategy to be successful in an entity, it must be driven by senior management.
This is the level of management responsible for making critical decisions in terms of
organizational values, priorities and future directions. Risk management is most
effective when it is integrated into the initial stages of business and strategic
planning.
(b) Senior management is in the best position to demonstrate its commitment to, and
provide leadership in, the development and implementation of OSHMS programs to
meet legislative requirements.
(c) Actively involved and accountable senior managers, who drive health and safety
activities, are more likely to deliver successful organizational OSH outcomes.

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Version 4.0 – 15 th July 2024
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2.4.1. What are the benefits of senior management leadership and commitment?
(a)
Productive Workplaces: improvements in OSH performance and overall business
performance and productivity.
(b)
Safe Workplaces: a reduction in the incidence, severity, and costs (both direct and
indirect) of workplace injury and illness.
(c)
Supportive Workplace Culture: improvements in the level of communication and
consultation between management and employees, and support for a positive safety
and health culture.
(d)
Compliance: ensures that the entity is able to achieve its legal obligations.
2.4.2. How is senior management leadership and commitment demonstrated and achieved?
(a) Senior management leadership and commitment is achieved by:
(i) Leadership and Accountability:
1. demonstrating a commitment to establishing and meeting OSH targets and
objectives;
2. recognizing and acknowledging managers’ responsibility and accountability
for providing a safe and healthy workplace for their employees;
3. developing and promoting a vision of what is to be achieved in OSH
performance;
4. providing the necessary resources, both human and financial, to achieve
that vision; and
5. fostering a workplace safety culture that supports continuous OSH
improvement.
(ii) Systems Review and Improvement:
1. ensuring compliance with the entities duty of care obligations in regard to
OSH;
2. implementing regular internal inspections and audits of your entity’s OSH
program;
3. measuring and evaluating safety performance;
4. examining how risks have been managed in the entity, and comparing these
to best practice approaches; and
5. taking an active role in hazard identification, risk assessment and risk
control within the workplace.
(iii) Information and Education:
1. encouraging staff contribution to, and ownership of, OSH issues within the
workplace;
2. educating managers on OSH issues and their impact on the entity; and
3. providing advice and direction.

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Version 4.0 – 15 th July 2024
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2.5. Active Involvement of each Individual in the Workplace
(a) The active involvement of each individual in the workplace is essential for the success
of any OSHMS, and helps to develop an ‘OSH culture’ in the workplace.
(b) Open communication between management and employees assists in encouraging
support for and involvement in OSH activities. Employees are an important source of
OSH information as they are often working with, or in the immediate area of, identified
hazards. They can provide valuable advice about risks and possible solutions. For
example, employees will have first-hand knowledge of:
(i) problems with work practices and procedures (work systems);
(ii) faults with machinery, plant or furniture;
(iii) difficulties caused by the design and/or layout of work equipment;
(iv) the type, frequency and seriousness of incidents or near-misses occurring;
(v) the OSH implications of any short cuts taken in work systems in order to save
time; and
(vi) OSH management programs after their introduction.
(c) The
ADOSH-SF and the executive bylaws of the
Federal Law No. (33) of 2021
Regarding the Regulation of Employment Relationship require an employee must take
all reasonably practicable steps, whilst at work, to ensure that their actions or
omissions don’t create risks or increase existing risks to the safety and health of
themselves or others. In addition, they must co-operate with the employer in matters
of safety and health, and use any equipment provided in a manner consistent with its
safe and proper use.
(d) The active involvement of each individual in the workplace means that each person
contributes to the consideration of safety at every level of the work environment.
2.5.1. What are the benefits of individuals being involved?
(a)
Productive Workplaces: increased productivity due to employee ownership of safer
and more effective work methods; and reduction in direct and indirect OSH costs.
(b)
Safe Workplaces: reduction in frequency and severity of injury, as staff become
familiar with the principles of OSH risk management in their area and begin to practice
them.
(c)
Supportive Workplace Culture: as staff take ownership of problems at the workplace
level:
(i) common OSH goals between management and employees can be established;
(ii) employees are engaged in identifying OSH problems and solutions in the
workplace;
(iii) increased awareness of OSH issues in the workplace, as staff take ownership of
problems at the workplace level; and
(iv) increased knowledge of how to deal with risks effectively.

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Version 4.0 – 15 th July 2024
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2.5.2. How can individuals in a workplace become more involved?
(a)
Provision of Appropriate Information: to encourage the active involvement and
contribution of everyone in the workplace, managers should encourage employees to
attend OSH awareness sessions and provide relevant information to employees on:
(i) OSH consultative arrangements;
(ii) OSH policies and procedures including risk assessment and control measures; and
(iii) changes to the work environment, premises, plant, equipment, systems of work
or substances used for work.
(b)
Participation: encourage open and frank discussion between staff and management
on OSH issues:
(i) ensure there are OSH committees operating in the workplace;
(ii) encourage employees to be involved in OSH committees;
(iii) ensure staff/management meetings are conducted regularly and during working
hours to encourage maximum participation;
(iv) hold regular meetings at the workplace level to enable staff to discuss safety
concerns; and
(v) encourage staff to raise issues and ensure that issues raised are documented,
followed up and reported on.
(c)
Co-operation: maintain an environment based on co-operation and trust; and work
co-operatively to develop solutions.
(d)
Consider the performance management framework: performance management
arrangements generally require all employees to achieve or work towards corporate
objectives. An example of a corporate objective may include maintaining a safe
workplace.
2.6. Effective Communication through Consultation
(a) One of the primary objectives of the
ADOSH-SF is to foster a co-operative consultative
relationship between employers and employees on the health, safety and welfare of
such employees at work.
(b) OSH consultation requires more than an exchange of information, it requires
employers and employees to contribute to the pool of knowledge that can lead to
quality decision making and improve OSH at the workplace. Consultation means to
appropriately invite and consider employees responses. A consultative approach will
assist in defining the context and ensure different views are considered during a risk
assessment process. Involving staff at all levels in the consultation process allows for
ownership of risk identification and treatment of those risks. It also encourages
endorsement for the process and the outcome.
Refer to ADOSH-SF – Technical Guideline – Consultation and Communication and for more information.

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Version 4.0 – 15 th July 2024
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2.7. Provision of Appropriate Information, Education and Training
(a) The provision of appropriate information, education and training means that each
individual has the necessary knowledge, skills and information to undertake their
functions and responsibilities in a safe manner.
(b) The
ADOSH-SF and the
Federal Law No. 8 of 1980 on Regulation of Labour Relations
requires an employer to take all reasonably practicable steps to protect the safety and
health at work of their employees. Part of this duty is to ensure that employees are
adequately instructed and trained in safe systems of work. This includes:
(i) safe methods for carrying out tasks;
(ii) use of equipment or substances;
(iii) use of safety and health control measures and personal protective equipment;
(iv) reporting and emergency procedures; and
(v) their responsibilities for safety and health.
(c) An employer is also obligated to provide to employees, in appropriate languages, the
information, instruction, training and supervision necessary to enable them to perform
their work in a manner that is safe and without risk to their safety and health.
2.7.1. What are the benefits of providing appropriate information, education and training?
(a)
Safe workplaces: reduction in frequency and severity of workplace injury and disease
as staff gain knowledge and skills to perform their duties safely.
(b)
Supportive workplace culture: increased awareness of OSH issues within the entity
and improved staff morale and corporate culture as staff become more
knowledgeable.
Refer to ADOSH-SF – Technical Guideline – Training, Awareness and Competency for more information.

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Version 4.0 – 15 th July 2024
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3. OSH Roles and Responsibilities
(a)
ADOSH-SF – Element 1 – Roles, Responsibilities and Self-Regulation defines the
regulatory requirements for OSH roles and responsibilities. The following information
is provided as further clarification and examples of the breakdown of OSH roles within
entities.
3.1. CEO / Managing Director (Top Management)
(a) Lead the development of appropriate OSH management system through the
integration of OSH into the entities management structure, processes and culture and
the regular monitoring and review of OSH performance.
(b) OSH roles and responsibilities include:
(i) ultimately responsible for the entities OSH performance;
(ii) set a clear OSH policy;
(iii) allocate adequate resources for OSH management (eg. budget, human resources,
equipment, etc);
(iv) allocate responsibility for OSH management and delegation of authority;
(v) ensure implementation of the risk management program(s);
(vi) ensure the entity has effective systems for the provision of OSH information,
training and supervision; and
(vii) ensure that entity have effective emergency procedures.
3.2. OSH Management Representative
(a) Under the ADOSH-SF, each entity is required to formally appoint an OSH Management
Representative. This person should be a senior member of the management team and
is responsible for the implementation of the OSHMS.
(b) The person appointed as the OSH Management Representative may not necessarily
be an OSH practitioner, however will be responsible for ensuring the implementation
of the system and also regular reporting of performance to top management.
(c) The OSH management representative will be ensuring that OSH is linked into the
overall business objectives and strategies.
3.3. Directors / Department Managers / Senior Managers
(a) Develop and implement appropriate OSH management by ensuring OSH management
systems are in place and operating effectively.
(b) OSH roles and responsibilities include:
(i) allocate responsibility for OSH management and delegation of authorities;
(ii) ensure adequate budget and resources for OSH management;
(iii) ensure appropriate OSH supervision of employees;
(iv) implement and monitor effectiveness of risk management program(s);
(v) ensure appropriate hazard and incident investigations;

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Version 4.0 – 15 th July 2024
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(vi) regularly discuss OSH issues at meetings of departments, divisions or senior
management;
(vii) ensure provision of OSH information, training and supervision; and
(viii) ensure appropriate emergency procedures are developed.
3.4. Supervisors
(a) Integrate appropriate OSH management into processes and culture. Ensure that staff
has the knowledge to meet their responsibilities and that OSH risks are identified and
controlled.
(b) OSH roles and responsibilities include:
(i) provide OSH information, training and supervision;
(ii) assist with the preparation of risk assessments;
(iii) ensure application of appropriate risk control measures; and
(iv) reporting of OSH hazards and incidents.
3.5. Employees / Contractors / Visitors
(a) OSH roles and responsibilities include:
(i) comply with reasonable OSH instructions and safe working procedures;
(ii) use of appropriate personal protective equipment and safety systems;
(iii) be familiar with emergency and evacuation procedures;
(iv) not willfully or recklessly endanger anyone's health and safety;
(v) assist with the preparation of risk assessments; and
(vi) report OSH hazards, incidents, and issues.
3.6. OSH Managers / Officers / Advisor
(a) The appointment of an OSH Manager / Officer / Advisor does not relinquish the
responsibilities of top management, managers, supervisors or employees under the
ADOSH-SF. Rather the appointment is part of the strategy to assist all parties in
meeting their regulatory responsibilities.
(b) OSH roles and responsibilities include:
(i) leadership of the development, implementation and maintenance of an
appropriate OSHMS within the entity;
(ii) provide specialist advice and support to senior management regarding the
management of workplace hazards and risks;
(iii) ensure OSH performance monitoring system is in place to ensure the
effectiveness of injury prevention and risk management policies and procedures;
(iv) ensure effective two way communication between senior managers and the OSH
department; and
(v) ensure that OSH programs are consistent with entity policies and procedures.

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Version 4.0 – 15 th July 2024
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3.7. OSH Representatives
(a) The main role of an OSH representative is to assist and support management in
consultation and implementation of the OSHMS and OSH improvements for the area
of representation.
(b) OSH roles and responsibilities include:
(i) providing advice on the implementation of OSH policy and procedures;
(ii) raising OSH matters and issues to management on behalf of employees;
(iii) communication and awareness raising of OSH requirements;
(iv) assisting with conducting OSH inspections of the workplace;
(v) assisting with the investigation of OSH issues or incidents; and
(vi) attending OSH committee meetings.
3.8. Non-OSH Departments in Entities
(a) It is not just the OSH Departments within entities that have OSH responsibilities. OSH
culture and procedures need to be embedded in all departments and activities within
the entity. Other departments within the entity help to implement OSH policies and
procedures. For Example:
(i) Human Resources:
1. include OSH roles and responsibilities in job descriptions, induction training
and performance management programs;
2. facilitate and organize OSH training;
3. provide information and statistics to assist in the calculation and analysis
of key performance indicators;
4. participate in the development of OSH strategy and implementation plans;
and
5. participate in the development and awareness of OSH policies and
procedures.
(ii) Finance / Procurement:
1. include OSH requirements in tender and procurement procedures and
documents; and
2. ensure OSH performance is included when evaluating and monitoring
service providers / contractors overall performance.
(iii) Administration and Support Services:
1. provide appropriate supervision;
2. identify risks and hazards arising from projects and activities;
3. prepare and implement identified control measures; and
4. provide appropriate personal protective equipment to relevant personnel.
(iv) Facilities and Property Services:
1. ensure safe designs and construction of buildings and facilities;
2. maintain buildings and facilities in a safe manner;

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Version 4.0 – 15 th July 2024
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3. prepare building maintenance plans detailing activities, protocols and
budget;
4. prepare for and participate in the management of emergencies; and
5. provide expert information and advice in building and facilities OSH issues.

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Version 4.0 – 15 th July 2024
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4. Document Amendment Record
Version Revision Date Description of Amendment Page/s Affected
4.0 15th July 2024
System acronym updated from OSHAD-
SF to ADOSH-SF to accurately reflect
document title
Throughout
Change from OSHAD to ADPHC
Change of Logo
Section 2.5(c) updated to refer to
executive bylaws of Federal Law No. (33)
of 2021 Regarding the Regulation of
Employment Relationship
Section 4 (References) deleted
Minor editorial changes throughout the
document without changing requirements.