The Feasibility of Encouraging Inherently Safer Production in Industrial Firms

Summary Inherent Safety is generally recognised as an important concept in the design of chemical plants. It is, however, often regarded as the sole province of engineers. Inspired by the successful development in the last decade from cleaner technology towards cleaner production, we explored in this research the feasibility of what we call Inherently Safer Production. Four pilot cases were carried out, two in the Netherlands and two in Greece; three in existing plants, one at the design stage. A methodology to generate inherently safer technological options was developed and tested. In all four cases, a number of options for inherently safer production were identified, while more traditional safety options were also identified. The great majority of options was shown to have pay back times of less than two years. Overall, twenty-five percent of the options were implemented during the project. In existing plants, the option generation process can be organised as a collective learning and inspiring effort. This can be of considerable value on its own, apart from the implementation of the (technological) options identified. We conclude that inherently safer production is a feasible concept, that it has great potential for simultaneous improvement of safety and economic performance, and that it deserves to be further develope

Developing and testing an internal audit tool of the psychosocial work environment in the oil and gas industry

The objective of this paper is to present and discuss a pilot study for conducting internal psychosocial risk auditing in the oil and gas industry, focusing on offshore units. Psychosocial risk auditing is a proactive method for monitoring the status of psychosocial factors influencing the risk of stress and ill-health in the oil and gas industry. It is a systematic and independent assessment of the status of psychosocial factors and barriers, it reveals non-compliance with requirements and best practice within different relevant levels of the organization, and is suitable as a basis for the development of risk reduction measures. The method comprises performance standards that are linked to the company’s internal organizational requirements related to the psychosocial work environment. A range of different methods and data are used to assess and grade compliance with these standards. The aim of the auditing is to provide transfer of experience between units and the development of best practice while supporting organizational learning in offshore (and onshore) environments

Managing health, safety and well-being: ethics, responsibility and sustainability

To achieve sustainable progress in workplace and societal functioning and development, it is essential to align perspectives for the management of health, safety and well-being. Employers are responsible for providing every individual with a working environment that is safe and does not harm their physical or mental health. However, the current state of the art indicates that approaches used to promote health, safety and well-being have not had the anticipated results. At the level of the enterprise it is widely understood and accepted by all stakeholders that employers share the responsibility of promoting and managing the health of their workers. Evidence indicates that most employers put in place procedures and measures to manage workers’ health and create healthy workplaces to meet legal requirements, as a response to requests by employees, as a need to improve company image/reputation, and to improve productivity. This highlights that in addition to legal requirements, the key drivers for companies also include the ethical and business case. While much has been written about role of legislation and the business case for promoting health, safety and well-being, not much is known about the ‘ethical case’ for promoting employment and working conditions. In this context, this book examines the potential of the link between responsible and sustainable workplace practices, human rights and worker health, safety and well-being and explores how complementary approaches can be used to promote employment and working conditions and sustainability at the organizational level. It offers a framework for aligning different approaches and perspectives to the promotion of workers’ health, safety and well-being and provides recommendations for introducing such an approach at the enterprise level

The Core Values that Support Health, Safety, and Well-being at Work

Background: Health, safety, and well-being (HSW) at work represent important values in themselves. It seems, however, that other values can contribute to HSW. This is to some extent reflected in the scientific literature in the attention paid to values like trust or justice. However, an overview of what values are important for HSW was not available. Our central research question was: what organizational values are supportive of health, safety, and well-being at work? Methods: The literature was explored via the snowball approach to identify values and value-laden factors that support HSW. Twenty-nine factors were identified as relevant, including synonyms. In the next step, these were clustered around seven core values. Finally, these core values were structured into three main clusters. Results: The first value cluster is characterized by a positive attitude toward people and their “being”; it comprises the core values of interconnectedness, participation, and trust. The second value cluster is relevant for the organizational and individual “doing”, for actions planned or undertaken, and comprises justice and responsibility. The third value cluster is relevant for “becoming” and is characterized by the alignment of personal and organizational development; it comprises the values of growth and resilience. Conclusion: The three clusters of core values identified can be regarded as “basic value assumptions” that underlie both organizational culture and prevention culture. The core values identified form a natural and perhaps necessary aspect of a prevention culture, complementary to the focus on rational and informed behavior when dealing with HSW risks

The case for research into the zero accident vision

International audienceThis discussion paper is written out of a concern. We noticed that many companies with a good safety reputation have adopted a zero accident vision, yet there is very little scientific research in this field. The zero accident vision addresses the accidents causing deaths and severe injuries among company staff. In Finland, where more than 280 companies are currently a member of the Finnish 'Zero Accident Forum', we see that this has supported the member companies to realize significant safety improvements over time, even though their safety performance was already much better than the national average when they joined the Forum (Virta et al., 2009). We therefore make a call to the safety research community to undertake research to better understand and support safety strategies based on ZAV