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When discussing the concepts of risk, safety, and security, people have an intuitive understanding of what these concepts mean, and, to a certain level, this understanding is universal. However, when delving into the real meaning of these concepts, one is likely to fall into semantic debates and ontological discussions. In industrial parks, it is important that (risk) managers from different companies, belonging to one and the same park, have the same understanding of the concepts of risk, safety, and security. It is even important that all companies in all industrial parks share a common understanding regarding these issues. As such, this paper explores the similarities and differences behind the perceptions of these concepts, to come to a fundamental understanding of risk, safety, and security, proposing a semantic and ontological ground for safety and security science, based on an etymological and etiological study of the concepts of risk and safety. The foundation has been induced by the semantics used in the ISO 31000 risk management guidance standard. Hence, this article proposes a coherent, standardized set of concepts and definitions with a focus on the notion “objectives” that can be used as an ontological foundation for safety and security science, linking “objectives” with the concepts of safety, security, risk, performance and also failure and success, theoretically allowing for an increasingly more precise understanding and measurement of (un)safety across the whole range of individuals, sectors and organizations, or even society as a whole.

When looking at socio-technical systems from a systems thinking and systemic perspective, it becomes clear that mental models govern the behaviours and determine the achievements of socio-technical systems. This is also the case for individuals, being systems themselves and, as such, being elements of those socio-technical systems. Individual behaviours result from individual perceptions (mental models). These individual behaviours ideally generate the desired outcomes of a system (team/organisation/society) and create value. However, at the same time, mental models and the associated individual behaviour also bring about unwanted consequences, destroying or diminishing value. Therefore, to achieve safety and to attain sustainable safe performance, understanding and managing mental models in organisations is of paramount importance. Consequently, in organisations and society, one needs to generate the required mental models that create successes and, at the same time, to avoid or eliminate damaging perceptions and ideas in order to protect the created value. Generating and managing mental models involves leadership; leadership skills; and the ability to develop a shared vision, mission and ambition, as this helps determine what is valuable and allows for aligning individual mental models with those that preferably govern the system. In doing so, it is possible to create well-aligned corporate cultures that create and protect value and that generate sustainable safe performance. To achieve this aim, a systemic organisational culture alignment model is proposed. The model is based on the model of logical levels of awareness according to Dilts (1990), Argyris’s ladder of inference (1982) and the organisational alignment model proposed by Tosti (1996). Furthermore, ISO 31000 (2009, 2018) and its guidance are proposed as a practical tool to accomplish this alignment and sustainable safe performance in organisations. Altogether, these elements define Total Respect Management as a concept, mental model and methodology.

Total Respect Management (TR³ M) is a systemic approach and an integrated management system to proactively reach performance, safety and CSR in organisations and teams. Being a systemic approach entails it takes the whole system into account and acts on those elements in the system that generate fundamental and sustainable change in order to achieve specific goals. When safety and corporate social responsibility are important to an organisation, associated values and their supporting beliefs need to be embedded and become deeply rooted into the organisational culture. Such a situation can only happen when the mental models present in the organisation, from top to bottom, are aligned with these values and beliefs. The reason is that these mental models will determine how systems will be structured, how they function and how they eventually produce outcomes and results. The most important instrument to influence mental models in organisations is dialogue.

This study assesses the financial feasibility of smallscale commercial culture of hard clams. The baseline assumptions imposed are applicable for the Gulf Coast of north-central Florida. The analysis suggests that a hard clam culture operation utilizing 0.8 ha of bottom can produce 600,000 c l a m each year and realize a net return of approximately $3 1,300 per year. Sensitivity analysis was performed on changes in stocking density, seed clam price, survival rate, and market price for harvested clams. [Arlicle copies available for a jee por11 The Haworlh Docirrller~r Delivery Service: 1-800-342-9678. E-r~rail addr,ess: ge/irfo@haworth.co~r~] ZNTROD UCTIONMuch attention has been given recently to the commercial culture of the hard clam, Mercenaria mercenaria, in Florida. The technical aspects of the culture process, from hatchery to growout, have largely been standardized. Recent improvements of the techniques utilized in the various culture phases (i.e., hatchery, nursery, growout) have further enhanced the prospects of successful commercial investment. Currently, there are approximately 250 commercial hard