Evolution of Safety Management and Systems in a Steel Production Organization

Abstract

Abstract:The objective of this research was to examine the development of safety management in case company Production division. The emphasis is on the present situation and the purpose was to give a general view of safety management. The idea was also to create practical implications as development focuses for the future. The theoretical background of this research is based on organizations, management and leadership, safety culture, safety management systems and risk management. The safety management systems and methods and the historical background were reviewed. The case description is based on ten interviews made in four production sites of the case organisation. The interviews were used to create a description of the historical development and the applications of different sectors of safety management. The most important strengths, weaknesses, opportunities and threats are summarized by applying SWOT analysis. The present situation of the corporate safety and security was assessed by means of an applied version of Capability Maturity Model Integration. The future development focuses were created on the basis of theory, interviews, SWOT analysis and CMMI model. Personnel safety, crime prevention, security of premises and safety in case of nondomestic activity are on a low level. Occupational and Environmental safety are on a highest level. Safety actions should be more proactive and systematic.

Using HPWP to drive towards growth: the impact of occupational health and safety leadership

“…Enhanced safety performance has also been linked to the adoption of an open, two-way communication path to information sharing in innovative workplaces (Hofmann et al, 1995;Clarke, 1999;Lin and Mills, 2001). More specifically, the plausibility for employees to work more safely depends largely on the availability of information as to the safety aspects of their jobs (Tervonen et al, 2009). In fact, it is argued that managers who implemented effective feedback systems, characterized by greater levels of employer-employee interaction, were able to realize lower accident rates compared to those who avoided direct contacts with employees (O' Dea and Flin, 2003).…”

“…The non-safety work attitudes and behaviours of employees (e.g. job satisfaction, trust, commitment, and citizenship behaviours) are equally important in improving OHS (Barling and Hutchinson, 2000;Griffin and Using HPWP to drive towards growth 237 Neal, 2000;O'Dea and Flin, 2003;Tervonen et al, 2009;Ring, 2011). From this standpoint, commentators presume that worker behaviours and attitudes mediate the relationship between HPWP and safety performance.…”

“…A stream of research evidence has indicated that board-level management's commitment to OHS is reflected in the prevalence of a positive safety culture in the workplace (Griffin and Neal, 2000;O'Dea and Flin, 2001;Tervonen et al, 2009;Wu, Chang, Shu, Chen and Wang, 2011). A company's safety culture entails a range of safety-related policies, procedures and attitudes that reflect a high degree of concern and commitment to the reduction of occupational accidents and injuries (Clarke, 1999;Tervonen et al, 2009).…”

“…A stream of research evidence has indicated that board-level management's commitment to OHS is reflected in the prevalence of a positive safety culture in the workplace (Griffin and Neal, 2000;O'Dea and Flin, 2001;Tervonen et al, 2009;Wu, Chang, Shu, Chen and Wang, 2011). A company's safety culture entails a range of safety-related policies, procedures and attitudes that reflect a high degree of concern and commitment to the reduction of occupational accidents and injuries (Clarke, 1999;Tervonen et al, 2009). It may be considered as a subset of a firm's overall culture where formal and informal organizational structures are dedicated solely to OHS matters, such that employees are encouraged to take responsibility for their own and each other's safety (Clarke, 1999;OECD, 2003;O'Dea and Flin, 2003).…”

“…It may be considered as a subset of a firm's overall culture where formal and informal organizational structures are dedicated solely to OHS matters, such that employees are encouraged to take responsibility for their own and each other's safety (Clarke, 1999;OECD, 2003;O'Dea and Flin, 2003). A positive safety culture is generally argued as comprising two broad components -a well-defined safety management system and a suitable safety climate (Clarke, 1999;Tervonen et al, 2009;Ring, 2011).…”