Psychosocial risks and hydrocarbon leaks: an exploration of their relationship in the Norwegian oil and gas industry

Bergh, Linn Iren Vestly; Ringstad, Arne Jarl; Leka, Stavroula; Zwetsloot, G.I.J.M.

doi:10.1016/j.jclepro.2013.09.040

Cited by 27 publications

(7 citation statements)

References 24 publications

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“…In addition, a reduction in physical and psychological health through the experience of stress can cause suboptimal performance that may lead to accidents and to other quality problems and reduced productivity, thereby augmenting operational risks (e.g., Barling et al, 2002Barling et al, , 2003Bjerkan, 2010;Bergh et al, 2013;Flin et al, 2000;Mearns, 2004;Nahrgang et al, 2011;Rundmo, 1992Rundmo, , 1995.…”

Section: Second Presumption: the Case For Prioritization And Managemementioning

confidence: 99%

Is psychosocial risk prevention possible? Deconstructing common presumptions

2015

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This paper tackles a much debated and often misunderstood issue in the modern world of work, psychosocial risks. Although the prevalence and impact of psychosocial risks is now widely acknowledged as a priority in health and safety in Europe, there remains resistance by key stakeholders in prioritizing psychosocial risk management both in business and policy making. This paper explores why this is still the case by discussing three presumptions in relation to the current state of the art in this area. It examines the validity of these presumptions by summarizing key evidence, policies and practices. It is concluded that, although guidance on psychosocial risks and their management exists in abundance as does evidence to support the 'case' for psychosocial risk management, the concept of psychosocial risk is still not clearly understood in its entirety with discussions being focused on negative impacts and not opportunities that can be capitalized upon through effective psychosocial risk management at the organizational and societal levels. A key issue is the false distinction often made between psychosocial factors and issues pertaining to work organization, since psychosocial risks are embedded in certain forms of work organization. The suitability of available methods and tools is also considered as well as existing capabilities in the context of socioeconomic changes and constraints. On the basis of the current state of the art, an action plan for the prevention of psychosocial risks in the workplace is proposed, linked to sustainability and a value-based perspective.

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Section: Second Presumption: the Case For Prioritization And Managemementioning

confidence: 99%

Is psychosocial risk prevention possible? Deconstructing common presumptions

2015

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“…job demands, job control, job uncertainty, training, exposure hours, and job tenure) and safe work practices in construction, and Glasscock et al (2006) found similar results in farming. Bergh et al (2014b) found a correlation between psychosocial risk factors and hydrocarbon leaks on offshore platforms, whereas Ramvi (2003) showed a correlation between the quality of the psychosocial work environment and commitment to safety at work at two different oil installations in the North Sea.…”

Section: Stress and Safetymentioning

confidence: 99%

Vision zero: from accident prevention to the promotion of health, safety and well-being at work

Zwetsloot

Leka

Kines

2017

Policy and Practice in Health and Safety

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There is growing attention in industry for the Vision Zero strategy, which in terms of workrelated health and safety is often labelled as Zero Accident Vision or Zero Harm. The consequences of a genuine commitment to Vision Zero for addressing health, safety and wellbeing and their synergies are discussed. The Vision Zero for work-related health, safety and wellbeing is defined as the assumption that all accidents, harm and diseases are preventable. Implementation of Vision Zero is a process -rather than a target, and healthy organisations make use of a wide range of options to facilitate this process. There is sufficient evidence that fatigue, stress, and work organisation factors are important determinants of safety behaviour and safety performance. Even with a focus on preventing accidents these additional factors should also be addressed. A relevant challenge is the integration of the Vision Zero into broader business policy and practice. There is a continued need more empirical research in this area.

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“…The psychosocial work environment relates to the organization, design and management of work and its social and organizational context that have the potential to cause psychological and physical harm and affect organisational performance (Leka & Jain, 2010;Bergh et al 2013). In the WHO report "Health Impact of Psychosocial Hazards at Work: An Overview" (2010) psychosocial hazards have been categorized in ten broad categories, including work demands, job control, role in the organisation and interpersonal relationships.…”

Section: Psychosocial Risk Managementmentioning

confidence: 99%