Quantifying occupational risk: The development of an occupational risk model

Ale, B.J.M.; Baksteen, H.; Bellamy, Linda J.; Bloemhof, A; Goossens, Louis; Hale, Andrew; Mud, M.; Oh, Joy I. H.; Papazoglou, Ioannis A.; Post, Jos; Whiston, J.Y.

doi:10.1016/j.ssci.2007.02.001

Cited by 78 publications

(28 citation statements)

References 6 publications

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“…There are studies in literature that prove that accidents at each worksite can be very different from each other [43]. The studies show that it is possible to find several descriptions and evaluations of the accident probability [44][45][46][47][48][49][50]. In Table 4, there are fatal accidents, injury accidents and annual average of accidents in demolition work according to the 653 accident reports recorded between the years of 1984 and 2012 by the workers' section of US Occupational Safety and Health Administration (OSHA).…”

Section: Table Numbering and Citationsmentioning

confidence: 99%

An Analysis of Occupational Accidents in Demolition Work

Ertaş¹,

Erdoğan²

2017

cea

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The significance of occupational health and safety is becoming better understood every day, and in this respect, countries institute various arrangements and conditions. Measures to be taken to prevent occupational accidents and disease are determined, and laws and regulations are made accordingly. Thousands of accidents happen every year in the construction sector, which is one of the most dangerous in terms of safety. These range from simple cuts and scratches to life changing injuries and death. It is also important to consider demolition work, which is one of the branches of the construction sector and a permanent part of our daily life, according to occupational health and safety. In this article, demolition work is discussed according to occupational health and safety statistics and occupational accidents in demolition are considered. The accidents studied and classified are taken from all 653 occupational accidents in demolition work registered in 1984-2012 in the workers' section of the US Occupational Safety and Health Administration (OSHA). According to the analyzed records, each kind of hazard in demolition work is evaluated with regard to different work procedures and the results are shown.

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Section: Table Numbering and Citationsmentioning

confidence: 99%

An Analysis of Occupational Accidents in Demolition Work

Ertaş¹,

Erdoğan²

2017

cea

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“…(Bellamy et al, 1999;Hourtolou & Salvi, 2003;Hale & Guldenmund, 2004;RIVM, 2008;Ale et al, 2007). The starting point for modelling is that management has to perform a number of tasks to maintain safety barriers.…”

Section: Quantitative Input: Data Structure and Data Gatheringmentioning

confidence: 99%

Assessing the quality of collaboration in an Integrated Operations organization

Lin¹,

Hanea²,

Ale³

2013

Safety, Reliability and Risk Analysis

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The recent blow-out and subsequent environmental disaster in the Gulf of Mexico have highlighted a number of serious problems in scientific thinking about safety. Risk models have generally concentrated on technical failures, which are easier to model and for which there are more concrete data. However, many primary cause of the disasters, such as BP's Texas City and Deepwater Horizon, are rooted in management decisions and organizational. Therefore, there is a strong need to develop a risk management support tool for chemical process industries which incorporates human and organizational factors into quantified risk models. In this paper, we model two human performance model for oil and gas company Royal Dutch Shell. Interviews were conducted to obtain important human factors. As the quality and operation of the management actions have important influences on human factors (e.g. safety attitude, training), we have linked a safety management model with the human factors model and quantify the risk implications of different management changes to prevent accidents. The methodology of integrating organisational factors into a Bayesian Belief Networks (BBNs) model is discussed in Lin et al. (2012). In this paper the development and quantification of human and management factors for an international oil company is given. own personnel and the personnel hired through contractors are built. The structure of the human models and their development are described in more detail in section 3. The influences of management on human model are shown in section 4. This section also discusses the influence of management which follows with the conclusions.

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“…Basis for this was also the work by Bellamy on occupational safety and occupational accident modeling, described in e.g., Ale et al, 2008). They applied accident data to create scenarios (Story-builder) schematized those in bow-ties including barriers.…”

Section: Fig 7 Aggregation Levels Of Indicators Accordingmentioning

confidence: 99%

Process Safety Performance Indicators

Pasman¹

2012

Transactions of the VSB - Technical University of Ostrava, Safety Engineering Series

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Abstract:For over 50 years to measure safety performance the Lost Time Incident Rate, LTIR was used. Fortunately, over the years the learning attitude towards accidents changed from a retrospective to a pro-active one. In the 90-s the safety management system was introduced. No management though, without the Deming cycle of Plan, Do, Check, Act, and checking, means the need of indicators. Existing LTIR-values were used not realizing these refl ect personal rather than process safety. In 2005 after the BP Texas City refi nery vapor cloud explosion, awareness of the difference broke through and Process Safety Leading and Lagging Metrics were formulated. In January 2012 an international conference was held in Brussels organized by EPSC and CEFIC. Results will be summarized. The paper will explain briefl y, where we are now, and what still is ahead.

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Quantifying occupational risk: The development of an occupational risk model

Cited by 78 publications

References 6 publications

An Analysis of Occupational Accidents in Demolition Work

An Analysis of Occupational Accidents in Demolition Work

Assessing the quality of collaboration in an Integrated Operations organization

Process Safety Performance Indicators

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