Safety management – A multi-level control problem

Wahlström, Björn; Rollenhagen, Carl

doi:10.1016/j.ssci.2013.06.002

Cited by 46 publications

(18 citation statements)

References 42 publications

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“…They propose using a control metaphor for the design and assessment of SMS in combination with the concepts of man, technology and organizational and information systems (MTOI) to ensure the continued safety of the operated systems. Wahlström and Rollenhagen [45] further elaborate how this control metaphor, that initially focuses on the safe management of sharp end activities, can also be used for controlling the MTOI systems, as well as different safety management activities, Together, the implementing and controlling stages define the formal as well as the informal side of safety management and have a direct influence on performance. This representation of the core attributes for safely managing an activity is aligned with the common approach for modelling systems, subsystems and their interactions, as proposed by Wahlström and Rollenhagen [45].…”

Section: The Resulting Safety Fractalmentioning

confidence: 99%

Introducing the Extended Safety Fractal: Reusing the Concept of Safety Management Systems to Organize Resilient Organizations

Accou

Reniers

2020

IJERPH

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Although mandatory in most high-risk industries, the safety management system (SMS) is often criticized as burdensome and complex. Through its requirement to formalize all main activities, the SMS is perceived as bureaucratic and a vehicle for pure compliance and Safety I (one). Furthermore, the SMS is often detached from an organization’s core activities, goes against local practice and does not deliver the safe performance that was hoped for. By comparing the model behind SMS with specific requirements for process capability, this paper identifies a safety fractal that reflects the basic requirements that are needed to control safety related activities at all levels within an organization. It is further argued that the constituent elements of this safety fractal are particularly suitable to organize resilient performance, provided that resilience is explicitly identified as the safety strategy to follow and, as such, consequently implemented. This approach is then positioned against common safety management concepts as management system maturity, leadership and safety culture, leading to a systematic and a more comprehensive view on how to measure safety performance and resilience.

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Section: The Resulting Safety Fractalmentioning

confidence: 99%

Introducing the Extended Safety Fractal: Reusing the Concept of Safety Management Systems to Organize Resilient Organizations

Accou

Reniers

2020

IJERPH

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“…The participants were divided into 4 groups of 21-30, 31-40, 41-50, and more than 50 years of age based on their age, and 3 groups of less than 10 years (frequency of 96, 40%), [11][12][13][14][15][16][17][18][19][20] Moreover, the results revealed that there is a positive, meaningful relationship between the safety management system and its components (safety policy, employees' motives, safety education, urgent prevention programs, and internal control), and safety culture (Table 2) (P= 0.01). Furthermore, high education levels have meaningful effects on the safety management system (P=0.01).…”

Section: Resultsmentioning

confidence: 99%

“…Moreover, danger analysis and safety engineering are considered as important activities in safety management. Danger analysis is the evaluation of different types of dangers, and safety engineering focuses on turning unacceptable dangers into acceptable threats (13). It is completely understandable that every single occupational incident, disease, and environmental harm causes many heavy, direct and indirect damages to the organizations.…”

Section: Introductionmentioning

confidence: 99%

The role of safety management system in safety culture in an oil and gas exploration and production company in Asalouyeh, Bushehr Province, Iran, in 2015

Afroghi

Mirzaei

Nasrabadi

2014

JOHE

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Received: August 2015, Accepted: October 2015 Background: One of the necessities of industrial societies is the application of developed measures/strategies for the prevention of occupational incidents in industrial companies. The present study was conducted with the aim of determining the role of the safety management system on safety culture of an oil and gas exploration and production company. Materials and Methods: This study was conducted on 240 participants, chosen through simple random sampling, based on the research goals, statistical society size, and the Krejcie and Morgan table. For data collection, the Safety Management System Questionnaire, with a Cronbach's α of 0.96, and the Safety Culture Questionnaire, with a Cronbach'sα of 0.91, were utilized after determining their validity. The gathered data were analyzed using SPSS and LISREL softwares. Results: First level confirmatory factor analysis was performed with the use of LISREL package on 5 factors of encouraging/motivating employees to observe safety tips, educating employees on safety tips, safety policies in organizations, safety control in organizations, and urgent planning in organizations. The results showed that all the indices on obtained values were very desirable. In addition, the results of this research indicated that there was a statistically positive, meaningful relationship between the variable of safety management system and its components (i.e., safety policies, employees' motivators, safety education, urgent prevention plans, and internal control), and safety culture (P<0.01). High education levels of the employees had meaningful impacts on the safety management system (P<0.01).However, there was no statistically significant relationship between the education level and occupational background of the employees and the company's safety culture (P>0.05). Conclusions:The results of the present paper proved that the safety management system and its components play an important role in the development of the safety culture of an oil company. Therefore, notifying the related authorities of this fact in order to establish a safety management system is a vital issue.

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“…Safety management is a multi-level control problem (Wahlstrom and Rollenhagen, 2014). Safety culture is identified to safety climate in the analysis of the causal relationships between its key dimensions.…”

Section: Risk Assessment Toolsmentioning

confidence: 99%