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Occupational Health and Safety Management Systems – organisational approach towards implementation

Occupational Health and Safety Management Systems – organisational approach towards implementation. Tine Herreborg Jørgensen Associate Professor, M.Sc., Ph.D. Aalborg University, Denmark. The Danish Smiley System. Companies with a H&S certificate (1.535)

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Occupational Health and Safety Management Systems – organisational approach towards implementation

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  1. Occupational Health and Safety Management Systems – organisational approach towards implementation Tine Herreborg Jørgensen Associate Professor, M.Sc., Ph.D. Aalborg University, Denmark

  2. The Danish Smiley System Companies with a H&S certificate (1.535) Companies complying with the work environment regulation (585) Companies with an immediate order or order with time limit (2.671) Companies with a ban or counselling order (18)

  3. Programme • Presentation of project and evaluation • Theoretical and organisational approaches • Organisational analysis of three casestudies

  4. ”Strengthening of the accident prevention effort by OHSMS” • Promote OHSMS and accident prevention • Information material, training programmes, teaching material • Five projects chosen

  5. Evaluation of the projects • Processes • Recruitment, form of training, need for consultants, competences of the companies • Results • Participants own assessments, change in attitudes and practises • Methods

  6. Organisational approaches Developed with inspiration from Scott (1992) and Andersen og Mosgaard (2002).

  7. Small Risk (case 1) • Good combination of accident prevention and OHSMS • Simple and operational tools • Communication, H&S culture, involvement of employees • Focus on both rational and sociocultural dimension

  8. Green Network (case 2) • Point of departure in OHSAS 18001 • Good individual advice • Training material limited • Focus on the rational and network oriented dimension

  9. CASA project (case 3) • Individual advice to small companies • Motivation of management to take H&S responsibility • Implementation of simple preventive tools • Focus on the sociocultural dimension

  10. Experiences with the training programmes • Based on a number of rational elements (for OHSMS) • Some participants primarily wanted to listen and learn • A simplified OHSMS training programme were missed

  11. Experiences with the training programmes • 40% drop out in four cases • 0% drop out in ”Small Risk” • Agreement of commitment • Focus on good communication, H&S culture, simple and operational tools • Sociocultural dimension important • Secure implementation of the rational and network oriented dimension

  12. Network oriented dimension missing • Maintain and secure future progress of H&S prevention • Green Network • Made recruitment easy • Collection of knowledge (regular meetings) • ”Road show” of H&S in the metal industry

  13. Conclusions • The rational dimension • Strengthened the formalised and systematic H&S work • Cannot stand alone • The sociocultural dimension • Culture, learning, routines, norms, values • Secure continuous improvements and adaption to changes in surroundings • Primarily focus on OHSMS (rational) • Secondary focus on accident prevention (sociocultural)

  14. Thank you – questions? Tine Herreborg Jørgensen Associate Professor, M.Sc., Ph.D. Aalborg University, Denmark

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