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Robert W Campbell Award

Robert W Campbell Award. Sharing Success Giving Recognition And Making a Difference. Robert W Campbell Award.

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Robert W Campbell Award

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  1. Robert W Campbell Award • Sharing Success • Giving Recognition • And Making a Difference

  2. Robert W Campbell Award • Named for safety pioneer Robert W Campbell, this international award honours organizations that achieve high levels of excellence by integrating safety, health, and environmental management into all aspects of business.

  3. Evaluation Criteria • Evaluation Criteria: • Reflect the core values recognized by the Award • Provide the foundation on which excellence in safety, health, and the environment from a business systems perspective is evaluated.

  4. Evaluation Criteria • BUSINESS PROFILE • Business description • SH&E and business challenges

  5. Evaluation Criteria • LEADERSHIP • Organizational leadership • Corporate Citizenship as related to SH&E • - National/regional • - Global • Level of commitment to SH&E goals • Quality of labour/management relations

  6. Evaluation Criteria • SH&E MANAGEMENT SYSTEM • Management leadership and commitment • Organizational communications and system documentation • Assessments, audits, evaluations, and continuous improvement • Hazard recognition, evaluation, and control • Workplace design and engineering • Operational SH&E programs • Employee empowerment and involvement • Motivation, behaviour, and attitude • Employee competency-building

  7. Evaluation Criteria • PERFORMANCE MEASUREMENTS & INFORMATION MANAGEMENT • Quality and appropriateness of measurements, data collection and recordkeeping systems, analytical methodologies • Validity • Reliability • Feasibility • Accessibility • Comparability • Utility

  8. Evaluation Criteria • SH&E RESULTS • Continuous SH&E performance improvement or sustained excellence • Use of key leading indicators • Use of lagging indicators • Energy used and trends

  9. Evaluation Criteria • LINKAGE BETWEEN SH&E AND BUSINESS PERFORMANCE • Integration of SH&E and business management systems • SH&E as a core corporate value • Alignment of SH&E with corporate objectives and strategies • Continuous and systematic SH&E and business performance improvement • Dynamic nature and interactivity of SH&E with other operational functions • Demonstration of improvement in productivity through SH&E

  10. CONCLUSIONS • Through academic preparation, what knowledge do Occupational Hygienists currently possess to help lead their organizations in integrating OHS into the core business? • What additional academic preparation would be required to complete the knowledge set? • Would an Occupational Hygiene professional be more useful and needed by organizations if they were the professionals who could lead/facilitate OHS excellence as a core business requirement?

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