Safety Culture Implementation Based on Occupational Health and Safety Assessment
Safety or the state of being safe can be described as a condition of being not dangerous or not harmful. It is necessary for an individual to avoid dangerous situations every day. Also, an organization is subject to legal requirements for the health and safety of persons inside and around the immediate workplace, or who are exposed to the workplace activities. Although it might be difficult to keep a situation where complete safety is ensured, efforts must nonetheless be made to consider ways of removing any potential danger within an organization. In order to ensure a safe working environment, the capability of responding (i.e., resilience) to signals (i.e., information concerning events that could pose future problems that must be taken into account) that occur in and around corporations is necessary. The ability to evaluate this essential point is thus one way in which safety and security can be managed. This study focuses on OHSAS18001, an internationally applied standard for the construction and operation of occupational health and safety management systems, by using IDEF0 for Function Modeling (IDEF0) and the Resilience Matrix originally made by Bracco. Further, this study discusses a method for evaluating a manner in which Occupational Health and Safety Assessment Series (OHSAS) systematically functions within corporations. Based on the findings, this study clarifies the potential structural objection for corporations when implementing and operating the OHSAS standard.
Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1126083Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 1060
 T. Seto. “For the next generation of human resource development (in Japanese),” Safety & Tomorrow, No.164, 2015, pp.38-46.
 OHSAS Project Group 2007, OHSAS18001:2007, Occupational Health and Safety management systems- Requirements. Occupational Health and Safety Assessment series. 2007, pp.90-179.
 F. Bracco, T. Piccinno and G. Dorigatti, “Turning Variability into Emergent Safety: The Resilience Matrix for Providing Strong Responses to Weak Signals,” Proceeding of 5th Symposium on Resilience Engineering, 2013, pp23-28.
 R. Akselsson, F.Koornneef, S.Stewart, M.Ward, “Resilience Safety Culture in Aviation Organization,” 2009, pp.3-16.
 Francois-Regis Chevreau. “Safety culture as a rational myth: why developing safety culture implies engineering resilience?” in Proc. of the second resilience engineering symposium, Antibes-Juan Les-Pins (France), 2006
 Lars Adolph, Bettina Lafrenz, Britta Grauel, "Safety Management Systems, Safety Culture and Resilience engineering: Comparison of Concepts," in /Proc. HFES Europe Chapter Conf. /, Toulouse, 2012, pp.269-276.
 Tarcisio Abreu Saurin, Marcelo Fabiano Costella. “A Method for Assessing Health and Safety Management Systems from the Resilience Engineering Perspective,” Safety Science, 47, pp.1056-1067.
 J. Cambon, F. Guarnieri and J. Groeneweg, “Towards a new tool for measuring Safety Management Systems performance,” 2nd Symposium on Resilience Engineering, Juan-les-Pins, France, 2006, pp10.
 Norros Leena, “Analysis of work practices from the resilience engineering perspective,” Nuclear Safety and Simulation, Vol. 3, Number 4, December 2012, pp.325.
 Dr M K Fitzgerald. “Safety Performance Improvement Through Culture Change,” Procs 24th Annual ARCOM Conference, pp.1-3.
 Sang Uk Han, Sang Hyun Lee, Feniosky Pena-Mora. “Framework for a resilience system in safety management: a simulation and visualization approach,” Journal of Construction Engineering and Management, ASCE. pp.23.
 David D. Woods. “Resilience Engineering: Redefining the Culture of Safety and Risk Management,” Human Factors and Ergonomics Society Bulletin, 49(12), pp.1-8.
 Pia Oedewald, Nadezhda Gotcheva, Kaupo Viitanen, Mikael Wahlström. “Safety culture and organizational resilience in the nuclear industry throughout the different lifecycle phases,” ISSN 2242-122X (Online), 2015, pp.12-25. http://www.vtt.fi/inf/pdf/technology/2015/T222.pdf
 Rasmussen, J. “Skills, Rules, Knowledge. Signals, Signs, and Symbols, and Other Distinctions in Human Performance Models, in,” IEEE Transactions on Systems, Man and Cybernetics, 1983, pp.257-266.