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Corporate Safety Culture

Therefore, awareness that influences willingness, and leadership, but also new forms of communication and cooperation and a possible shift in corporate (safety) culture, are all crucial elements for ISP. Good and successful examples set by companies seen as peers may also strongly stimulate industry. Indeed, the production of the same pesticide produced by Union Carbide in Bhopal using a batch process was accomplished by DuPont using an inherently safer continuous flow process. [Pg.494]

Although the party and the state has established a safety first, prevention first, comprehensive management of safe production approach to the development of the Mine Safety Act, (Lin 2008) Coal Act, Coal Mine Safety Supervision Ordinance until a series of policies, laws, management departments and business units have done a lot of practical work, have a lot to improve and enhance China s labor protection and production conditions, in order to protect the safety and health of workers in production and construction, safety culture theory, and promoting social production and construction development. However, China s coal enterprises overall understanding of safety culture and the arts and corporate safety culture in construction due to inadequate attention to work-... [Pg.665]

The theory of the safety culture in construction enterprises to build the foundation and guidance safety culture construction method is the corporate safety culture in construction practice methodology and the way the wizard and guidance (Luo et al 2008, Song Gao 2012). [Pg.666]

Actively to create a strong corporate safety culture... [Pg.667]

Employees in a strong safety culture, their behavior will naturally regulate the rules of this security values and safe behavior. To create a corporate safety culture, the following activities are feasible. [Pg.667]

Gan Xinmeng. 2010. Constructing the Corporate Safety Culture and its Activity Patterns. Beijing China Sttfety Science Journal 46-49. [Pg.668]

Online analysis system of corporate safety culture. http7/ www.koolsquare.cn/survey/. [Pg.744]

Gui Fu, Chang-repair 2009. Corporate safety culture and its quantitative measurement study [J], China Scfety Science, 1 86-92. [Pg.787]

The indirect effects of these programs may also be important. Anecdotal evidence suggests that injury claims tend to increase with announced reductions in workforce or as local unemployment rates rise. We estimate how layoffs affect claim duration by including a duimny variable indicating whetherthe firm has experienced any recent employment layoffs or cutbacks. In our models, we were also interested to see whether any of the corporate safety culture variables listed in the previous paragraph modify the layoff/claim-duration effect that is, whether there are interactions between HRM practices and downsizing. [Pg.35]

Cappelli et al. 1997 Levine and Tyson 1990). The search for improved performance not only has changed woik processes for many employees, it also has led to changes in the size of the woikforce itself. Corporations seek to become more cost-competitive by reducing their number of employees. Corporations also seek to become efficient by changing their corporate safety culture. For example, they may change the level of employee involvement or the types of safety programs they employ. [Pg.36]

Possible effects of mergers, acquisitions, and new entrants on corporate safety culture. [Pg.176]

Another concern is the potential of deregulation to create challenges to the maintenance of an effective corporate safety culture. In the aviation and rail industries, corporate culture problems affected safety in the aftermath of mergers and acquisitions, and also at some of the new entrant airlines established after deregulation. In the years after deregulation, there were also indications of pressure to under-report some types of safety problems in the railroad industry, and evidence of maintenance violations at several major airlines. In the U.K. nuclear power industry, corporate culture concerns dealt with the excessive use of contractors and the loss of corporate expertise and institutional memory. [Pg.217]

A corporate safety culture that may have tolerated serious and longstanding deviations from good safety practice [17]. [Pg.100]

Just five months into the BP refinery investigation, the CSB issued an urgent safety recommendation to the BP Global Executive Board of Directors. The Directors were instmcted to commission an independent panel to assess and to report on the effectiveness of BP North America s corporate oversight of safety management systems at its refineries. BP was also strongly urged to conduct a comprehensive evaluation of BP s corporate safety culture. [Pg.110]

As recommended the BP Board of Directors established and funded an independent safety review panel in August 2005. This blue ribbon panel was chaired by former Secretary of State James A. Baker, 11. The mission was to review the BP s corporate safety culture, safety management systems, and corporate safety oversight at all five US North American refineries. The report, published in 2007, was officially named The Report of the BP US Refineries Independent Safety Review Panel, however it is commonly called the Baker Report. ... [Pg.110]

The Baker Panel reported their findings nnder three areas of emphasis The first focus area was Corporate Safety Culture. In the years since this Panel s report Safely Cnlture is being infused into maity organizations via the API RP 754 Process Safety Performance Indicators for Refining and Petrochemical Industries...and other w s. [Pg.110]

The Baker Report was aimed, in particular, at the effectiveness of BP s corporate oversight of safety managanent systems at its five US refineries and its corporate safety culture. Amongst its findings were the following. [Pg.223]


See other pages where Corporate Safety Culture is mentioned: [Pg.108]    [Pg.665]    [Pg.667]    [Pg.743]    [Pg.421]    [Pg.217]    [Pg.223]    [Pg.134]    [Pg.111]    [Pg.18]    [Pg.173]   
See also in sourсe #XX -- [ Pg.110 ]




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