Security, managing culture

The standard attempts to encourage a security culture and shares many of the expectations of 21 CFR Part 11. For instance, to improve personnel security, ISO 17799 recommends definition of security in job responsibilities, persormel screening, training and awareness, and incident reporting. Access controls recommended by ISO 17799 also match Part 11, e.g., user registration, user-ID and password management, definition of user responsibilities, user authentication, and monitoring system access for unauthorized access attempts. 

Primary management systems (Ch. 2) Prioritization (Ch. 3) Safety analysis (Ch. 4-5) Security analysis (Ch. 6) Program sustainability (Ch. 8) f Management commitment / to die risk management / system / Company culture diat X embraces risk management... 

HIT systems frequently contain data which is personal and sensitive. Culturally we have come to expect that our clinical data will be kept secure and only be divulged to those individuals with a stake in managing our well-being. Exposing this confidential data to those whose interests are financial gain or sheer curiosity is generally considered unacceptable and indeed unlawful. Information Governance represents the preservation of information confidentiality - i.e. the absence of unauthorised disclosure of information [1]. 

Compared with foreign countries, China has not formed a set of effective model and index system of the evaluation and measurement on safety culture, which resulted in the current coal industry security standards obsolete, lack of pertinence and maneuverability. Enterprises, as responsible body and the implementation main body for safety production, are less or passively involved in the standardization construction. Some leaders of the larger coal mines think that the enterprise has passed ISO quality management system and HSE management system certification, and safety standardization has little difference with safety management and safety standards, so they do no need to carry out safety standardization construction. Some leaders of coal mines are lack of awareness of the importance to carry out safety standardization, and lack of management, enthusiasm. They implement... 

Today, enterprise management of "people-oriented" has got much attention increasingly. Safety culture is an invisible hand. The enterprise safety culture is the must route for coal mines with labor intensive and high risk to achieve long-term effective mechanism of safety. Therefore, we should strengthen the coal mine safety culture construction, and improve the safety management level of enterprises to provide security for coal mine safety production. 

Practice has proved that only continue to improve the quality of decision-making, management and safety culture of the first-line employees, in order to enhance the overall safety quality. The key to improving the quality of employee safety is an update of the concept. Encourage people to establish a correct concept of security, the most basic, and the most effective means of various forms of publicity and education and training. 

Under the guidance of a good safety culture coal mines can establish a good safety management system, and thus encourage their employees to have sufficient security knowledge, a high level of safety... 

Differences in culture have a substantial effect on behavior, including chemical safety and security. Developing countries often have a hierarchical structure in which decisions are made and implemented from the top down. In such a management structure, a large commitment from leader-... 

However, many of those in leadership positions take responsibility without being held accountable. Such a culture can discourage recognition of safe behavior and prevent criticism of unsafe or suspicious conduct by superiors or even peers. Hierarchical management structures thus can inhibit reliance on coworkers to report or prevent breaches in safety or security. 

The most critical aspect of establishing a strong safety and security program is the commitment and support it should have from the top leaders in the institution. If the leaders facilitate the estabUshment of this program and hold their managers responsible and accountable, a culture of compliance can be achieved. 

Train, communicate, mentor. A comprehensive process that manages the entire life cycle of a chemical in the laboratory would result in responsible management of the safety and security aspects of that chemical. The CSO is responsible for ensuring that proper processes are established and communicated to all, but it takes a strong commitment by top leaders in the institution to create the best safety and security systems and to establish a culture that ensures the well-being of personnel and the public. 

Based on information found in Prudent Practices in the Laboratory Safe Handling and Disposal of Chemical (NAP, 1995), produce materials (booklets, CDs, or other media) that outline basic steps, feasible in developing economies, to improve chemical management best practices, including enhanced safety and security in the use, storage, and disposal of hazardous chemicals. This should include consideration of training and other culture of safety issues. 

Organizations must develop and maintain healthy process safety communications both vertically and horizontally for business and safety. Natmally effective vertical communications must be bi-directional as managers must listen, absorb the issues as well as speak to the safety issues and perception of safety. An ideal safety culture must include provisions to encourage a secure means for employees to anonymously share their concerns and report nonstandard conditions, which could be weak signals of impending troubles [11]. 

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