Integrated occupational safety management practices (occupational, industrial and fire safety, disaster emergency prevention, health protection, transport safety, all together known as “OHS” or “occupational health and safety”) have been actively developing at industrial sector companies. Specifically, they involve the implementation of processes, certification of management systems, appointment of committees responsible for OHS issues at the boards of directors, organization of OHS directorates at management companies, inclusion of OHS values in management’s KPIs, action planning and providing for stand-alone line items in investment and operating expenses budgets.
However, activities aimed to implement the present-day approaches to occupational safety management are often accompanied by difficulties arising from inconsistencies and mismatches with other corporate management processes. For example, implementation of a risk-oriented approach gets hung up either during the budgeting process, which is organized based on the ‘prior year’s budget utilization’ concept, or at the implementation stage when it becomes clear that the majority of employees need special training and the process of training and engaging internal OHS coaches is missing.
Identification and solving of problems in occupational safety management systems require key management personnel buy-in, as well as a non-biased and competent outside perspective.
Provided that problems in occupational safety management systems are seen at all 4 levels, it is vitally important that proven diagnostic and transformation tools are applied at each level.