1. Occupational Health and Safety Management Systems – organisational approach towards implementation Tine Herreborg Jørgensen Associate Professor, M.Sc., Ph.D. Aalborg University, Denmark

2. 2 The Danish Smiley System Companies with a H&S certificate (1.535) Companies complying with the work environment regulation (585) Companies with an immediate order or order with time limit (2.671) Companies with a ban or counselling order (18)

3. 3 Programme Presentation of project and evaluation Theoretical and organisational approaches Organisational analysis of three casestudies

4. 4 ”Strengthening of the accident prevention effort by OHSMS” Promote OHSMS and accident prevention Information material, training programmes, teaching material Five projects chosen

5. 5 Evaluation of the projects Processes Recruitment, form of training, need for consultants, competences of the companies Results Participants own assessments, change in attitudes and practises Methods

6. 6 Organisational approaches Developed with inspiration from Scott (1992) and Andersen og Mosgaard (2002).

7. 7 DimensionHypotheses about the results with basis in the aim of the project 1. Rational1.The company has achieved a certificate of their OHSMS 2.The company has developed procedures for OHSMS 3.The company has formulated a policy for the work environment 4.The company has received tools to educate its employees 5.Tools for handling risks and accidents have been developed in the company 2. Socio-cultural1.The company has applied employee participation in the work process 2.The company has anchored the H&S with the employees 3.The employees have gone through learning processes in the H&S work 4.Changes happened in the companies work environment culture 3. Network oriented1.The company uses networks to exchange experiences 2.The company continuously uses networks to be updated with new knowledge and future expectations

8. 8 Small Risk (case 1) Good combination of accident prevention and OHSMS Simple and operational tools Communication, H&S culture, involvement of employees Focus on both rational and sociocultural dimension

9. 9 Green Network (case 2) Point of departure in OHSAS 18001 Good individual advice Training material limited Focus on the rational and network oriented dimension

10. 10 CASA project (case 3) Individual advice to small companies Motivation of management to take H&S responsibility Implementation of simple preventive tools Focus on the sociocultural dimension

11. 11 Experiences with the training programmes Based on a number of rational elements (for OHSMS) Some participants primarily wanted to listen and learn A simplified OHSMS training programme were missed

12. 12 Experiences with the training programmes 40% drop out in four cases 0% drop out in ”Small Risk” Agreement of commitment Focus on good communication, H&S culture, simple and operational tools Sociocultural dimension important Secure implementation of the rational and network oriented dimension

13. 13 Network oriented dimension missing Maintain and secure future progress of H&S prevention Green Network Made recruitment easy Collection of knowledge (regular meetings) ”Road show” of H&S in the metal industry

14. 14 Conclusions The rational dimension Strengthened the formalised and systematic H&S work Cannot stand alone The sociocultural dimension Culture, learning, routines, norms, values Secure continuous improvements and adaption to changes in surroundings Primarily focus on OHSMS (rational) Secondary focus on accident prevention (sociocultural)

15. Thank you – questions? Tine Herreborg Jørgensen Associate Professor, M.Sc., Ph.D. Aalborg University, Denmark