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The importance of commitment, communication, culture and learning for the implementation of the Zero Accident Vision in 27 companies in Europe
In this paper the findings are presented of a multinational study involving 27 companies that have adopted a ‘Zero Accident Vision’ (ZAV). ZAV is the ambition that all accidents are preventable, and this paper focuses on how companies implement ZAV through ZAV commitment, safety communication, safety culture and safety learning. Managers and workers took part in a survey (8,819 respondents), company interviews and national workshops in seven European countries. A common characteristic of all the companies was the high ZAV commitment of their managers and workers, which often were embedded...
Zero Accident Vision based strategies in organisations: Innovative perspectives
The Zero Accident Vision (ZAV) is a promising approach developed in industry, but not so much addressed by the safety science research community. In a discussion paper in Safety Science (2013) a call was made for more research in this area. Three years later is a good time to take status of developments in this field. A first set of empirical studies has been published, several authors see new perspectives with the vision, while misunderstandings still flourish with a focus on ‘zero incidents' as a ‘goal', rather than the ‘vision' that all occupational incidents are...
The case for research into the zero accident vision
This discussion paper is written out of a concern. We noticed that many companies with a good safety reputation have adopted a zero accident vision, yet there is very little scientific research in this field. The zero accident vision addresses the accidents causing deaths and severe injuries among company staff. In Finland, where more than 280 companies are currently a member of the Finnish ‘Zero Accident Forum', we see that this has supported the member companies to realize significant safety improvements over time, even though their safety performance was already much better than the...
An Evaluation of the Impact of the WorkSafeNB Focus Firms Intervention on reported Safety Behaviour and Injury Outcomes
WorkSafe New Brunswick implemented the Focus Firms initiative in 2002 to reduce workplace injuries and build health and safety infrastructure in workplaces with poor safety records. The study evaluated the impact of the Focus Firms Initiative on safety performance at participating firms. Source : http://www.worksafebc.com/contact_us/research/research_results/res_60_10_1140.asp http://www.worksafebc.com/contact_us/research/funding_decisions/assets/pdf/2010/RS2010-DG01.pdf
The influence of supervisor leadership practices and perceived group safety climate on employee safety performance
The current study investigates the influence of the leadership practices of first-line supervisors on the safety compliance and safety participation of the employees who work for them. Contingent reward and transformational leadership are examined under conditions of positive and non-positive group safety climate in both the manufacturing and constructions sectors. Using moderated regression models (Aguinis, 2004) results indicate that greater levels of transformational and contingent reward leadership are both associated with greater levels of safety compliance and safety participation behavior...
Is it possible to influence safety in the building sector?
A literature review extending from 1980 until the present The available literature on construction safety is not very optimistic about the chances of evidence-based safety in the construction industry exerting a positive influence. Many articles indicate that the structures and processes that are designed to ensure safety in the industry are poor. Safety management systems do not work, or are limited, the business processes executed are fragmentary, it is not clear who is responsible for safety and parties lower in the construction hierarchy tend to be saddled with the consequences. Safety detracts...
Leadership and worker involvement on the Olympic Park
The first report, Leadership and worker involvement on the Olympic Park, sets out how project leaders engaged with the supply chain to develop a more collaborative, challenging and learning culture. They created an environment where workers felt comfortable raising health and safety issues and could participate in solving problems. Source : http://www.hse.gov.uk/research/rrpdf/rr896.pdf

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