| Foreword |
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xv | |
| Preface |
|
xvii | |
| Acknowledgments |
|
xix | |
| Authors |
|
xxi | |
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1 | (8) |
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9 | (22) |
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Global and Regional Trends in Employment |
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10 | (2) |
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Trends in Injuries and Fatalities |
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12 | (19) |
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Injuries and Fatality Trends: Canada |
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13 | (4) |
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Injuries and Fatality Trends: United States |
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17 | (4) |
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Generation Y and the Workforce |
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21 | (1) |
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Challenges for Workplace Safety |
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22 | (2) |
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24 | (1) |
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24 | (1) |
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Roles of Unions and Union Membership |
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25 | (1) |
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Shorter Work Tenure among Men |
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25 | (2) |
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A More Educated and Knowledgeable Workforce |
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27 | (1) |
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Changing Leadership Environment |
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28 | (3) |
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31 | (10) |
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Defining World-Class Safety Performance or Status |
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31 | (2) |
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Are World-Class Performance and Status Achievable? |
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33 | (3) |
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Setting the Safety Vision |
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36 | (5) |
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4 Have a Safety Management System |
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41 | (24) |
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Is a Safety Management System Required? |
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41 | (1) |
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41 | (2) |
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Legal Compliance and Due Diligence |
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43 | (2) |
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The Road Map for Improving Safety Performance |
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45 | (1) |
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Elements of a Safety Management System |
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46 | (2) |
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Implementing a Safety Management System |
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48 | (1) |
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Implementing an SMS in an Organization Where One Does Not Exist |
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48 | (2) |
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Establish the Safety Culture Vision |
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50 | (1) |
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All Element Standards Clearly Defined |
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50 | (1) |
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Responsibilities and Resources Allocated |
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50 | (1) |
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Training Provided to All Personnel |
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51 | (1) |
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52 | (1) |
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Internal Controls Developed and Activated |
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53 | (4) |
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Sustainment Process Developed and Activated |
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57 | (1) |
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58 | (1) |
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Upgrading an SMS in an Organization Where One Already Exists |
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59 | (4) |
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Gap Analysis Completed (New vs. Existing Standards) |
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63 | (1) |
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Gap Closure Strategies Developed |
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63 | (1) |
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64 | (1) |
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5 An Incident Management System |
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65 | (8) |
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Design of an Incident Management System |
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65 | (3) |
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Using an IMS for Short-Term Tactical Safety Responses |
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68 | (2) |
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Using an IMS for Long-Term Strategic Safety Management Decisions |
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70 | (3) |
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6 Leadership and Organizational Safety |
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73 | (32) |
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74 | (11) |
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75 | (2) |
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Prioritization and Sufficient Resources |
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77 | (1) |
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Written Standards and Supporting Procedures |
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78 | (3) |
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Set Goals, Objectives, and Expectations for Worker Performance |
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81 | (2) |
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Establish Accountability for Performance against Goals and Objectives |
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83 | (1) |
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Establish and Steward Safety Performance KPIs |
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83 | (1) |
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Audit the Environment, Health, and Safety Management System |
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84 | (1) |
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Oversight and Supervision of Work and Performance |
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85 | (1) |
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Leadership Styles and Behaviors: Impact on Safety |
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85 | (6) |
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Autocratic Leadership Style and Behaviors |
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86 | (1) |
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Democratic Leadership Styles and Behaviors |
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87 | (1) |
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Servant Leadership Styles and Behaviors |
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87 | (1) |
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Situational Leadership Styles and Behaviors |
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88 | (1) |
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Transformational Leadership Styles and Behaviors |
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89 | (1) |
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Situ-Transformational Leadership Behaviors: Application in Safety Management |
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90 | (1) |
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91 | (5) |
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96 | (9) |
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96 | (4) |
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Worker Training and Development |
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100 | (1) |
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Involvement and Participation in Workplace Decisions |
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101 | (1) |
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102 | (1) |
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Critical Thinking Ability |
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103 | (2) |
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7 The Safety Challenge: Why Is Organizational Safety Important? |
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105 | (18) |
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Great Safety Performance Equals Great Business Performance |
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111 | (1) |
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Great Safety Performance Helps to Attract and Retain the Best and Brightest |
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112 | (1) |
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Great Safety Performance Maintains and Elevates Organizational Image |
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113 | (10) |
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8 How Can We Improve Health and Safety Performance? |
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123 | (12) |
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Making Everyone Responsible for Health and Safety |
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123 | (2) |
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Maintaining a Working and Effective Safety Management System |
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125 | (1) |
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Establishing and Stewarding the Risk Management Philosophy |
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125 | (2) |
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Embracing Process Safety Management as a Component of the SMS |
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127 | (1) |
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Focused Attention on Contractor Safety Management |
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128 | (1) |
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Leadership at the Frontline |
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129 | (1) |
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Shared Learnings within and across Organizations, within Industry, and across Industries |
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130 | (1) |
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130 | (1) |
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131 | (1) |
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Maintaining a Trained and Competent Workforce |
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131 | (1) |
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Ensuring an Adequate Audit and Compliance Processes |
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132 | (3) |
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9 The Challenges of Risk Management |
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135 | (12) |
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135 | (1) |
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136 | (5) |
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Growth by Mergers, Acquisition, Takeovers, and Joint Ventures |
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136 | (4) |
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Growth by Venturing into Unchartered Territories |
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140 | (1) |
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141 | (2) |
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Incremental Risks That Are Normalized over Time |
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143 | (4) |
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10 Process Safety Management |
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147 | (20) |
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148 | (6) |
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Employee Training and Competency |
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150 | (1) |
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Contractor Safety Management |
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151 | (1) |
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152 | (1) |
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Management of Change (Personnel) |
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152 | (1) |
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Emergency Preparedness, Planning, and Management |
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153 | (1) |
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PSM: Processes and Systems |
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154 | (6) |
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Management of Engineered Changes and Nonengineered Changes |
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154 | (1) |
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Management of Engineered Change |
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155 | (1) |
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156 | (1) |
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Nonroutine Work Authorization |
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157 | (1) |
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Prestartup Safety Reviews |
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158 | (1) |
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158 | (2) |
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PSM: Facilities and Technology |
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160 | (7) |
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Process Safety Information |
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160 | (1) |
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161 | (1) |
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Mechanical Integrity of Equipment |
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162 | (2) |
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164 | (3) |
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11 Contractor (Service Provider) Safety Management |
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167 | (36) |
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Core Requirements of Contractor Management |
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170 | (4) |
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Ownership for Contractor Management |
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170 | (1) |
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Corporate Standard for Contractor Management |
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171 | (1) |
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171 | (1) |
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Categorization of Contractors |
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171 | (3) |
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A Contractor Prequalification Process |
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174 | (4) |
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Internal Prequalification |
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175 | (1) |
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External Prequalification |
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175 | (2) |
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Partial External Prequalification |
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177 | (1) |
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Full External Prequalification |
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177 | (1) |
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Contractor Safety Management |
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178 | (6) |
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Contractor Safety Standard |
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179 | (1) |
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179 | (2) |
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181 | (1) |
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181 | (1) |
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181 | (1) |
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181 | (1) |
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Prequalification Questionnaire |
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181 | (1) |
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Selecting a Prequalification Service Provider (EH&S, Finance, Quality Assurance, and Technical) |
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182 | (2) |
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Activating Your Prequalification Service Provider |
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184 | (8) |
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Contractor Performance Management and Control |
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185 | (1) |
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Control Measures and Tools |
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186 | (1) |
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Standardized Control Measures and Tools |
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186 | (2) |
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188 | (1) |
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Contractor Performance Management |
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189 | (1) |
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Leadership Visibility Is Essential for Contractor Safety Management |
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189 | (1) |
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Frontline Leadership Visibility |
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189 | (1) |
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Senior Leadership Visibility |
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190 | (1) |
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Demonstrate and Promote a No-Blame Culture for Reporting Incidents |
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191 | (1) |
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Active Listening Sessions/Lunches: Listening Moment |
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191 | (1) |
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All Workers Must Be Treated Equally (Where Safety Is Concerned) |
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192 | (1) |
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Initiate Regular Contractor Safety Forums |
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192 | (2) |
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Contractor Relationship Management |
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193 | (1) |
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Link Contractor Safety Management to Pay for Performance and Bonuses |
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193 | (1) |
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193 | (1) |
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Stewardship of Leading and Lagging Indicators |
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194 | (5) |
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194 | (1) |
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194 | (5) |
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Contractor Audits and Follow-Up |
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199 | (4) |
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12 Leadership at the Frontline |
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203 | (16) |
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Role of the Frontline Supervisor/Leader |
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203 | (7) |
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Set the Standards for Safety |
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204 | (1) |
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Be Proactive in Managing Risks and the Health and Safety of All Workers |
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205 | (1) |
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Build Trust and Relationships among the Workforce |
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206 | (1) |
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Build Talent and Capabilities |
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207 | (1) |
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Engage and Motivate Worker to Do the Right Things |
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208 | (2) |
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Leverage Existing Tools and Workforce to Ensure That Work Is Conducted Safely at All Times |
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210 | (1) |
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Core Skills of Frontline Supervisors and Leaders |
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210 | (9) |
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Training the Frontline Supervisor/Leader |
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210 | (9) |
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13 Shared Learning in Safety |
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219 | (12) |
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Why Is Shared Learning Important in Workplace Safety |
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219 | (4) |
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222 | (1) |
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Internal Sharing of Learning in Safety |
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223 | (5) |
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Adopt a Consistent Format for Shared Learning |
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225 | (3) |
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Industry and Cross-Industry Sharing of Safety Learning |
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228 | (3) |
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14 Safety Training and Competency |
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231 | (14) |
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Understanding the Business Drivers |
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231 | (1) |
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Understanding and Internalizing the Core Values and Beliefs of the Organization |
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231 | (2) |
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Challenges to Realizing Health and Safety Vision |
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233 | (2) |
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235 | (5) |
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235 | (3) |
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238 | (1) |
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238 | (1) |
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239 | (1) |
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Due Diligence Requirements |
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240 | (5) |
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240 | (1) |
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Competency Assurance Records |
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241 | (2) |
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Work Permit and Hazards Analysis or Assessment |
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243 | (1) |
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Documentation and Traceability |
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244 | (1) |
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245 | (20) |
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245 | (2) |
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Audits Support the Gap Closure Process |
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247 | (4) |
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248 | (1) |
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249 | (1) |
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250 | (1) |
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251 | (3) |
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252 | (1) |
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252 | (2) |
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Common Problems with Internal Audits |
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254 | (1) |
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Laying the Foundation for an Effective Audit |
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254 | (5) |
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Phase One Safety Audit Preparation |
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255 | (1) |
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256 | (2) |
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Phase Three Review of Findings of the Health and Safety Audit |
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258 | (1) |
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Phase Four Recommendations from the Health and Safety Audit |
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258 | (1) |
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Phase Five Corrective Actions from the Safety Audit |
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258 | (1) |
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Phase Six Debrief and Publish the Safety Audit Results |
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258 | (1) |
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Resource Allocation Based on Risk Exposure |
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259 | (1) |
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Audit All Facets of the RM |
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260 | (5) |
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262 | (3) |
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16 Auditing the Safety Management System |
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265 | (22) |
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Gap Analysis and Identification |
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265 | (1) |
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266 | (4) |
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270 | (5) |
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270 | (1) |
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270 | (1) |
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Functional/Generic Benchmarking |
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270 | (1) |
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271 | (1) |
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271 | (1) |
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271 | (1) |
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272 | (1) |
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272 | (3) |
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Best-Practices Identification and Alignment |
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275 | (5) |
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Industry Leaders and Peers in Safety |
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280 | (1) |
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Reconfiguration of the Organization to Achieve World-Class Safety Performance |
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281 | (3) |
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Safety Audit Programs in the New Millennium |
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284 | (3) |
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287 | (14) |
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287 | (1) |
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Why Should Organizations Have an IMS? |
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288 | (2) |
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289 | (1) |
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289 | (1) |
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Corporate Social Responsibility |
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289 | (1) |
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Types of Events Requiring IMS Responses |
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290 | (1) |
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Organizing Response Structures |
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291 | (2) |
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291 | (1) |
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292 | (1) |
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293 | (1) |
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293 | (1) |
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Organizational Structure and Key Supporting Roles |
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293 | (3) |
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296 | (5) |
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Appear to Be and Be in Control |
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297 | (1) |
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Tell the Truth at All Times |
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297 | (1) |
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Avoid Listening to the Lawyers during Media Releases |
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298 | (1) |
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298 | (1) |
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Communicate Frequently and Demonstrate Genuine Empathy |
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298 | (2) |
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300 | (1) |
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18 Safety Culture Maturity |
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301 | (32) |
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Legal Significance of Health and Safety at Work |
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302 | (1) |
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Health and Safety at Work in High-Risk Business: Case Studies |
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303 | (1) |
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304 | (5) |
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304 | (1) |
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305 | (1) |
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305 | (1) |
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305 | (4) |
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Incident Frequencies and Extent of Maturity of a Health and Safety Culture |
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309 | (1) |
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Impact of Trust and Employee Engagement on Maturity of an EH&S Culture |
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310 | (4) |
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Cultural Variation: Relationship between Employee Cultural Outlook versus Organizational EHS Performance (National and Organizational Culture) |
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314 | (1) |
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Motivation in Health and Safety Culture |
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315 | (3) |
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Physical and Physiological Stress and the Health and Safety Culture |
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318 | (1) |
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Leadership Commitment and Sustainable Safety Culture |
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319 | (3) |
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322 | (1) |
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Leadership Behaviors for Improving Workplace Safety and Safety Culture |
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323 | (2) |
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Developing a Model of Safety Culture |
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325 | (1) |
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326 | (1) |
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Information Sharing/Reporting Incidents |
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327 | (1) |
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Autonomy and Leadership Support |
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328 | (1) |
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Developing a Strong Safety Culture |
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329 | (2) |
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Safety Culture Maturity Assessment |
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331 | (2) |
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19 Implementing an Effective Global Occupational Health Policy and Program: Case Study in the Oil and Gas Industry |
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333 | (20) |
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Background on Occupational Health Development Perspectives |
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334 | (7) |
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Occupational Health Management |
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341 | (3) |
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342 | (1) |
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Risk Management/Productivity Function |
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342 | (1) |
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Health, Safety, and Environment Function |
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342 | (1) |
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343 | (1) |
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343 | (1) |
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Functions of Occupational Health Management |
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344 | (5) |
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Challenges of Setting Up an Occupational Health Function |
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349 | (4) |
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20 Consistent Terminologies and Processes |
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353 | (8) |
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353 | (1) |
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Check Sheets and Work Tools |
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354 | (1) |
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Standard Operating Procedures |
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355 | (1) |
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356 | (1) |
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356 | (1) |
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357 | (1) |
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358 | (1) |
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Standards and Standard Operating Procedures |
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359 | (2) |
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361 | (4) |
| Appendix 1 Contractor or Service Provider Prequalification Questionnaire |
|
365 | (54) |
| Appendix 2 Contractor Safety Standard |
|
419 | (20) |
| Appendix 3 Ground Disturbance Attachment and Sample Work Agreement |
|
439 | (6) |
| Glossary of Terms |
|
445 | (4) |
| References |
|
449 | (16) |
| Index |
|
465 | |