Participation of all members within the company is a vital condition for success and effectiveness of occupational health and safety goals. Hence, it is important that the top management’s decision to introduce an OHSMS is communicated to all company levels and thus to emphasize the importance of each individual’s contribution for success. IN this context it is crucial that the occupational health and safety system is a part of the corporate culture The general rule is: responsibility = rights + duties The main responsibilities of a manager, as well in OHS are:
- organizational responsibilities
- directorate responsibilities
- selection responsibilities
- control responsibilities
Each employee but also external personnel persons have additionally within their own responsibility, the following rights and obligations:
- preventing obligation / rights (if possible)
- reporting obligation / rights
- cooperating obligation / rights
- supporting obligation / rights
- OHS (golden stripes) is an essential assisting process in the netting of the main processes.
The occupational health and safety system runs through all the processes and functions within the company like golden stripes (fig. 5) and is organized centrally. This is a main task of the health and safety department. This department is also entrusted with the task of introducing the OHSMS, so due to the scope of the decisions and solutions members of other functional business areas (manufacturing and operations, marketing, R & D, finance and legal) have to be involved, too. In this way, potential problems are solved more cost-effective by combining the different skills and experience in this group of experts (CFT = Cross-Functional Team). Furthermore an increase of understanding and acceptance of the subject is taking place through the early cooperation in the planning process. In addition to its own experts, it is also recommended to integrate external safety experts in the CFT. Their unbiased view and their experience can save the company from making mistakes which may cause unnecessary costs. One of the first steps of the CFT is to develop a common basis to avoid misunderstandings. Especially abbreviations, acronyms and complex technical terminology / (complex jargons) have to be understood and used by all members during all activities of planning and implementation. The basis for this may be the glossary in the appendix of this brochure.