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dc.contributor.authorSuresh, Subashini
dc.contributor.authorOduoza, Chike
dc.contributor.authorRenukappa, Suresh
dc.date.accessioned2019-02-16T12:15:57Z
dc.date.available2019-02-16T12:15:57Z
dc.date.issued2017-05-15
dc.identifier.citationSuresh, S. et al Leadership initiatives for health and safety risk management systems in a small construction company – A case study in Oduoza, C. (Ed.) Risk Management Treatise for Engineering Practitioners, IntechOpenen
dc.identifier.isbn978-1-78984-601-0
dc.identifier.urihttp://hdl.handle.net/2436/622100
dc.description.abstractIn a globalised world the need for leadership in the construction industry has been greater due to the fact that health and safety has become an important business tool to reduce accidents to save lives and minimise injuries. The aim of this chapter is to demonstrate the importance and role of leadership for manging risks associated with health and safety aspects in small construction companies. Therefore, a case study of an Italian family run small construction company is investigated and reported. The chapter dwells in depth with regards to health and safety (H&S) risk management issues such as: commitment, workers engagement, prioritisation of H&S, compliance, measurement and organisational learning from a leadership perspective. As a diagnostic tool Leadership and Worker Involvement toolkit was administrated in the company. The toolkit had assessment levels (walking, running and sprinting). Analysis of the case study company showed they were at walking and running stages in various aspects. But the leadership aspiration of the company was to reach the ‘sprinting’ stage as a long-term target and sustain it to minimise health and safety risk. A holistic approach was developed to achieve the leadership aspirations of the company. An Enterprise Risk Management (ERM) Framework (strategy, process and performance) with a health and safety strand was developed and evaluated. This strand had health and safety at the heart of the organisational vision and objectives which had processes to identify the health and safety risk factors which then lead to health and safety performance measurement. This measurement is based on the Balance Score Card concept which includes H&S risk from aspects such as: financial, clients, business process and learning and growth. Evaluation of framework revealed that violation of H&S laws and regulations have an impact on all the four aspects of Balance Score Card (financial, clients, business process and learning and growth). This then has an overall effect on the ERM which has an impact on leadership decisions on H&S aspects. Therefore, in conclusion, the role of leadership in small companies is to In-doc controls understand the importance of H&S aspects and develop strategies which are then embedded in the processes of the companies to minimise H&S risks for their sustainability and competitiveness. This chapter is beneficial for professional at site (operatives/site trainees), project and programme level (site/project/programme managers) and for leadership team (Directors/board members).en
dc.description.sponsorshipEU Projecten
dc.formatapplication/pdfen
dc.language.isoenen
dc.publisherIntechOpenen
dc.rightsAttribution-NonCommercial-NoDerivs 3.0 United States*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/3.0/us/*
dc.subjectenterprise risk managementen
dc.subjectleadershipen
dc.subjecthealth and safetyen
dc.subjectrisk managementen
dc.subjectsmall companiesen
dc.titleLeadership initiatives for health and safety risk management systems in a small construction company – A case studyen
dc.typeChapter in book
refterms.dateFOA2019-02-16T12:15:58Z


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