Employee Health

Background: To achieve a safe and healthy environment for human beings and the dynamic industry as a critical factor in sustainable development, it is necessary to deal with accidents and eliminate their underlying causes radically. Safety climate shows the attitude and general perception of an organization and its management towards safety. This study aimed to investigate the effect of safety training on the safety climate of employees working in Kermanshah Province (Iran) Oil Refining Company. Materials and Methods: The present study was quasi-experimental interventional research conducted in 2019 in Kermanshah Province, Iran Oil Refining Company, with a pre-test, posttest design. The study population included all employees working in different departments of Kermanshah Oil Refining Company. Sampling was done randomly with 240 people. The questionnaire used in the present study had the demographic information questionnaire. To assess the workers' climate safety, the safety climate questionnaire of the British Safety Organization was used. The level of reliability was 0.84. Information coding was performed in SPSS V. 23, and the Mean±SD of demographic information and atmosphere scores were determined. To investigate the effect of interventions on the safety climate before and one month after educational and technical interventions, a pairwise comparison was used. Results: The comparison of the mean scores of the safety climate components before the intervention was equal to 2.61 and after the educational intervention reached 3.72. All components of the safety climate increased after the intervention. The highest mean increase was related to the component of "safety communications" with 1.74 units. The lowest increase was associated with the component of "employee intervention in safety" with 0.68 units. Before and after the intervention, "safety enhancement" had the highest score among the safety climate components. Before the intervention, the lowest mean score was related to the "safety violations" component, which after the intervention, the "licensing system" had the lowest mean score. Conclusion: The educational intervention improved the safety climate in Kermanshah Oil Refining Company. Therefore, safety training plays an essential role in increasing the oil and gas industry's safety climate.

The exploratory study sought to establish the state of workplace HIV and AIDS programming interventions in Zimbabwe by assessing the extent to which Zimbabwe Stock Exchange listed Companies in Harare Province complied with International Labor Organization conventions, guidelines, principles as well as provisions of Statutory Instrument 202 of 1998.compelling all Corporate entities to develop and implement comprehensive workplace HIV and AIDS programming interventions. Mandatory workplace HIV and AIDS interventions (WHAIs) were introduced to mitigate the pandemic effects on the most productive population aged between 24 and 49 years infected and affected by HIV and AIDS. An eclectic methodology combining triangulation of
informants, methods, techniques, data collection instruments and data presentation tools was adopted A cross-section of study informants including Company Executives, Human Resource Management practitioners, Workplace HIV programme Focal persons, Peer Educators and Employees constituted the study sample frame of 465 elements. A number of research measurement variables including considering existence of evidence indicating level of corporate policy awareness, management commitment, operational capacities, resource prioritization/availability, mainstreaming and integration activities, leveraging synergies, supporting institutions, enabling policy frames, integrated programming monitoring and evaluation systems, sufficient government incentives. The study concluded that Workplace HIV and AIDS Interventions (WHAIs) were generally weak, fragmented, underfunded and underdeveloped. Most workplace programming interventions were poorly designed, coordinated and managed. The study attributed this gloomy to factors including non-integration of WHA Is as a business case, apparent absence of senior management commitment, low priority given to employee welfare support in the deployment of corporate resources, adverse effects of a shrinking national economy, technical capacity deficiencies, downplaying the essence of leveraging synergies, flagrant disregard of programme implementation guidelines, benchmark standards and conventional management success factors