Effects of strategic planning on the occupational health and safety performance of small companies

Abstract

A key element in terms of the OSH (occupational health and safety) performance is mainstreaming OSH into the whole enterprise activity. This has been recognized and established as the challenge of the companies in this field. From the official OSH agencies have been numerous actions, policies, campaigns, programs which promote this. Moreover, the lack of integration of OSH into the core business activity is considered as the largest handicap, in order to progress in this field, in the countries in which have been implemented OSH normative for years. This advance in OSH supposed a challenge for companies, and this is larger in the case of small businesses due to their resources constrains. Therefore, mainstreaming OSH into a business involves many implications, among them the review of company policies in cases that do not count on OSH as a constant element to take into account. As a consequence, in response to this summon, I consider of great interest to identify and examine differences between companies in terms of their policy approach and the scenarios in which this integration is required. Basing on the logic that is easier integrate similar positions than divergent ones, I will try to explore possible affinities between business strategies and occupational risk prevention and strategic value of a company. Beyond this affinity I purpose to investigate some possible effects in relation to OSH perception and performance. Thus, depending on the results of this research we can glimpse some clues that allow us to better understand the characteristics and challenges involved in the process of mainstreaming OSH into a whole business activity and structure in function to the strategic business model.