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BACKGROUND: Psychosocial risk management [Psychosocial Risk Management Approach (PRIMA)] has, through the years, been applied in several organizations in various industries and countries globally. PRIMA principles have also been translated into international frameworks, such as PRIMA-EF (European framework) and the World Health Organization Healthy Workplace Framework. Over the past 10 years, an oil and gas company has put efforts into adopting and implementing international frameworks and standards for psychosocial risk management. More specifically, the company uses a PRIMA. METHODS: This study explores available quantitative and qualitative risk data collected through the PRIMA method over the past 8 years in order to explore specific and common psychosocial risks in the petroleum industry. RESULTS: The analyses showed a significant correlation between job resources and symptoms of work-related stress, there was a significant correlation between job demands and symptoms of work-related stress, and there were differences in psychosocial risk factors and symptoms of work-related stress onshore and offshore. The study also offers recommendations on how the results can further be utilized in building a robust system for managing psychosocial risks in the industry. CONCLUSION: The results from the analyses have provided meaningful and important information about the company-specific psychosocial risk factors and their impact on health and well-being.

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BACKGROUND: Vitality at work is an important factor for optimal functioning and sustainable employability. To date, knowledge on how to promote vitality at work is fragmented. OBJECTIVE: Contribute to knowledge on how to promote vitality at work. METHODS: Determinants of vitality at work are identified from three scientific fields, and used in a comprehensive model. Regression analyses on cross-sectional data from a Dutch dairy company (N= 629) are performed to examine the associations between these factors, vitality at work, and employees' perceived effective personal functioning and sustainable employability. RESULTS: Vitality at work is most strongly associated with basic psychological needs of self-determination, but also with healthy lifestyle behavior, having a balanced workstyle, and social capital. Vitality at work is also associated with effective personal functioning and with sustainable employability. CONCLUSIONS: The study confirms the multifactorial nature of vitality at work. Since organizational culture may support self-determination, and cultural aspects themselves are positively associated with vitality, organizational culture seems particular important in promoting vitality at work. Additionally, a healthy lifestyle appears important. The associations between vitality at work and effective personal functioning and sustainable employability endorse the combined health-based, business-related and societal importance of vitality at work.

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OBJECTIVE: To examine the effectiveness of an organizational large-scale intervention applied to induce a health-promoting organizational change process. DESIGN AND METHODS: A quasi-experimental, "as-treated" design was used. Regression analyses on data of employees of a Dutch dairy company (n = 324) were used to examine the effects on bonding social capital, openness, and autonomous motivation toward health and on employees' lifestyle, health, vitality, and sustainable employability. Also, the sensitivity of the intervention components was examined. RESULTS: Intervention effects were found for bonding social capital, openness toward health, smoking, healthy eating, and sustainable employability. The effects were primarily attributable to the intervention's dialogue component. CONCLUSIONS: The change process initiated by the large-scale intervention contributed to a social climate in the workplace that promoted health and ownership toward health. The study confirms the relevance of collective change processes for health promotion.

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OBJECTIVE: Investigate employees' underlying motivational regulatory styles toward healthy living and their associations with lifestyle, work style, health, vitality, and productivity. METHODS: Regression analyses on cross-sectional data from Dutch employees (n = 629), obtained as baseline measurement before a workplace health promotion project. RESULTS: Controlled regulation was not associated with smoking and alcohol use, and negatively associated with physical activity, healthy dietary habits, relaxation, and a balanced work style. Autonomous regulation was positively associated with physical activity, healthy dietary habits, and relaxation, and negatively associated with smoking and alcohol use. Healthy lifestyle and work style were associated with perceived health and vitality, which in turn were associated with employees' productivity (absenteeism and presenteeism). CONCLUSIONS: Internalization of the value of health is important to promote a healthy lifestyle and work style among employees, and has meaningful business implications.

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OBJECTIVE: To examine the associations between organizational (bonding, bridging, and linking) social capital, employees' health, and employees' performance. METHODS: Linear regression on cross-sectional data among 718 employees in two Dutch companies. RESULTS: Organizational social capital was significantly associated with perceived health (ß = 0.20; P < 0.001) and with emotional exhaustion (ß = -0.34; P < 0.001). Both the health indicators, in turn, were associated with absenteeism, presenteeism, and effective personal functioning in the presumed direction, that is, better health was associated with better functioning. Especially, bonding social capital was significantly associated with health (ß = 0.14; P < 0.01) and with emotional exhaustion (ß = -0.26; P < 0.001). Linking social capital was associated with emotional exhaustion as well (ß = -0.09; P < 0.05). CONCLUSIONS: Organizational social capital was found to be a resource for employees' health, with meaningful business implications.

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Many incidents have occurred because organisations have failed to learn from lessons of the past. This means that there is room for improvement in the way organisations analyse incidents, generate measures to remedy identified weaknesses and prevent reoccurrence: the learning from incidents process. To improve that process, it is necessary to gain insight into the steps of this process and to identify factors that hinder learning (bottlenecks). This paper presents a model that enables organisations to analyse the steps in a learning from incidents process and to identify the bottlenecks. The study describes how this model is used in a survey and in 3 exploratory case studies in The Netherlands. The results show that there is limited use of learning potential, especially in the evaluation stage. To improve learning, an approach that considers all steps is necessary.

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BACKGROUND: Health, safety, and well-being (HSW) at work represent important values in themselves. It seems, however, that other values can contribute to HSW. This is to some extent reflected in the scientific literature in the attention paid to values like trust or justice. However, an overview of what values are important for HSW was not available. Our central research question was: what organizational values are supportive of health, safety, and well-being at work? METHODS: The literature was explored via the snowball approach to identify values and value-laden factors that support HSW. Twenty-nine factors were identified as relevant, including synonyms. In the next step, these were clustered around seven core values. Finally, these core values were structured into three main clusters. RESULTS: The first value cluster is characterized by a positive attitude toward people and their "being"; it comprises the core values of interconnectedness, participation, and trust. The second value cluster is relevant for the organizational and individual "doing", for actions planned or undertaken, and comprises justice and responsibility. The third value cluster is relevant for "becoming" and is characterized by the alignment of personal and organizational development; it comprises the values of growth and resilience. CONCLUSION: The three clusters of core values identified can be regarded as "basic value assumptions" that underlie both organizational culture and prevention culture. The core values identified form a natural and perhaps necessary aspect of a prevention culture, complementary to the focus on rational and informed behavior when dealing with HSW risks.