2017

edition
Romania
The Health, Safety and Environmental Professionals’ Guide

Romania’s Business News Gate www.govnet.ro

 2017 edition

CONTENTS Romania

4. Editorial 38. Care For Employee 82. Hse – For The Company
Safety: Main Performance Or For The People?
6. Change Management: Of The Managers! What
How Do Management Needs To Be Done? 84. Hse Motivation And Training
Practices Affect Safety?
40. Fire Safety Culture 86. About Fire Prevention
8. Occupational Health And In Romanian Business
Safety Risk Assessment 90. Creating A Proactive
Environment Hse Culture In Romania
By Meva Method
42. Hse Resource Strategies 92. Ergonomics In
10. Hse Education And Culture In A Cost Constrained World The Workplace
14. The Current Experience 46. The Forgotten
And Training Of Romanian 94. H&S Best Practice For
Ohs Professionals 48. Q&A With Hse Managers Use Of Mobile Elevating
Working Platforms Mewps
20. Safety Management - What 64. Protective Gloves
Is It And Why You Should Use It Market – Where To?! 98. Go For Zero Accidents

26. Achieving An Effective 66. Measuring Safety 100. Suspension Trauma Effects
Mindset Change In Hse Performance Beating Following A Fall From Height
The Challenge 102. Health And Vitality Goes
28. Building A Successful
Corporate Safety 70. Confined Space Awareness Through The Stomach
Culture Program 104. Who’s Who In Hse
74. How To Choose A Cable-
30. Safety Culture - Based Fall Protection System 113. Contact Database
Organizational Change Of Inspectorates For
Management 78. It&C Tools Used In Hse
Regulatory Compliance Emergency Situations
32. Safety Leadership Why? 118. Contact Database Of Labor
80. Positive Safety - Is Your
36. Training, Awareness Organization Ready To Look At Inspectorates In Romania
And Competence In Hse Safety From A New Angle?

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Business Development Manager Project Coordinator Design by
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 Romania

EDITORIAL

SHARING HEALTH
AND SAFETY
KNOWLEDGE

Back in 2016 when we first organized
meetings and conferences dedicated to health
and safety, we found a group of professionals
and industry experts eager to share
information, knowledge and best practice
examples in order to create safer, healthier
and more enjoyable working environments.
It was fascinating to see how much energy,
dedication, resource and know-how is
ADRIAN allocated in order to implement health and
ION safety standards throught organizations.
PUBLISHER In 2017, we decided to contribute, as media
HSE ROMANIA company, to this process of high quality
learning and sharing of knowledge by
publishing the first ever HSE guide in
Romania dedicated to health and safety
professionals. Therefore, we invited a
number of experts and consultants to
write editorial pieces and articles to lay a
foundation in health and safety knowledge.
To speak about the importance of managing
health and safety risk in companies might
be considered superfluous. Still, we found
that the process of keeping workers safe
is a process of continuous learning and
improvement. The expertise of the health
and safety profession is widely recognized. By
bringing this expertise into public debates,
conferences and publications enhances
the contribution made by HSE experts to
strengthening the field.
In Romania there are a number of policies,
legislation and standards that need updates
when addressing the issues of health and
safety in general. Through initiatives and
legislation change proposals of industry
associations, private organizations and
companies, we have the opportunity to start
a culture change, to build programmes that
encourage employers and employees to be
more proactive in supporting rules and
regulations and take personal responsibility
in staying healthy.
The call for more rigorous legislative
requirements is prompting businesses to
question how they can respond effectively
and provide a better, safer environment for
people to work in.
Also, there is a clear shift to move away
from safety being about “compliance” and
towards something that businesses can use
as a differentiator to create competitive
advantage, as after all, a healthy organization
starts with healty workers 

A study concerning serious and
fatal accidents at work in the
European Union, published by
ESAW (European Statistics on
Accidents at Work), states that
over 2.7 million serious accidents
and almost 3,700 fatal accidents
took place at work time in the EU.
Researchers place Romania second,
with no less than 4 fatal accidents
per 100,000 employees in 2015.
The highest incidence of fatal
accidents at work was recorded in
Portugal at 4.3 deaths per 100,000
persons employed, while the third
place was occupied by Latvia with
3.6 deaths per 100,000 employees.
On the other hand, Romania
registers one of the lowest reported
rates for the total number of
serious accidents at work, with
under 100 serious work accidents
per 100,000 persons employed.
Still, the number of work accidents
in Romania saw a constant increase
in the last few years, with 3,604
persons having been injured in
2014 of whom 185 died, 4,300
injured in 2015 and 183 deaths,
while in the first 9 months of
2016 the total number of injuries
reported was 3,317 and 96 deaths,
reveal the statistic figures made
public by the Work Inspection.
The frequency index (the number
of injured in 1,000 workers) was
also on the rise, from 0.76 in 1,000
for the total of the persons having
suffered an accident in 2014 to 0.89
in 2015 and 0.88 for the first nine
months of 2016 ( last available data
at print date).

4
 Romania
Change Management
how do management
practices affect safety?
C an change, of any nature, affect
occupational health and safety?
Obviously, yes. More than that, one
single change can influence a multitude
of systems within the organization or
the business. Among others, change
can affect the Conformity Assessment
System, the Quality System, the Health
and safety System, the Fire Protection
System, the Electrical System,
Finances, Technical Documentation,
Technical Safety, Environmental
System and so on.
Why? We shall see.
DEFINITION
CHANGE, changes, noun [countable,
uncountable]. The process by which
things become different.
A situation in which something
becomes different or you make
something different.
A situation in which one person or
thing is replaced by another.
Any change to an existing system
or procedure that could have
an impact on the organization/
business, technological flow,
quality parameters, or occupationl
health and safety.
Who can request and initiate change?
Any employee with a proposition
of improving, revising or altering
something.
Who manages the system? A change
management administrator.
The process of change must proceed in
the following way:
1 The initiator formulates a
change request application, also
submitting the necessary information
and documentation.
CORNEL MARIUS RADULESCU
HS&E AND FIRE PROTECTION EXPERT
6
2 The system manager
periodically organizes
meetings where change requests
are discussed. The meeting brings
the initiators and system managers
together. First they need to establish
if the proposition really brings
change (if it’s like-for-like then it’s
not change).
3 The system administrators
request documentation or
additional information to approve
the new procedure. The system
managers’ recommendations need
to be augmented in order to ensure
legal compliance before, during or
after the modified procedure has
been implemented. The system
managers also provide assistance to
originator in making the required
modifications.
4 When and if all system
administrators have approved
the change request the initiator can
proceed with implementing the new
procedure.
5 After finalizing the process-
changing project, all
recommendations need to be filled
in by the initiator and closed by the
system managers.
The best way of understanding how
it works is by example.
Supposing we intend to add an
escape door to the outside of the
building, which systems may be
affected?
EXPERTS PLATFORM
a. The Legal Compliance System.
You need an Urbanistic Certificate,
a Building Authorization, a Fire
Safety Authorization and so on.
b. Technical documentation.
You need a layout, technical
specifications, a Declaration of
Conformity, a warranty certificate
etc.
c. Fire protection. The new door
must be fire resistant, like the wall it
will be installed in. The evacuation
plans need to be revised.
d. Procedures and training.
Existing procedures need to be
revised and employees must be
trained accordingly.
e. The electrical system – if the
exit signs or the security access
control need to be connected to the
electrical system.
f. On Site Visitors & Contractors
– if you’re working with a new
contractor.
g. The Environment. The resulting
waste must be collected selectively
and must then be recycled (at least
30% for the year 2017).
h. Technical Safety. The door
must be included in the cleaning,
inspection and maintenance plans.
i. Finances. We will also need
money for acquiring, transporting
and finally installing the door.
j. Quality. If we need to install pest
control equipment.
Here’s how many systems are
influenced by a simple project.
Do I still need to answer the
question in the title? I think not, and
the conclusions remain up to you 
 Romania EXPERTS PLATFORM

EXPERTS PLATFORM

OCCUPATIONAL
HEALTH AND
SAFETY RISK
ASSESSMENT BY
MEVA METHOD

M
ost methods of analysis and
evaluation address the risk as
an unwanted event or failure
that occurs during operation
of plant and machinery. They
consider factors that can induce
dysfunction problems or human
error, affecting the following
characteristics of work systems:
reliability; the ability to be
repaired; usability; not to cause
damage to man; the environment;
the installation; the product;
system performance in terms
of production and energy
consumption.

8
EXPERTS PLATFORM
The use of risk assessment methods
should normally be complemented
by the study of the consequences
and effects in terms of damage that
undesirable events can cause on
workers, which requires that all risk
factors be identified, their variability
and their impact on the risk assessed.
The problem is, however, that
there is no universal method
or predefined solution for risk
analysis. Each approach has its
specificity. Moreover, the methods
are not clearly delimited. There
are variants and combinations. It is
often advisable to start with a rough
analysis and, after getting an idea of
the most important risks, continue
with a more in deep method.
In the logic of continuous
improvement, the risk management
system is subject to constant review
and updating. In this context, the
researchers of the Risk Assessment
and Safety and Health Management
Laboratory (ERMSSM) have
developed a new method of assessing
the risks of injury and professional
illness, a method called “MEVA”.
The principle of the method is to
identify all the risk factors in the
system that can be the ultimate
cause of injury and/or professional
illness by means of predefined
control lists and quantifying the
risk based on the combination of
gravity and probability of risk factor
manifestation.
The two methods of risk assessment
of injury and professional illness
developed by the Institute (INCDPM
and MEVA) are based on a deductive
reasoning, with the help of which
is studied the chain between two
or more events. These methods
of assessing the risks of injury are
simple and have the great advantage
ING. EDUARD SMIDU ING. VICENŢIU CIOCIRLEA ING. IULIAN IVAN CHIM. ALINA TRIFU
NATIONAL RESEARCH AND DEVELOPMENT INSTITUTE OF OCCUPATIONAL SAFETY
of being able to be applied even if
detailed information on the system is
not available from the start. For this
reason, they are suited both to the
complex systems security analysis (eg
workshops, factories, installations,
etc.) and to the analysis of less
complex systems (offices).
According to the methodology
of risk assessment, it must be
performed two steps:
1 Risk identification - a
process of identifying
potential hazards and defining their
characteristics;
2 Risk assessment – an
estimation process for taking
appropriate decisions regarding
preventive measures (to be done at
the workplace and, exceptionally, at
the level of the job).
The new risk assessment method,
unlike the old one, focuses more
on eliminating subjective factors
in determining the probability
of manifestation of risk factors.
Thus, checklists were developed for
each risk factor, which establishes
a compliance factor for each risk
factor. Following the identification
of the risk factors and the audit of
the workplace (law and secondary
legislation) the check-lists applicable
to the work place/activity are
established. Conformance factors
along with exposure times define
the probability of occurrence of
the risk factor. For the level of
environmental risk factors such as
noise, lighting, air temperature, will
also be taken into account the values
determined by measurements.
In the MEVA method, the risk
matrix is defined by 5 classes of
severity and 5 probability classes,
Romania
resulting in 5 levels of risk. After
quantifying the risk factors,
prevention measures are proposed
for all the identified risk factors and
each partial risk level is recalculated
as a result of the proposed measures.
The five levels of risk were grouped
into three categories: acceptable,
tolerable, unacceptable.
Level 1 - Acceptable; Level 2, 3 -
tolerable; Level 4, 5 - unacceptable.
Regardless of law 319/2006 or
derived Government Decisions,
all Romanian regulations have a
common point - they expressly and
explicitly impose the obligation to
identify and assess the professional
risks to which workers are exposed
or may be exposed. Specifically,
this means that the employer must
assess the risks to the safety and
health of workers and on the basis
of the assessment to draw up the
preventive and protective measures
plan that he will apply to his
company.
Due to the diversity of economic
activities it is impossible to make
definitive conclusions about the
choice of the evaluation method.
However, it is possible to conclude
that the MEVA method is applicable
in all areas of activity. By applying
this risk assessment method, it will
often be seen that the benefits for
the health and safety management
are much higher than managers
expected.
The new evaluation method
elaborated by the INCDPM
“Alexandru Darabont” meets the
requirements for the evaluation of
each risk and provides an overview
of the extent of the risk to which a
worker who will occupy or occupy a
certain job position in an economic
unit is exposed 
9
 Romania
HSE
Education
and Culture
Ihave been asking myself this
question for a long time – does
education develop the HSE culture
or can we make education based on a
HSE culture?
No discussion with my peers or my
teachers has convinced me until I
got the answer during a visit to Saint
Etienne. A HSE educational program
for kindergarten children related to
the activity in the construction sites
was being carried out. Preventers,
teachers, trainers and children were
“playing” in a park of the city where a
“site” was set up.
Then followed a discussion with one
of the project coordinators during
which he explained that they have
Site set up in Saint Etienne
10
stated the need to begin the HSE
education at the level of pre-school
children in order to give a “start
support” for its continuation to the
next level and so on until the end of
the professional life.
Upon my return to the country, I
have made an investigation related to
the education at the global level and
I have stated that all the developed
countries begin the HSE education
at the age of 5-6 years old and they
continue it, under various forms,
throughout the whole life.
This way I have received the answer
to my question – without the HSE
education we will not be able to
speak about the HSE culture.
EXPERTS PLATFORM
In Romania the professional training
in the HSE field is dual, regulated
both by provisions resulted from
Law 319/2006 (the course for the
basic level and the post-university
level), as well as free depending on
the training needs of each company.
Here we must speak, first of all,
about the quality of the regulated
training, about the knowledge and
skills which those who attend this
programme acquire, but also about
the international recognition of
this training. Unfortunately, we
have come to have a huge number
of graduates of these courses who
do not reach an acceptable training
level, although the graduation rate is
almost 100%, as if this were a “mass
education”. The major part of those
who attend these courses hope to
work in an external prevention and
protection department or to set up
their own company. The human side
of our profession is missing here –
that in which we have to deal with
safety and health at the workplace,
the well-being at the workplace,
and not to see this activity as purely
commercial.
Three big actors are missing in this
educational chain (the regulated one)
– the managers / heads of workplaces
/ workers, those on whom the safety
level actually depends on in each
company.
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 Romania
In the past three years we have tried to
complete this lack of HSE education by
training programmes adapted to each
company and to each level of training.
I have the surprise that many do not
even know the legal basis (rights and
obligations) and that they do not have
responsibilities. In order to make both
the managers and the heads of the
ADRIAN workplaces aware, it was necessary to
CAMPEAN
have a training programme which should
HSE EXPERT
present the effects of not taking the safety
measures (court decisions) and the cost-
benefit analyses from which they should
understand that the HSE professional
training is an investment in people, and
not an expenditure.
There are companies which have a HSE
management system, a HSE culture, HSE
standards at the central level and which
they try to implement in all the locations,
but they face quite big difficulties or the
results do not measure up to the efforts.
Following the analysis, I have stated that
there is not the necessary basis on which
a HSE “culture” should be implemented
and that their efforts will not have the
expected results if the workers, the heads
of the workplaces, the line management
do not have a strong HSE education.
This thing is obvious because the safety
at the workplace does not come with
a management system, but by each
participant in the production process, by
their proactive actions or even predictive
actions.
We have realized together that no HSE
culture could be developed without a
strong HSE educational basis and the
awareness and accountability of all the
stakeholders.
The trainings which have resulted
following the analysis of the training
needs have been adapted to the specifics
of the activity and to the participants’
level of competence, having a minimum
graduation scale established, without
compromises in terms of attendance, the
proactive activity of the participants in
the training and their responsible testing.
The surprises have been quite big, the
12
EXPERTS PLATFORM
graduation rate has not been 100%, and
the analysis of failures has provided
information about the “gaps” in the HSE
training of the participants and the new
training directions to be followed. The
project is also completed by an evaluation
sheet which is taken into account for
a potential professional promotion or
stimulation of the participants.
In conclusion, I would like us to
understand that we have a big need for
HSE education, especially at the level of
HSE experts, both formal and informal,
but the training basis, the contents and
especially the final evaluation must
be re-analyzed, focused on results
which provide a high level of quality
of the graduates. This can be done by
professional internationally recognized
training centers and by an independent
examination/certification system. Each
type of training must provide the specific
competences instead of having a single
programme by which all the competences
should be obtained. This means that
there must also be training levels in
line with the international practice (see
ENETOSH, ENSHPO, OSHA USA,
etc), which defines at least two levels of
training for the HSE experts, but also
the experience (seniority) which they
must acquire to participate, graduate
and exert this profession, followed by
regular programmes for completing the
competences, and their certification is
granted by independent organizations
which establish the minimum level of
performance of the experts not only by
graduating from training programmes,
but also by their achievements in their
activity area. Thus, they manage to make
an efficient selection between those
who have performance and those who
complete a training course, namely they
separate the right of practice from that of
professional training.
Without an educational programme made
by all the stakeholders together, we will
not be able to have a pool of HSE experts
who perform in their activity and grant
the respect necessary for this profession 
 Romania
The current experience
and training of
Romanian OHS
professionals
T
his is a study about the current experience and
training of Occupational Health and Safety
(OHS) professionals in Romania. Methods:
Questionnaires have been chosen for the
research since it is important to be objective,
while reflecting the values, perceptions and
interests of the respondent. Participants:
The population of interest is the whole OHS
profession. A sample was drawn through
CORNELIA
ARSSM (Romanian Association for Health and
BOHALTEANU
Safety) members - these being the boundaries
CORNELIA
of the study. Ethics: Ethical dilemmas around
WORK
access, who and how are accessed, was resolved
PROTECTION
by working with and for a professional
association. Conclusions and recommendations
for future research: The study shows that being
an OSH practitioner isn`t yet a well-developed
profession in Romania, but outlines us the
necessary steps needed to become professionals.
There are some recommendations for the
future of OHS practitioners behind this study,
first being ENSHPO or EUSAFE certification
for those wishing to have their experience
acknowledged, although all the participants
could easily be included in the EurOSHM
(manager) category - they fulfill all the
requirements.
The research evaluates the changing training
needs in line with the development of health
and safety and its integration in the work
system, from the appearance of the first
legislative provisions in 1864 until the present
time, in the context of the much needed
14
EXPERTS PLATFORM
evolution and alignment to the European
Directives.
The OHS (Occupational Health and Safety)
occupation is a relatively new profession in
Romania, dating from 1998 and having many
changes since then. Ferguson and Ramsay
reviewed the definition of a profession (an
occupation requiring specialized skills)
and this research will evaluate the existing
knowledge from courses and training and
career development needs, will discuss future
steps that may be necessary to be a professional
(working in a recognized profession).
This research also aims to thoroughly analyze
the transformation in the OHS field and present
the current experience and training needs of
Romanian OHS professionals. The aim of the
research is also to help professionals to obtain
answers about their daily practices that are best
answered through systematic investigation, or
the research process`.
The study is being undertaken by an insider,
herself a practitioner, and therefore gains
insights from experience but may be influenced
by personal perception.
THE OBJECTIVES INCLUDE:
To review the ways of becoming an
OHS professional, through literature
highlighting the legislative requirements
and competences with the EUSAFE Project
(2010-2012).
To evaluate the perception of Romanian
OHS practitioners about the quality of their
training and preference for delivering of
future training (survey)
To estimate the demand for development of
a professional code of ethics for Romanian
OHS professionals and to identify potential
barriers (survey)
 Romania
To evaluate colleagues`
professional experience and
training level, in order to
establish the current training
needs of the Romanian OHS
professionals.
In the past 25 years, Romania
has gone through major political,
economic, social and cultural
transformations, all necessary in
the context of Romania`s accession
to the European Union (EU). The
admittance in the EU, the alignment
of national legislation and OHS
standardization across Europe, forces
the profession to reach faster the
European requirements for quality
and competence; the question that
arises is: are the Romanian OHS
professionals prepared?
THE METHOD
The questions raised by looking at
ontology, what is there to be known?
can be asked to find out where
the practitioners started and how
they accumulated their knowledge
and experience comparing this to
objective standards and discovering
any gaps, with the purpose of creating
the pattern of the perfect practitioner.
The development of a profession was
examined from its very beginning to
present time, including the legislative
requirements.
Questionnaires
They consist of a written list of
questions for gathering information,
by asking people directly to discover
things, and they are producing
quantitative data.
Coding the data
The process of transforming words
in numbers is called coding the
data. Coding, in essence, entails the
attribution of a number to a piece
of data, or group of data, with the
express aim of allowing such data to
be analysed in quantitative terms.
Results
The age of the participants shows
that the ones more interested in this
research are of more than 50 years
old (question no.1), a few of which are
16
women (question no.2), with about
20 years of experience in health and
safety (question no.3), all of them
have a university degree (question
no.4) and plenty of HSE courses
(question no.5), one third of them
are in this field before 1996 prior to
Law no.90/1996 (question no.7), all of
them are full time OHS practitioners
and more than a half have their own
consultancy company (question no.6).
The year of their authorization
(question no.7) shows if they were
examined by a commission of the
Labor Ministry (a few of them were
in a special position – they were
members of Labor Inspection and the
exams weren`t necessary), or had just
submitted a file, what the distribution
of participants is, based on the area
of activities (question no.8) and their
experience on areas of economic
activities (question no.9).
Types of courses and their utility
scale are presented by questions
no.9 and 10 and also, other not
so useful courses completed by
the participants. If we are talking
about courses and their ways of
improving the training needs of
the professionals, we can check
question no.11 where the participants
expressed their opinion about courses
that require improvement. These
three questions are very useful
for professional trainers and their
schools.
The Romanian OHS professional
is also interested in continual
professional development (CPD),
ways of granting credits and
utility of selected ways for CPD
(question no.12 and no.13). The
levels of competency established by
the EUSAFE Project (2010-2012),
manager and technician, are accepted
by participants and they wish their
years of professional experience to be
validated not compared to education
(question no.15).
The participants are very interested
in certification by an international
organization like ENSHPO - knowing
that ARSSM is an ENSHPO member,
(question no.16) and they agree with
Ferguson and Ramsay (2010:28) that
certification is viewed as credible
EXPERTS PLATFORM
evidence of skill and knowledge
within a field of professional practice.
The Romanian OHS practitioners
are aware about the necessity of a
voluntary code of ethics and they
express very clear their point of view
about this problem (question no.17
and no.18).
ENSHPO have the instruments for
certifying skills and competencies,
ARSSM as an ENSHPO member
could certify members and
others willing professionals. The
study proved that Romanian
practitioners easily meet the
minimum requirements and criteria
for eligibility of individuals for
EurOSHM, standard:
Many of them have a university
degree or at least at Bachelor level
All of them have plenty of
occupational safety and health
training courses at a professional
level, more than the minimum
required of at least 250
cumulative hours most of them
examined
The legal requirement in
Romania for professional work
experience first was 10 years and
5 years nowadays, more than the
minimum required by ENSHPO,
for at least two years full-time
since the completion of the
occupational safety and health
training
Many of them have done
Continuous Professional
Development (CPD), between
1998-2006, as it was a legal
requirement and after that
year, many of them have done
other courses for improving
their knowledge in a changing
legislative environment. Some
of them were participating in
conferences and seminars without
knowing that they were adding to
their CPD experience.
All of them agreed with the
necessity of having a code of
ethics and agreed to respect such
a code.
If we are looking to minimum
requirements and criteria for
eligibility of individuals for
EurOSHM (a university degree or at
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producer and the third-largest producer in the country.

Amromco focuses on its niche market- the exploitation and redevelopment of mature
oil and gas fields through the application of cutting-edge technical and operational
practices.

With over 200 employees, 90% of them in Romania, Amromco has invested over
$ 300 million in Romania over the past decade. The Company has a strong track
record of operating in Romania, as illustrated by the accomplishment of bringing
more fields on-line than any other independent operator over the past 10 years.
Amromco benefits from its strong relationships with Romanian and other
regional producers and service providers. Amromco also gains from its strong
financial relationship with First Reserve Corp., the world’s largest private equity
firm solely focused on energy and Mercuria, one of the world’s largest
integrated energy and commodity trading companies.

The Management team, drawing on its extensive experience in Romania, is

firmly focused on unlocking shareholder value through continually growing and
developing the Company’s world class resource base.

Amromco built and maintains its competitive advantage through an entrepreneurial

and teamwork oriented culture, a relentless drive for excellence, cutting-edge
technologies, and the ability to operate production concessions according to the
highest international standards.

Amromco is well placed to partner with international investors in the high-potential niche
market of exploiting mature oil and gas fields in Romania and neighbouring countries.
 Romania EXPERTS PLATFORM

METHODS OF OBTAINING CPD

LEGEND
18 1 - would never attend
2 - might attend
16
17 3 - undecided
4 - woud attend
15 5 - would certainly attend
14
14
Number of interviewd

12 a - One day, short course

12 12 12 12 b - Interactive workshops
11 c - Classical teaching in a school setting
10
10 d - Discussion on legislative news to
deepen understanding
9 9 e - Case studies to analyze legal
8
8 8 requirements
7 7 7 7 f - Meetings with present agenda to
6 include the presentation of the work
6
followed by analysis of a real case
5 g - Meet with experts to answer questions
4
4 4 regarding law enforcement
h - Metting with prosecutor or judges to
3
2 present the steps of a process in criminal
2 2
and/or civil judicial practice
1 1 1 1 1 1 1 i - Analysis of work accidents with
0 a human victim
a b c d e f g h i j k k - Seminars for analyzing disasters
Selected courses for continual professional development related to negligence at work.

least at Bachelor level; occupational
safety and health training courses
at a professional level, at least
250 cumulative hours at least 120
hours examined; professional work
experience for at least two years
full-time since the completion
of the occupational safety and
health training; CPD) most of the
participants fulfill this EUSAFE
empowerment standard. It should
therefore be justified the participants
claim to be recognised as OHS
practitioners at the European level by
validation of their qualifications.
All participants could easily
be included in the EurOHSM
(manager) category, because they
fulfill the requirements: they all
have university degrees, they have
attended OHS training courses of
least 80+180 examined hours, they
have experience of more than two
years; the only issues that arise are
continuous professional development
courses and the lack of a Code of
Conduct.
The image of the Romanian OHS
professionals can be seen in the
results from the first nine questions.
There are 25 university graduates,
perhaps because having one was
mandatory for doing post university
studies (courses) with a length of 180
hours in health and safety. Former
members of local inspectorate were
required to have university studies
for being an inspector, so all HSE
practitioners have a high level of
training.
An examination procedure done by a
Ministry commission required some
time for reviewing and acquiring
knowledge, continual professional
development (CPD), a necessary
learning process for those involved
in the empowerment procedure.
This was a good way of selecting the
best HSE professionals on specific
areas of activities. When this type of
examination was dropped it was an
increasing number of practitioners
(Inspectia Muncii, HSE, 2014)
without specific economic domain
of activities. Nowadays there are
OHS practitioners with and without
economical areas specialization and
could be seen equally as a bad and a
good thing, like we said, market will
select them.
CPD
The Romanian OHS professional
is also interested in continual
professional development (CPD) and
question no.13 proved this interest.
If we are looking ways of granting
credits and utility of selected ways
for CPD we can check question no.14.
These results could be the starting
point for organizing CPD for OHS
professionals in a different way than
just doing another course.
All the 27 participants who answered
question no.14 agreed the granting
credits system by participating to
conferences and workshops, as a
way of accumulating knowledge and
credits simultaneously. We could
allege that the wider population
of OHS practitioners is interested
and very happy about CPD, about
learning from others through
workshops and conferences.
It was a time when attending courses
was mandatory for CPD, but these
days practitioners proved they have
other wishes for improving their
skills, knowledge and expertise.
This represents a good way
for ARSSM and other similar
organisations for developing and
growing the number of members or
finding other people interested of
becoming member of a professional
association by organizing
conferences, workshops and OHS
professionals meeting each others 

18
 Romania EXPERTS PLATFORM

SAFETY
MANAGEMENT
what is it
and why you
should use it
JEFFREY DALTO
Back in October, 2016, OSHA created a final version of their
SENIOR LEARNING &
new guideline for safety and health management programs, DEVELOPMENT SPECIALIST,
titled Recommended Practices for Safety and Health CONVERGENCE TRAINING/
Programs. In this article, we’ll give a quick overview of OSHA’s CONVERGENCE TRAINING BLOG
safety and health management program guidelines. HTTP://WWW.CONVERGENCETRAINING.COM​

What is Safety and Health Management?

So first question first: what is safety management?
You can think of a safety and health management system as something that makes your safety efforts at work forward-
thinking and proactive, whereas traditional safety management efforts often look only at incidents, meaning they’re
backward-focused and reactive. This is similar to and related to the distinction between lagging and leading safety
indicators for safety measurement.

Benefits of Safety Management

The primary goal of a safety and health management
program is to prevent workplace injuries, illnesses, and
deaths (and all their secondary consequences, such as the
hardship these incidents place on employees, their families
and friends, the community, and employers).
In addition, though safety management programs have
been linked to:
Improvements in product, process, and service quality
Better workplace morale
Improved employee recruiting and retention
A more favorable image and reputation (among
customers, suppliers, and the community)

Direct and Indirect Benefits of Safety Management

Safety management provides both direct and indirect benefits to the employer.
As an example of direct benefits, OSHA’s guideline offers these sample statistics from “a study of smaller employers in
Ohio who worked with OSHA’s SHARP program to adopt safety management principles:

52% decrease in workers’ compensation claims
80% decrease in cost per claim
87% decrease in average lost time per claim
88% decease in claims per million dollars in payroll
But there are also indirect benefits, including reduces costs
associated with:
Time lost due to work stoppage
Time lost due to incident investigations
Training & other costs necessary to replace injured
workers
Property loss and damage
These indirect costs have been estimated to be at least 2.7
times greater than the direct costs.

20
EXPERTS PLATFORM
7 Key Elements of
Safety Management
OSHA refers to the following as the “7 core elements” of safety and
health programs.
1 MANAGEMENT LEADERSHIP
For a safety management
program to work, the
organization’s managers have to
provide leadership, vision, and
resources. They need to make
2 WORKER PARTICIPATION
A safety management program
won’t work if workers aren’t
actively involved and if they
don’t continually participate.
Workers often know more about
some job-associated safety and
3 HAZARD IDENTIFICATION & ASSESSMENT
A hazard is something that can
cause harm at work (see our
articles on the JHA and Risk
Management and Safety for
more on this).
According to OSHA, one of the
most common root causes of
injuries and illnesses at work
is “is the failure to identify
or recognize hazards that are
4 HAZARD PREVENTION & CONTROL
Once you’ve identified workplace
hazards and prioritized them
for correction, the next obvious
step is to address the hazard
to eliminate or reduce the
risk. This process is known as
controlling the hazard, and this
phase of safety management
focuses on identifying the
correct control for each hazard
and putting it into place.
Controlling Hazards and
the Hierarchy of Controls
Let’s take a little closer look
at hazard controls and the
10
1
top priority. Then follow through.
it clear that safety and health
are core values of the company.
And they have to demonstrate,
communicate, and model their
commitment to safety at work.
health hazards than management
or safety personnel. In addition,
they have the most at risk, and
they are the operational end
where the “rubber meets the
road” in terms of safety.
present, or that could have
been anticipated.” Source:
Recommended Practices for
Safety and Health Programs
(OSHA 3885), OSHA, October
2016, p. 15.
And because of that, it’s
important to identify and assess
hazards.
hierarchy of controls.
What does it mean to
control a hazard?
“Controlling a hazard” is the
way that safety people talk about
taking a hazard and either:
Removing its ability to cause
harm
Reducing its ability to cause
harm
So, in everyday language,
controlling a hazard is a way
to make the workplace safer by
making a hazardous situation
less dangerous.
Romania
Tips for Getting
Started with
Your Safety
Management
Program
Set safety and health as a top priority
Always have safety and health as
a top priority. Tell workers this is a
2
Lead by example
Practice and model the safety
behaviors you want others to follow
and practice.
3 Implement a reporting system
Make sure your organization has
a system for reporting and acting on
injuries, illnesses, incidents, near-misses,
hazards, and safety concerns. Make
sure there’s no retaliation for reporting,
and make sure workers know that.
4
Provide training
Train workers how to identify
hazards, how to report hazards,
how to control hazards, and of their role
in the safety management system.
5
Conduct inspections
Conduct regular workplace
inspections and job hazard
analyses (JHAs) to look for hazards
6
Collect hazard control ideas
Once hazards are identified,
gather ideas for controlling them.
Be sure to seek employee input.
7
Implement hazard controls
Once hazards are prioritized,
use the hierarchy of controls
to plan then implement controls.
8
Address emergencies and
non-routine situations
Consider safety
measures for emergencies and
non‑routine work situations.
9
Seek input on
workplace changes
Before changes at the workplace,
get employee input on safety and
hazard issues related to the change.
10
Make improvements
Build a process for evaluating
and improving your safety
management system on a regular basis.
21
 Romania EXPERTS PLATFORM

Are there different types of hazard controls?

Just as there are different categories of hazards, there are also different categories of hazard controls. Those hazard
controls are listed in the table below.

Hazard Control Description Example

Elimination Remove a hazard from the Changing a production process so that
workplace a chemical known to cause cancer is no
longer used
Substitution Replace a hazard with Changing a formula so that instead of
something less hazardous working with a highly explosive fluid,
workers work with a fluid that’s less
explosive

Engineering Control(s)
Safe Work Practice(s)
Design a solution that controls Encasing a noisy machine inside a sound-
the hazard at its source proof barrier
(requires a physical change at
the workplace)
Develop specific rules and Placing warning labels on hazardous
procedures for all workers chemicals
to follow when working in
the presence of or potentially
exposed to a hazard

Administrative Control(s) Developing other work
practices to protect workers
from hazards
Personal Protective Equipment Protective clothing or
(PPE) equipment that protects a
worker from a hazard
Limiting the amount of time workers can
work in a noisy area
Providing hearing protection to people
who work in a noisy area

What Is the Hierarchy
of Controls?
It’s important to work through a
logical progression when you’re
considering controls for a hazard.
That logical progression, from first to
last, is represented by the hierarchy of
controls.
1 Elimination
2 Substitution
3 Engineering Controls
4 Administrative Controls/Work
Practice Controls
5 Personal Protective Equipment
(PPE)
Why are the controls in the
hierarchy of controls ordered
in the way they are?
The most effective controls are the
ones ranked at the top. Think about
it--you can’t do much better than
completely eliminate a hazard, can
you? Likewise, using an engineering
control (such as enclosing a noisy
machine inside a sound-proof barrier)
is going to be better than limiting the
number of hours a worker can work
in the room with the noisy machine,
right? You’ll notice that the use of
personal protective equipment is
at the bottom of the pyramid. That
means it’s the control that should be
tried last. And that’s because it’s the
least effective.
Using More than One Control
to Control a Hazard
Many times, you’ll find you can’t
completely control a hazard by using
just one of the controls.
What should you do? Use more than
one control.
For example, you could use
Substitution to remove a very
hazardous chemical with a less
hazardous chemical. But it may still
be necessary to create Administrative
Controls that limit the time a worker
is near the chemical, and even then
it may still be necessary to provide
the worker with personal protective
equipment (PPE).
Use PPE ONLY as a Last Resort
Although PPE may be of the first
thing that comes to mind when you’re
thinking of controlling a hazard, it
should never be the first control you
turn to. In fact, you should only turn
to PPE as a possible control when all
other controls have been exhausted
and there’s still an unacceptable level
of hazard.
For more on this, see our detailed
article on the hierarchy of controls.

22
EXPERTS PLATFORM Romania

5 SAFETY TRAINING & EDUCATION

Safety training and education are important as well. This
includes making sure everyone knows how to perform
their jobs safely; knows how to identify, report, and
control hazards; and understands the safety management
program in general and their role in it in particular.
Always use adult learning principles when providing
training, and consider a blended learning approach that
integrates field-based training, classroom training, online
safety training, written training, self-guided training,
on-the-job training (OJT), and in-the-field performance
support (download our Blended Learning for Beginners
Guide here).
You may find the following resources helpful during this
section:
OSHA’s Online Hazard Identification Training eTool
Free JHA Guide
What is the Hierarchy of Controls?
Free Hierarchy of Controls Online Course

6 SAFETY MANAGEMENT PROGRAM EVALUATION & IMPROVEMENT

You can’t just implement your safety management
program and walk away from it, patting yourself on the
back for a job well done.
You’ll have to monitor it, evaluate its performance, and
improve it from time to time. Improvements may be
necessary because something isn’t working or because
something has changed.
This is when your Deming Plan-Do-Check-Act cycle
comes to full fruition.
For more information, check out our detailed article
on monitoring, evaluating, and improving a safety
management system.

7 COMMUNICATION & COORDINATION FOR HOST EMPLOYERS,

CONTRACTORS, AND STAFFING AGENCIES

Your company may and likely does have many workers
who aren’t full-time employees. It’s still important to
communicate and coordinate safety management efforts
with these people and organizations, including host
employers, staffing agencies, temporary employment
agencies, seasonal workers, contractors, sub-contractors,
and more.
The ultimate goal of these efforts is to ensure that
contractors, staffing agencies, and all people mentioned
above are aware of:
Hazards that may be present
How to avoid or control their exposure to those
hazards
How to contact the most employer to report an injury,
illness, incident, near-miss, or safety concern (and to
whom) 

The Importance of Continuous Improvement

Although this is covered in one of the seven phases mentioned above, it’s important to remember
that you’ll never get your safety management system just right with the first attempt.
And even if you did, something would change that would call for a correction or would provide
an opportunity for further improvement.
That’s where the importance of continuous improvement comes in. Remember, you’ll never fully
be done with your safety management program, and you should always strive for improvement.
In addition, OSHA recommends “starting small” and growing over time.

23

FEELING IS
BELIEVING
Ejendals of Sweden launches new TEGERA®
Infinity™ safety glove collection based on
proprietary manufacturing technology
G
öran Ström is not a man to preach.
As product manager at Ejendals
AB, the Swedish hand and foot
protection company, he prefers to
let customers make up their own
minds. So it’s not surprising that on
a snowy day in Stockholm, the low-
key Swede takes a different approach
when presenting the new TEGERA®
InfinityTM collection of safety gloves.
Standing in front of an audience
of stone-faced glove professionals
who have seen it all, he singles out a
volunteer whom he then blindfolds on
stage. There are a few laughs. Next,
he pulls out two coated safety gloves
for precision handling. By now, the
audience is riveted. “Which of these two
gloves feels softer, smoother and has
a better fit?” he asks. Within seconds,
and without hesitation, the blindfolded
volunteer holds up a gloved hand with
TEGERA® InfinityTM 8800. “It feels like
a second skin,” he says. He is not alone.
Within 15 minutes, the room is buzzing
with activity as the glove professionals
all come up and experience what Ström
calls simply “Infinity feel”.
Popular choice among workers
The subject of all the talk – the
TEGERA® InfinityTM collection – is
a new generation of ultra-soft coated
safety gloves designed and developed
in Leksand, Sweden by Ejendals AB.
The family-owned company, with a
staff of 360 and global operations, has
specialized in safety gloves since 1949
and also owns the JALAS® brand of
safety shoes. Over the years, TEGERA®
gloves have developed an almost cult-
like following at thousands of worksites
in Europe and is now expanding its
global operations.
tel. +46 (0) 247 360 00, fax +46 (0) 247 360 91
info@ejendals.com, order@ejendals.com
Boosting workplace productivity
“If you work in car assembly or a
warehouse, you probably know the
feeling of a rubber-coated glove that
feels a bit stiff and clumsy,” says Ström.
“Now imagine a safety glove so snug,
comfortable and sensitive it doesn’t feel
like you’re wearing a glove at all.” He
adds that several of the models are also
designed for added slip-resistance in wet
and oily surfaces, including two models
that are graded CUT5 for protection
against sharp objects.
A unique new technology
According to Ejendals, the secret behind
the “Infinity feel” is a proprietary new
manufacturing process that combines
state-of-the-art coating material with
extra-soft and protective fibers. It’s a
matter of getting the knit, dip and yarn
working together to offer a level of
smooth fingertip control and precision
handling.
Innovative mix of materials
The “dip molding” material used consists
of a unique blend of nitrile and water
based polyurethane (PU) that provides
excellent flexibility uncompromising
protection and superb fit. This, combined
with the manufacturing technology itself,
is the key to making the final product
what it is.
OEKO-TEX® approval
for all gloves
Over the years, TEGERA® products have
gained a reputation across Europe among
safety inspectors and work teams for their
innovation combination of ergonomics,
performance and, above all, safety. The
company’s ongoing product development
includes a wide range of rigorous testing
methods and all aspects of production
adhere to the global OEKO-TEX® standard
to ensure the highest level of safety.
Ejendals AB
Box 7, 793 21 Leksand, Sweden
www.ejendals.com
A wide range of choices
Currently, the Infinity range is being
made available in seven models, but this
is expected to grow over time. It features
two “single dip” gloves that are ideal for
dry to semi-dry conditions that demand
a high degree of dexterity, tactility and
control. The three “double dip” models,
which also use nitrile foam in the dip mix,
are designed to prevent slippage in oily
or wet surfaces. Finally, two CUT5 cut-
resistance models are made available with
the company’s proprietary cut-resistant
fiber (CRF®).
More than just safety gloves
“Our ambition was to create a new
collection that would not just enhance
precision handling and comfort, but
really add to workplace productivity and
safety,” says Jan Lundmark, Global Sales
& Marketing Director at Ejendals AB.
“This is about more than just a new range
of gloves. We work closely in long-term
partnerships with end-users to jointly
develop new products and services that
really boost workplace productivity and
safety. Innovation and a customer-focus is
part of our DNA.”
Vision of Zero Accidents
According to Lundmark, Ejendals has long
worked with a Zero Accidents ambition in
all aspects of its operations. Together with
its customers, the company has developed
a special Safety Concept, including an
Ejendals Academy that offers a range
of courses for customers, partners and
retailers every year.
Unique Safety Concept
“The Ejendals Safety Concept is
something that many of our customers in
Europe greatly appreciate. We collaborate
very closely with them to find the right
types of gloves for different applications
and can show measureable results in terms
of improved safety and productivity –
something we constantly follow up on.
Now, we’re excited to be bringing this
way of thinking to the rest of the world,”
concludes Jan Lundmark.
 Romania
ACHIEVING
EFFECTIVE
MINDSET
CHANGE
O ne of the most common questions I’ve
been asked is “How can we improve
our safety performance?”. In our
quest to conquer “zero accidents”
target, we’ve been traveling from
increasing technical performance
to implementing sophisticated HSE
systems. All these ended in reducing
the number of accidents, but the target
is still there, at a horizon which seems
impossible to reach. So, the question
is “WHAT is blocking the efforts?”. I
believe that any H&S professional or
activity manager knows the answer:
human behavior.
A large part of human behavior is
based on individual’s mindset. So,
that could be the last frontier to
break-through in order to reach our
safety horizon. That’s easy to say,
hard to get. Because human mind has
such a complex structure and we are
addressing individuals, each one with
own experiences, believes, values and
peer groups. There is no universal
answer; there is no universal solution
to change mindsets.
The effort to conquer this final
frontier is considerable and it takes a
lot of commitment and perseverance
in order to be efficient. Training and
26
awareness programs are developed
by experts and a lot of effort has been
put into this endeavor. World-wide
the challenge is related to addressing
different cultures, while in the same
company, people have different
education and organizational impact.
The communication language for
effective delivery should be different,
depending on recipient.
Having this said, the obvious
conclusion is that we should identify
groups based on their physiological
similarities. The awareness program
should be customized based on this
target group. And, as we speak about
groups, we can speak about the leaders
and opinion makers within that
group. They are a key success factor in
creating openness and “buy-in” of their
peers. By involving the group leaders,
the rest of the group would follow.
Another element to consider while
building the customized program
is the resistance reason. This is the
element which is acting as a protective
shell, blocking the information. It
might have a lot of causes, such as
lack of information, “bullet-proof”
mentality or poor supervision. It’s
extremely important to identify why
EXPERTS PLATFORM
MADALINA GOGORICI
HSEQ MANAGER,
AMROMCO ENERGY
employees are breaking rules, in
order to address the correct cause.
That would be similar to incident
investigation, just that it’s proactive
instead of reactive.
The identification of the resistance
cause provides the path to crack the
shell and get into people’s minds
and hearts. By addressing the cause,
the group’s trust is won and the
awareness starts building-in. One
should be conscious that safety is
related to humanity’s most precious
asset: life. An awareness program’s
main objective should be to make
the connection, through mind and
heart, between life and safety. Once
this connection is secured, a chain
reaction is starting, having as a result
a permanent increase of employees’
interest and involvement in safety.
Customized awareness programs
support organizations to create
groups which are involved and take
responsibility for their actions,
work together for finding applicable
solutions to specific issues, instead of
using pre-fabricated frames.
As Benjamin Franklin once said:
“Tell me and I forget. Teach me and I
remember. Involve me and I learn 
OCCUPATIONAL
SAFETY
through
ISO 45001
WHY PEOPLE NEED ISO 45001
FOR WORK PROTECTION
Either you are an employee, a manager or an
entrepreneur, you have the same goal as your
colleagues – you do not want anybody to be
injured at the workplace. Read below how
exactly this standard will manage to reduce the
risks and to create better working conditions in
the organizations all over the world.
Every 15 seconds a worker dies because of
a work accident or an occupational disease,
and other 153 people suffer an injury at the
workplace. Such incidents represent a huge
burden for the organizations and the society
in general, the total number of deaths being
more than 2.3 million a year, not to mention
the more than 300 million non-lethal accidents
in the same time interval. Specially designed
to help the companies of all sizes and in all the
sectors to create a safe working environment
for their employees, ISO 45001 should reduce
the injuries at the workplace and the incidence
of the occupational diseases all over the world.
This new standard for management
systems will become part of the rules for
the development of the companies’ activity,
regardless if they choose to adopt it or not.
HOW WILL ISO 45001 HELP
THE ORGANIZATIONS TO
IMPLEMENT AN OCCUPATIONAL
HEALTH AND SAFETY (HSE)
MANAGEMENT SYSTEM?
Of the 2.3 million annual deaths having causes
related to the workplace, the majority – 2
million – are the result of the occupational
diseases and of the health problems related
to the profession. The people in this category
often suffer from prolonged illnesses caused
by the prolonged exposure to risks. We do not
HOW CAN I OBTAIN FURTHER INFORMATION?
Follow the latest news which DEKRA Certification will constantly publish.
As the information allows us, you can participate in the DEKRA seminars related to the
ISO 45001 standard.
Request customized information or solutions: dekra@dekracert.ro
Visit the website: www.dekra-certification.com.ro
have to neglect these cases and deal only with
accidents which are more visible and generally
entail immediate corrective action.
According to the World Congress on Safety and
Health at Work, 860,000 occupational accidents
resulting in injury occur each day. The total,
direct or indirect, cost of the occupational
diseases and work accidents is estimated to 2.8
trillion USD at the global level.
In order to survive and to be prosperous, the
companies must ensure that they manage
all the risks correctly. HSE represents an
essential aspect, a field in which any company
must prove initiative. Beyond the devastating
consequences on people’s lives, the improper
HSE management may have a series of
negative effects upon the organizations: loss of
employees, interruption of activity, payment
of damages and indemnities, court actions,
damage of reputation, loss of investors, and,
finally, loss of clients/projects.
HOW WILL ISO 45001
INTERACT WITH OTHER ISO
STANDARDS? HOW WILL THIS
INTERACTION AFFECT THE
USERS AT A CONCRETE LEVEL?
The elaboration of the new HSE standard
is appropriate because it coincides with
the recent publication of freshly reviewed
standards ISO 9001 (quality management)
and ISO 14001 (environment management)
which use a common framework based on risk
management.
The common points of these standards should
allow the organizations to integrate them easier
in the internal processes – one of the central
requirements of all the three standards.
ISO 45001 follows an easy PDCA template
(Plan-Do-Check-Act) which provides the
organizations with a framework in which they
can plan what exactly they have to implement
in order to reduce the risks to the minimum.
The measures adopted should aim to solve
the problems which may lead to chronic
diseases and absences from work, as well as the
problems which may cause accidents.
The ISO 45001 standard requests the top
management positions to get involved and to
prove commitment by their leadership and
mentoring activity in order to ensure that the
workers have the competences appropriate for
their work and that efficient checks are applied
in the “Do” stage. The standard recognizes the
value of the workers’ involvement and their
consultation for the elaboration and application
of better HSE practices. In the “Check” stage
all the main elements which must be taken
into consideration in order to guarantee
that the system works are identified and the
improvement opportunities are determined in
the “Act” stage.
WHAT WILL THE ADOPTION
OF THE ISO 45001 STANDARD
INVOLVE FOR THE USERS OF
THE OHSAS 18001 STANDARD?
It is hoped that the users of standards like
OHSAS 18001 and ILO-OSH Guidelines
will adopt ISO 45001 because it does not
contradict the respective documents, but it
strengthens the possibility to integrate the
HSE management in the global processes of the
organization’s activity.
The benefits of adopting the ISO 45001 can be
found in the fact that it will naturally align to
the formal management approaches adopted for
other risks faced by the companies within the
set of ISO standards for management systems.
It s an important benefit for the companies
which try to simultaneously manage the
requirements of several standards.
 BECAUSE WE
CARE
Building a successful Corporate
Safety Culture Program
In July 2012 Philip Morris International launched
its Corporate Safety Culture program called:
Mission Zero. Prime objective of this initiative
was to make a step change and integrate safety
into our daily operation. Since this event our
Operations made a long journey.
When launching a program whether is about
safety or any other topic, the aim is on what are
GINO LAIOS you looking to achieve. For our program the
‎MANAGER EHS “what” was simple and straight forward: Best in
& SECURITY class.
- ROMANIA & And that meant going from elimination of unsafe
BULGARIA AT conditions to improvement which is the point of
PHILIP MORRIS reaching safety culture. Moreover, going further
INTERNATIONAL to continuous improving our safety culture and
get it beyond operations as well as our work
environment. As the safety of our employees is
equally important whether at work or at home.
To support that the analysis we did inside the
company focused on the ideal state of safety
which combines the following:
A strong belief that all accidents and injuries
are preventable
Safety management is a line management
first responsibility
Best in class systems, standards and tools
are embedded into organization and are
28
being continuously improved
Safety leadership and performance are world
class as recognized by internal and external
stakeholders
Support is provided by engaged and business
oriented team of professionals
With that on board the mission of the program
was to get safety from being a priority to being
a value.
Mission Zero is all about getting into a stage
whereas our company reaches zero incident, zero
accidents, and zero injuries. To get to such a high
level of performance, the entire EHS community
of our organization concentrated on 3 main
pillars:
Leadership
Managing Safety
Empowerment
Leadership covered the “how do we improve”
looking at people & organization main challenges
alongside the processes main challenges.
Managing Safety included the introduction
of Safety Leadership development trainings,
introduction of safety culture drivers, upgrade
the existing EHS management system, refocus
on IS/OHSAS certification approach and develop
the EHS organization.
EXPERTS PLATFORM
Empowerment meant the program
itself. Mission Zero. It became a global
language spoken each time safety was
discussed. It still is the main value
our management and all employees
guide themselves whether is about an
operational strategy or a continuous
improvement initiative. It starts with
safety and is all about safety.
The progress of our program was
supported by the four key pillars of
the Mission Zero program:
1 Develop and roll out Safety
Leadership Program
2 Integrate safety into Operations
Engagement strategy (OPEN),
and facilitate a full safety gap
assessment
3 Establish leading indicators (so
called business culture drivers)
4 Update our corporate EHS
standards
Safety Leadership Program is the
way to achieve the organizational
alignment and to ensure that we speak
the same language when it comes to
safety. The objective was to reach
everyone in Operations who has
direct reports.
Operations Engagement (OPEN)
is the basis for our Operations.
Integration of safety into OPEN was
critical to ensure the focus, regular
self-assessment and ownership.
Safety gap assessment was managed
independently of the overall OPEN
Gap assessment.
All affiliates completed the OPEN
Unsafe Conditions
Elimination
Injuries
Management System
Implementation
Resources and time
safety gap assessment, and have
their action plan was prepared to
address the identified gaps. Results
of the identified gaps are discussed
and validated by local Operations
Management Teams.
Indicators. It is said that what you
don’t measure you can’t manage. So
a shift was required in the type of
indicators we are looking at measure
and use the base for our analysis
and actions. As such we focused on
moving from lagging indicators to
leading indicators. Lagging indicators
measure the final outcomes that result
from our activities, reporting the key
results of the past, therefore lagging
indicators themselves may not provide
enough information to guide our
actions and ensure success (e.g. LTI`s).
The role of leading performance
indicators is to improve future
performance by promoting actions to
correct potential weaknesses without
waiting for failures to happen.
To get to a point whereas programs
are successful require a very
important ingredient. Leadership.
Leadership is to guide our safety
culture, and ensure systematic
focus on critical gaps. This is why
the implementation of safety gap
assessment was crucial, as well as
the action plans to address the gaps.
Granularity and organizational
depth (integration) describes what
involvement of the organization into
driving the improvement actions.
Behavior based safety is key in
achieving excellence in safety. The
overwhelming majority of injuries
are behavior related, and thus can
be effectively prevented only with
Safety Culture
Improvement
Romania
personal engagement. Here again the
level of organizational integration
is very important. This indicator
must be backed up with documented
systems.
Risk assessment is the way to
systematically explore and evaluate
the, workplace, equipment and
process of job related hazards. Each
affiliate plans the execution of risk
assessment process scheduling the
different technological units and
other areas of our sites. This indicator
measures the progress and completion
(%) of this plan.
Latest revision of EHS documentation
was completed 3-5 years ago.
However this is a well-designed and
comprehensive collection of EHS
knowledge we decided to enrich with
the latest developments (upgrade),
and to cover some areas which were
not addressed before (e.g. Change
management)
Standards are continuously revised
involving regional EHS teams, as well
as the identified local experts in these
areas. Beyond the corporate initiatives
all affiliates put lot of energy and
enthusiasm to support the Mission
Zero local roll out.
On the road of having our safety
culture program, Mission Zero,
developed, implemented in embedded
with our overall corporate culture,
there was an obvious and expected
outcome that being: it will get even
more structured and the ideal state of
safety will actually get developed and
as such the conclusion was an obvious
one.
We moved from:
Safety is a priority to… Safety is A
VALUE.
All accidents and injuries are
preventable to… All accidents can be
prevented
Safety management is a line
management first responsibility to…
Safety management is a line manager’s
first responsibility
And an expectation was being
set: A complete dedication to the
elimination of unsafe practices and
unsafe conditions by all employees
– management and their teams –
irrespective of any other factor 
29
 Romania
EXPERTS PLATFORM
SAFETY CULTURE -
ORGANIZATIONAL CHANGE
MANAGEMENT
M aybe the best definition of the Safety
Culture is from Wikipedia, the
free encyclopedia: “the way we do
safety around here.“ It is short, and
everybody will understand it in the
correct way.
Not good enough, for many. The
trendy “Safety Culture” definitely
deserves a more impressive
description. The same open source
is providing it: “Safety Culture
refers to the ways that safety issues
are addressed in a workplace. It
often reflects the attitudes, beliefs,
perceptions and values that people
share (...).” Now it is much better,
based on this one we can release
new theories, develop systems and
fight with everybody to prove that
the most important aspect is “the
attitude”. Or the “beliefs”. Or the
“perception”? “Perception” changed
by “values”? Wow, that is a good
idea: we can observe how beliefs are
building values, leading to specific
attitudes which are influencing
perception!
If you are already too tired, probably
you need a Consultant to continue
the logics, design a mind-blowing
infographic and conduct a 2 days
workshop to sell this perfect model
to the whole Organization. Followed
by individual coaching sessions, and
regular reports.
This scholastic approach could
improve your organizational Safety
Culture, but at the end you will
notice a strange fact: the impact is
mainly based on two elements which
are totally missing from the model:
The balance between attitudes,
beliefs, perceptions and values.
The balance between everything.
Obtained trough the experience
30
to work on each, and the ability
to see the whole picture.
The Safety standards (level
of acceptance), which are also
subjective, and are also based on
experience, that important thing
which is coming when you don’t
need it anymore....
Now the concept is crystal clear,
clear enough to understand what the
Safety Culture is not:
A theory, but a way of living. And
keep staying alive.
An absolute value, which you
can have it or not, but your
understanding of Safety at a
certain moment.
What should we do to change it?
Absolutely nothing, it is changing by
itself, day by day. The organizations
are living creatures, in a permanent
transformation. We can conclude
“case solved” and add our names
on the long list of the ones who
understood that “the only thing
that is constant in life is the change”
(Heraclitus, Confucius etc). Hey, can
we have a cup of coffee? We finally
understood the concept, now we
should relax!
Some Leaders self esteem is to high
to accept this comfortable position:
watching the show, waiting for
results and blaming at the end,
whatever: “poor safety culture”, “bad
influence of the society”, “our terrible
bad luck”.... This Leaders want to
speed up the Safety Culture Change.
And they want to make sure that
the Change is in the right direction,
leading to a smaller number of
accidents. Sometimes they are
successful.
For others, it is not about vanity,
they are only humble humans aware
EXPERTS PLATFORM
IULIAN GHERMAN
INDEPENDENT
CONSULTANT
about their core responsibility: to
keep everybody around them alive.
These kind of Leaders are personally
committed to Zero Accidents, and
are working day by day to achieve
this target. What are they doing, on
a daily basis? Common, old fashion
things already included in their Job
Description: planning, organizing,
motivating, auditing, analyzing,
taking decisions. They just use the
Management functions to manage
Safety, and are focused on people.
Leading by example. By far too
boring to be detailed here, replace
the word “Safety” with “Production”
or “Quality” and you will find the
specifics.
I kept the big surprise for the end:
Committed Leaders are always
successful. And nobody can describe
why. What makes the difference?
The most common comment you
can hear is about their “Felt, Visible
Leadership”.
Did I mention that Committed
Leaders are humans, too? Maybe
not always right, maybe not always
choosing the most effective way
to do things. Sometimes they are
working with a Consultant, to
improve the efficiency and to make
sure that resources are not wasted
by deviations from the roadmap.
Sometimes they are just walking
on that road by themselves. But
there is always a clear roadmap in
their continuous journey to Zero
Accidents, and they never stop.
I was joining them several times,
watching the evolution: every single
step was changing attitudes, beliefs,
perceptions and values. Every single
step was changing us, and the people
around us 
A Member of the Constructor Group

PĂSTRAŢI SIGURANŢA ÎN DEPOZIT…

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pentru a se asigura că instalaţia dumneavoastră de rafturi pentru paleţi
rămâne în siguranţă. Inspectorii noştri acţionează în conformitate cu
reglementările legale, iar activitatea de remediere este complet garantată
şi foloseşte doar componente originale.
Daunele trebuie să poată fi analizate de către un inspector calificat şi
reparate prompt, folosind componentele potrivite. Dacă se ia decizia ca
reparaţiile să nu se desfăşoare, atunci instalaţia este compromisă şi asta
pune în pericol angajaţii care lucrează în depozitul respectiv.

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Acţionaţi responsabil şi programaţi o inspecţie chiar azi, inainte ca un accident să aibă loc! www.dexion.ro
 Romania EXPERTS PLATFORM

EXPERTS PLATFORM

SAFETY
LEADERSHIP
why? MIRCEA RUS
HSE MANAGER

In our safety management system

there are three elements which
2 Technical measures –
influence our safety culture:
1. Legislation, standards and
procedures, 2. Technical measures
and 3. Human behavior.
1 Legislation, standards and
procedures – during the years
the safety legislation, procedures and
standards have evolved and settled
legal framework to a level which led
to the reduction of the incidents;
3 Human behavior – interaction
technology has evolved over
the last years and we have machines
that have safety measures from the
design stage, machines that have
different safety systems incorporated
in order to reduce the probability
of injury of the operator and to
have a minimum impact on the
environment;
between operator and
machines.
Traditional safety is focused on
procedures and technical measures
which are the basic elements of the
safety culture, but incidents still
happen (see picture 1 – Sustainable
Performance Improvement). The
main root cause of these incidents is
the human behavior – how people
act and react in different situations,
fail to address unsafe situations or
tolerate unsafe behavior.
Many companies take technical

} SUSTAINABLE
LEGISLATION,
Compliance
STANDARDS AND PERFORMANCE
program
PROCEDURES
IMPROVEMENT

TECHNICAL
Management
MEASURES
System
INCIDENT RATE

Audits,
Standards

Engineering
Improvements
HUMAN
BEHAVIOUR } Behavioral
program

Integrity of
LE

A Installations

DE Process

RS
Safety
Team Behaviour

HIP TIME
+
Lifestyle

32
 member of

CHIMCOMPLEX SA
BORZESTI

CHIMCOMPLEX SA BORZESTI is one of the largest producer in Romania, with over 60 years of
experience in manufacturing and commercializing of chemical products.
The main activity of CHIMCOMPLEX SA BORZESTI consists of manufacturing and commercializing
of chlor-alkali products, inorganic chlorides, alkylamines and organic solvents.
Chimcomplex is a chemical factory which, using inorganic and organic technologies, has a flexible
and balanced structure of profitable products with a wide use in an constantly changing economy.
Chimcomplex SA Borzeşti will develop friendly performant technologies for the environment and
will became in ten years the most important supplier on the chemicals market from Eastern Europe.
CHIMCOMPLEX SA BORZESTI will permanently collaborate with its internal and external environment
and will continuously adjust its actions to the changes from these environments.
Concern for the environment and discipline and Quality of the products and processes are some of the
most important values of CHIMCOMPLEX S.A. BORZESTI.
The Company`s products are used in various fields of economy, satisfying the customers needs, that
activate in fields like energy, chemistry and petrochemistry, cellulose and paper, pharmaceuticals,
metallurgy, food industry, oil extraction industry etc.
About 60% of the company`s sales are directed to external markets by developing business relationships
with numerous business partners.
In the last years CHIMCOMPLEX S.A. BORZESTI achieved many infrastructure and technology
investments:
 residual sulfuric acid 78% solution recon-  calcium chloride flakes plant, 12 000 t/year
centration plant; capacity;
 two cogeneration plants, producing 15 MWh  organochlorinated residues incineration plant;
electrical power, using as fuel methane gas and  chlorine liquefying plant modernization;
the hydrogen resulted from the electrolysis  upgrading of electrolysis plant by replacement
plant; of second generation electrolysers with the fifth
generation’s one.

www.chimcomplex.ro

1
 Romania
and procedural measures but still
can and want to improve the safety
culture, to make the next step in
safety awareness in order to bring
the organization to the next level to
achieve zero incidents.
How can we improve our safety
culture? This is a challenging task for
many companies in all industries.
The first thing that we need to do
is to understand the culture of an
organization and to understand what
safety culture is: “The safety culture
of an organization is the product
of individual and group values,
attitudes, perceptions, competencies,
and patterns of behavior that
determine the commitment to,
and the style and proficiency of an
organization’s health and safety
management. Organizations
with a positive safety culture are
characterized by communications
founded on mutual trust, by shared
perceptions of the importance of
safety and by confidence in the
efficacy of preventive measures.”
*ACSNI Human Factors Study
Group: Third report – Organizing
for safety HSE Books 1993.
The second thing that we need to
do is evaluate ourselves in order to
understand where we are and how
mature our safety culture is. We
can do this by using the culture
maturity concept developed in a
HSE case study, and which appears
in the **Shell Hearts and Minds
Understanding your culture tool. The
five levels of culture maturity are:
PATHOLOGICAL: no-one
knows or cares about safety –
people don’t really care about
safety and are only driven by
regulatory compliance and/or not
getting caught;
REACTIVE: improvements
are only made following a
serious incident – safety is taken
seriously, but only after things
have gone wrong (managers
feel frustrated about how the
workforce won’t do what they are
told);
CALCULATIVE: management
*ACSNI Human Factors Study Group: Third report – Organizing for safety HSE Books 1993
**Shell Hearts and Minds Understanding your culture tool
***Lolly Daskal - https://www.lollydaskal.com/
34
system is used to encourage and
monitor safe working – focus on
system and numbers. Lots of data
is collected and analyzed, vary
audits are performed and people
begin to feel they know “how
it works”. The effectiveness of
the gathered data is not always
proven thought;
PROACTIVE: people try to
avoid problems occurring and
exist in a constant state of safety
awareness – moving away from
managing safety based on what
has happened in the past to
preventing what might go wrong
in the future. The workforce
starts to be involved in practice
and the line begins to take over
the safety functions, while safety
personnel reduces in numbers
and provide advice rather than
execution.
GENERATIVE: safety is
integral to everything we
do – organizations set very
high standards and attempt to
exceed them. They use failure
to improve, not to blame.
Management knows what is
really going on, because the
workforce tells them. People
are trying to be as informed as
possible, because it prepares them
for the unexpected. This state of
“chronic unease” reflects a belief
that despite all efforts, errors
will occur and that even minor
problems can quickly escalate
into problem solving system.
After we understand where we are
on the cultural ladder, the third
step is to set up our goals – where
we want to go. In order to reach the
proactive level or generative level the
organization must pass through all
the levels of the cultural ladder, you
cannot jump over the stairs.
The technical skills might
bring / promote you to safety or
management position, but the soft
skills will keep you there and will
help you achieve the proactive
level and for this we need to
change the strategy and focus on
EXPERTS PLATFORM
human behavior (behavior of each
individual) and learn:
to be proactive;
to recognize the dangers (risk
awareness in our daily routine);
how to address unsafe behavior
to a colleague;
how to give feedback to each
other;
how to stimulate personal
leadership.
In many organizations the safety
position or a management position
is seen as a position of policeman.
When the policeman is on site
everybody follows the safety
rules because they are afraid
of consequences but when the
policeman turns his back or is not
on the site everybody puts other
operations as number one priority
and breaks the safety rules with or
without thinking. Why? Why do
they do that? Why do they behave
like this? The answer is simple: they
don’t have a safety leader to follow, a
leader with positive and horizontal
approach, which stimulates
responsibility, ownership, proactivity
and avoid using the authority, instead
radiate safety leadership and genuine
concern.
We can improve our safety culture
by designing a program in our
organization which is based on
real values like respect, happiness,
optimism and can combine the
following elements: risk insight,
communication, cooperation,
leadership and personal motivation.
This program can help us achieve
the proactive level only if everybody
from the organization is committed
to safety and share the same values.
Occupational health and safety
is about legislation, procedure,
technical measures, organizational
measures; safety leadership is about
people, about us, about how to take
care of each other to get home safely.
How Lolly Daskal said: ***“Leaders
are those making a positive impact
and influencing others to action” 
 EXPERTS PLATFORM

TRAINING,
AWARENESS AND
COMPETENCE CATALINA
BALAS
AECOM

IN HSE

Health and safety trainings are a lot more than a power point
presentation with legislation guidelines. We all know that health and
safety training is a mandatory requirement, but we often seen that
trainings are made mostly on paper. Training employees in health
and safety matters in the workplace and should not be seen as a
time consuming activity, disruption of daily operations or as a cost.

36
EXPERTS PLATFORM
U nfortunately, day after day,
employees from all kinds of
industries are injured trough
accidents that could have been
avoided trough knowledge and
awareness.
Management commitment to
health and safety is one of the most
common principles each company
has. In many large corporations,
CEOs and Senior Leaders are
actively engaged as speakers during
safety training sessions. Is a perfect
way to lead by example and enhance
the company safety commitment.
Safety performance is not only
a moral necesity or legislative
“The desire
for safety
stands against
every great
and noble
enterprise,”
TACITUS
requirement, but brings with it
significant legal and financial
consequences in case of failure.
Ensuring safe and healthy working
environment has to be a key
priority for everyone at work and
this requires real competence,
not just commitment and good
intentions.
Company’s Senior leaders and
Directors need to be competent
to lead the management of the
business safely. They also need to
understand the importance of being
systematic in ensuring that all
employees and contractors’ staff are
competent when it comes to health
and safety.
According with Law no. 319 of 14
July 2006 on safety and health of
workers at work, all businesses have
a legal duty to provide information,
training and supervision to
employees to enable them to carry
out their work safely.
The starting point is the risk
assessment which identifies hazards
on one hand, and on the other
identifies measures needed to
control risks to health and safety.
While suitable physical safeguards
and procedures will usually
be necessary, training and the
provision of information are also
part of the management system,
so that people understand hazards
associated with their job and know
how to operate safely.
The national legislation requires
employers to have access to a
suitable source of competent advice
to manage health and safety and
this includes providing
advice on health and safety
training requirements and
options for meeting them.
The legislative requirements
also ask from employers
to take into account the
capabilities, training,
knowledge and experience of
workers and ensure that the
demands of their work do not
exceed their ability to carry
out their role without risk
to themselves and others.
Some employees may have
particular training needs,
for example: new employees need
basic induction training into how to
work safely, including arrangements
for first aid, fire and evacuation.
People changing jobs or taking on
extra responsibilities need to know
about any new health and safety
implications. Young employees are
particularly vulnerable to accidents,
reason for what employers need to
pay particular attention to their
needs, so their training should
be a priority. It is also important
that new, inexperienced or
young employees are adequately
supervised. Skills need updating
periodically by refresher/periodical
training. Findings from reviews
of risk assessments should be used
to identify and record any further
specific training needs.
Health and safety training is not a
single occurrence action, health and
safety training need to be built into
ongoing business management.
Romania
COMPANIES CAN ENSURE
A SUCCESSFUL TRAINING
PROGRAMME BY:
Establishing commitment to
health and safety competence
Consulting staff and their
representatives
Seeking professional advice
Having a clear policy on training
in health and safety policy
statement
Establishing health and safety
competence (including training)
requirements for key roles and
responsibilities
Ensuring health and safety
requirements are built into job
descriptions and into recruitment
and selection
Developing a training
programme and plan, informed
by the results of risk assessments
and job safety analysis and
establish a matrix of employee
training needs
Seeking outside help, including
appropriate training providers
Considering options for delivery
(in-house sessions, one-to-one
instruction, classroom training,
open or distance learning,
computer based or interactive
learning, external courses)
Implementing and delivering the
programme, tracking progress
against targets
Evaluating the effectiveness
of training through active and
reactive monitoring, considering,
for example, additional
training needs identified by the
investigation of accidents and
incidents or the revision of risk
assessments
Reviewing the programme
periodically to assess its
effectiveness (is training
working?) and to identify areas
for improvement.
The way companies approach
health and safety training speaks
volumes about business, values and
professionalism.
The knowledge and awareness gained
through health and safety trainings
provide benefits for the employer, but
more importantly, benefits for the
employees 
37
 Romania
EXPERTS PLATFORM
CARE FOR
EMPLOYEE SAFETY:
MAIN PERFORMANCE OF
THE MANAGERS! WHAT
NEEDS TO BE DONE?
W e live in the century of great
transformation in all fields and the
technological field is on the first place.
We try to robotize and automate as much
as possible, but we must recognize that
the HUMAN factor can’t be replaced
everywhere! That’s why we feel responsible
for all employees to be safe at their workplace
and when they go home, they must know
PH.D. ANCA that they worked well and safe, and
GOLGOJAN tomorrow they will be able to return to a
CIECH SODA friendly environment that will cause work to
ROMANIA be comfortable and efficient. Why would a
manager want this? Because all these factors
will generate the company’s profit and its
success.
A successful company needs to make
a sustainable growth strategy on the
three main areas: sustainability, social
sustainability and environmental
sustainability. And in the same time, the
HSE Policy will set the company’s principles
and targets, where the most important thing
must be: all employees need to get healthy
at home every day! For this, the manager
needs to use a large range of internal
communication tools to promote and support
desired changes in the modern HSE culture
and to deliver key HSE messages to all staff.
PH.D. ANCA GOLGOJAN
HSEQ DIRECTOR, CIECH SODA ROMANIA
38
EXPERTS PLATFORM
Of course, this is all we want and we act to
ensure that there are no reasons for accidents
to happen, but we must be objective and
assume that they can happen. What needs
to be done? First of all, we need to train, to
encourage our employees for themselves to
be the first to act to identify and eliminate
risks. HSE staff must permanently be in
dialogue with employees and information
must come from both directions. Employees
who come up with ideas and contributions
for HSE must be rewarded. In this way
the manager shows that he respects and
appreciates them and relies on them to
achieve the targets that generate the success
of the company!
The manager must also invest in employees’
health. Personal lifestyle, individual habits
are of great importance, so the manager
must motivate employees to play an active
role in promoting personal health. In order
to increase the level of health and safety of
employees, it is essential to understand the
relationship between habits and general
health.
And finally, the conclusion: the performance
of the manager is equal to the performance
of each employee! We have to support and
invest in them! 
 EXPERTS PLATFORM
FIRE SAFETY
CULTURE IN
ROMANIAN
BUSINESS
ENVIRONMENT
Sometimes when doing clean-up of the house, especially
reactive people that - care only about present and
immediate gain - broom the dust under the carpet.
U
nfortunately, this is the case when
we talk about a possible authentic
Fire Safety Culture in Romania.
Before talking about Fire Safety
Culture, it is best to talk about
general Safety Culture, as it is the
big shelter containing Fire Safety
Culture.
As probably we all know, Safety
Culture is “a system of shared values
and beliefs about the importance
of health and safety at the
workplace, and the associated way
of behaving”(NEBOSH, RRC Guide
2017). And we also know that the
culture must be shared by everyone
in a business entity, from CEO to the
last employee.
The new ISO standards (ISO 9001
și ISO 14001), approved in 2015,
impose a more effective implication
of management in obtaining an
authentic safety culture. “I know
somebody” or “It will be OK, even
if it is not OK” should not be there
when we talk about risk of fires that
can kill people.
Eforts must be done so as every
employee to be aware of his or her
own importance, responsibility
and the need to step in. In any field
of business, safety should be first,
because after a recorded accident, a
company loses not just an employee
and/or an equipment, but also can
lose many other possible projects.
40
Safety culture is a crucial factor in
the survival and development of any
entity.
But how do we get to the fire safety
culture? First, we should know that
fire engineering has two parts: fire
protection engineering (deals with
the safety of the building or of the
built environment) and fire safety
engineering (dealing with the safety
of the person). In Romanian, Fire
Safety Culture is best translated as
“Cultură de Securitate la incendiu”
(Ion Anghel, Constantin POPA,
Ingineria Securității la incendiu,
2016). So Fire Safety Culture deals
with that “fire” part of the Safety
Culture.
There are different steps of the safety
ladder, in terms of the steps that an
organisation can be at, when it comes
to the safety culture level, as seen in
picture below.
Now, same picture can evolve in
representation of the type of culture
and finally a method of behaving
when it comes to “respecting the
law”.
At the last picture, there are five
steps on the ladder:
Basic
Reactive
Compliant
Proactive
Resilient
The resilient type of entity is the one
CONSTANTIN
POPA
HSE EXPERT
that do what needs to be done not
because of the rules, the law or the
standards say it, but bucause we care,
“this is the way we are”.
All business entities should get to this
point. It looks like a hard endeavour
that may never end, but it is relatively
easy in fact, and it is definitively a
road worth taking, because in terms
of Fire Safety Culture, the level that
we have - as a nation, as a society
in Romania - is pretty low. And the
ones that wake up sooner, will be the
ones that will save lives today and
thrive tomorrow.
Take a look at the ladder in any image
above and honestly assess for your
organisation the level of your (Fire)
Safety Culture.
Most big fires in Romania in the
last years occurred in buildings that
had all the documentations required
by ISU (by the law). So where is
the problem? If they were OK, why
continue to get burned down? Maybe
there is a fracture between legislation
and reality? Why following the law
and standards will not ensure a real
and effective fire protection?
SO, WHAT IS THE PROBLEM?
We have a fire safety culture, but its
level is bad, because:
We are reactive (we respect the
rules not to get caught, after
a major fire, you won’t fiind a
EXPERTS PLATFORM Romania

fire extinguisher on the market
shelves, we have all the document
for the inspection, but there
are only documents, proper
legislation is subject to political
changes and so on).
We are not thinking in a
coherent way. Most companies
have a Quality manager
(responsabil cu calitatea), a Fire
manager (cadru tehnic PSI),
a HSE Manager (Inspector
SSM), Environment and waste
manager (Responsabil deseuri
si mediu), ISCIR and so on. All
these persons should be working
together in the same department,
all under HSEQ manager. Is this
happening? Why not? National
legislation is not coherent, but
best practices - ISO standards,
they are coherent. Unfortunately
in some cases, ISO is important
only before the audit.
We have this problem, and it will
lead to:
Continuation of the bad habits
that create more harsh space
between what should be (a good
level of fire safety culture) and
what we really have (a small
organized jungle).
People who do not care, they
leave things flow as it goes, they
have other priorities.
Another consequence is that
decision managers do not invest implemented an integrated
in fire safety. And on the long management system, and
run, today’s “cheap” may be in fact the HSEQ department is just
tomorrow’s “expensive”. People following just one manual,
work at the lowest level of fire HSEQ Manual (or Integrated
safety permitted by the law. Management System Manual) of
the company. All applicable laws
SO HOW ABOUT SOME are in this manual, adapted for
SOLUTIONS TO SOLVE THIS the company. Unfortunately, this
PROBLEM? is not the case in all situations.
If we start something, invest in safety Law 481/2004 (civil protection
more that you would normally do. law) și 307/2006 (fire protection
Assess correctly, get proper advice, law) are trying to join starting
and invest proper time, intelligence, 2005 and they are still separated.
know how, not only money. Also we need to implicate more
We need to be proactive (let’s Insurance companies in the fire
respect the rules because we safety….
care about people and their We need to study by ourselves,
belongings or businesses, we and invest with a clearer mind.
can align the legislation to the This means that sometimes
realities of today, as we read we will pick in a responsible
and understand the lessons way, a little bit more expensive
learned by other countries solutions, and not the immediate
that already implemented Fire cheap but perisable solutions.
Safety Engineering at the core Such an attitude, eventually, will
of their Fire Protection System. make the difference between
Proactive means that all actors a loser and a winner. HSE
will not be afraid to speak up and consultancy fall in this category,
optimize the fire safety related because unfortunately it is sort of
activities. Proactive means that a Cinderella in today’s business
all employees will involve by environment.
themselves in a common effort Steps were done in the last years,
to prevent fires and improve fire in the right direction, but still a lot
risk awareness. needs to be done. People start to
We need to be coherent – wake up, (Fire) Safety Culture wise,
many private companies have and this is good news 
Increasing Trust and Accountability

5
GENERATIVE (High Reliability Orgs)
HSE is how we do business SELF-DRIVEN
round here

4
PROACTIVE DRIVEN BY BUSINESS SYSTEMS
Safety leadership and values drive Operational, excellence
continuous improvement
Increasingly informed

management system model

3
CALCULATIVE DRIVEN BY SAFETY/SHE STANDARDS
Lead

We have systems in place Safety/SHE management

to manage all hazards system model
ership

2
REACTIVE DRIVEN BY STANDARDS
Safety is important, we do a lot Principles, policies, golden rules, fatal
every time we have an accident risk standards, major risk standards, etc

1
PATHOLOGICAL DRIVEN BY THE LAW
who cares as long as Law and regulations are
we’re not caught the primary drivers

41
 Romania EXPERTS PLATFORM

EXPERTS PLATFORM

LESS WITH LESS

HSE Resource Strategies in a
Cost Constrained World

From late 2014 to early 2016 the oil price collapsed

by ~75%. This has had major impacts on both
CAPEX and OPEX spend in the Oil & Gas sector
resulting in the cancellation/ deferment of
major capital projects and significant workforce
reductions both in terms of ‘direct’ staff and 3rd
party contractors. In view of this, a key challenge
facing the sector is how best to deliver the desired
business outcomes in a safe and sustainable
manner.
Through ERM’s work with leading companies
across the Oil & Gas sector (and others, including
Mining and Chemicals) we have gained a sound
understanding of what drives a company’s view
on the ‘required’ level of HSE resources and HSE
management process
In this context, the aim of this paper is to explore:
An ‘event driven’ approach that was prevalent
across a number of companies.
An example of a more systematic and
riskbased approach that ERM uses with
leading organisations to ensure fit-for-
purpose resources/processes that are
commensurate with the prevailing risk
profile.

LOOKING BACK: A
COMMON APPROACH
Historically, a common approach could be
characterised as ‘event driven and reactive’. In
practice, this would develop and manifest itself as
shown in Figures 1 and 2.
An organisation that feels comfortable with
its HSE performance and draw high level
assurance that its HSE Management System
was appropriate.
A major incident occurs either within the
organisation or in a similar organisation
within the same sector.

42
EXPERTS PLATFORM
An internal and external (e.g.
regulators) reaction along
the lines of “this must never
happen again and so a detailed
investigation must be conducted
to understand the root causes”.
Based on these findings the
organisation would allocate
additional HSE resources
to develop processes to
better control the identified
weaknesses. Typically, this would
include more detailed procedures,
additional training and increased
levels of central assurance i.e.
the resource levels and processes
would increase in a patchwork
to address the causes of past
incidents.
These additional resources and
more detailed processes then
become regarded as the ‘new
norm’.
Given the cyclical nature of the
Natural Commodities sectors
(e.g. O&G and Mining) some
form of economic downturn (as
highlighted above for the recent
collapse in oil price) will put
pressure on costs and resource
levels.
In the absence of a structured
and risk-based approach staff
reductions would often be made
based on the application of a
grouplevel cost reduction target
along the lines of “the recent
collapse in commodity prices has
had a significant impact on our
projected cash flows. In view
of this it is imperative that each
Figure 2. HSE resources: the impact of a downturn
Economic
Downturn
s
rce
sou
ses
Re
oce
Safety
Pr
Resources/
Processes
Time
Figure 1. HSE resources: looking back from a major incident
s
rce
sou
s
sse
Re
oc e
Safety
Pr
Resources/
Processes
Major
Incident
Time
function reduces its staff costs by
25% by the end of the calendar
year… Please reflect in your
budget submissions”.
NOTE: Increasingly, this percentage
target for staff reductions is set
by some form of benchmarking
exercise in which the resources levels
for the group and/or individual
functions is conducted by an external
management consulting group. This
high-level benchmarking highlights
to senior managers that peer
companies are successful in doing
‘More with Less’ and gives them
comfort that significant cuts are not
unreasonable.
If and when these staff cuts take
place, there is a perceived resource
gap in which the remaining staff
feel very concerned that they are no
longer able to effectively implement
the detailed HSE Management
System that the organisation still has
in place i.e. a disconnect develops
between resources and activities. In
Resource
Gap?
Romania
these circumstances, there is often
a feeling amongst staff that they are
‘coping rather than managing’ and
that the residual risks are increasing
as resources are spread thinly over
a broad range of risk management
processes.
As mentioned highlighted above, this
approach is reactive and somewhat
superficial in the level of risk-based
analysis that is conducted. These
short-comings have been recognised
and organisations are increasingly
looking for a much more systematic
and risk-based approach.
GOING FORWARD: A
SYSTEMATIC AND RISK-
BASED APPROACH
As implied in the title, it is
important that such an approach
must be underpinned by a good
understanding of the organisation’s
current risk profile and risk
appetite. A true baseline needs to be
established of cost/risk/work being
undertaken by the HSE function
and HSE work undertaken by the
front line/external consultants etc
so that informed decisions can be
made. The aim then is to ensure
that the resource levels and HSE
management system are appropriate
and proportionate to the prevailing
level of risk.
An example of a structured and
systematic approach applied by ERM
is shown in Figure 3.
The starting point is to establish a
clear picture of:
EHS resource levels (e.g. ‘central’
function and embedded in
operational teams).
43
 Romania
Figure 3. HSE resources: way forward
HSE organization
Phase 1: Stop
• Saves costs Internal/
external
• No impact on risk
services
or performance
Phase 2: Prioritise
• Risk informed
• “Need” vs “nice to have”
Phase 3: Simplify and Streamline
• Organization + Process
Relative accountabilities and
activities.
EHS management system
requirements (including
development, maintenance and
implementation support).
The current and likely future
risk profile e.g. a site that is about
to double in size….a site that is
closing down etc.
Once this information has been
collated HSE ‘activities/expenditure’
are passed through a three stage
‘filter’ process i.e:
Stage 1: Stop
The aim here is to identify any
activities/spend that can be stopped
without increasing the residual risk.
For example, there are often risk
controls and associated training
requirements that were previously
included in the HSE management
System that are no longer required
as the source of the risk has been
removed. Experience to date
indicates that ~10% of the resource
requirements can be eliminated at
this stage.
Stage 2: Prioritise
At this stage the aim is to
differentiate between those activities
that are ‘needed’ vs those that are
‘nice to have’ in the current climate
on the basis that those that are
44
HSE service HSE programs
Duplicated XYZ training
reporting programs
HSE advisory
XYZ programs
service X
Fit for purpose HSE function/resource
‘nice to have’ can be deferred –
again without an increase in risk.
Examples include, deferment of the
organisation’s participation in a joint-
industry research programme or the
cessation of a systems development
project. Again, experience indicates
‘savings’ of ~ 15% at this stage.
Stage 3: Simplify,
streamline, standardize
All of the activities that reach this
stage are deemed to be necessary
in order to deliver the desired
outcomes. As such, the question is
“is there a better (more efficient and
cost-effective) way of achieving these
outcomes?”.
For simplify/streamline, this involves
scrutinising key activities/steps and
asking if they add sufficient value
to the outcomes. If not, they can
be eliminated saving resources and
costs. Figure 4 illustrates ERM’s
experience of potential areas for
streamlining.
In terms of standardization, it was
clear from the CEO dialogues at the
recent IHS CERAWeek conference
that this subject is very much on
the ‘C-Suite’ agenda. For example,
Jeff Immelt (Chairman and CEO
of GE) compared the degree of
customisation in a Combined Heat
Power Plant with that of a Sub-sea
Christmas tree. His point was that
EXPERTS PLATFORM
HSE processes
Assurance
activities XYZ
the Christmas-tree had 100 times the
amount of customisation. This adds
a major additional cost in terms of
upfront design and subsequent design
reviews (e.g. FMEA, HAZOP) and
equipment/system verification and
certification.
In view of this it is important
to review and ensure that any
technical safety and environmental
engineering inputs account for the
benefits of standardization and Stage
3 of this systematic process will
include this in its scope.
Whereas the previous approach
generally equates to ‘More with
Less’ this more systematic approach
results in ‘LESS with LESS’. As such,
the organisation does less ‘stuff ’
with less people and yet achieves
the same outcome in terms of risk
management outcomes i.e. it develops
a more efficient and cost-effective
approach to the management of the
current risks.
DISCUSSION
Key points of discussion from the
above sections include:
‘Organic’ Growth in HSE
Resource Levels
The ‘event driven and reactive’
approach as described above is
obviously a simplification of what
happens in practice i.e. this ‘spikey’
EXPERTS PLATFORM
event driven growth is generally
accompanied (to a greater or lesser
degree) by organic growth as the
company HSE Management System
expands to accommodate changes
in regulations etc. Nevertheless, the
‘Less with Less’ approach applies
equally to this situation.
Resource/Cost Savings
Based on our experience to date
typical resource/cost savings
associated with the Staged process
are as follows:
Stage 1. Stop – typical savings are
in region of 10%.
Stage 2. Prioritise – typical
savings are in the region of 10 to
15%.
Sage 3. Simplify, streamline,
standardise – again simplify/
streamline yields savings of
~10%. Savings associated with
standardise are much harder to
quantify not least because it is a
multi-functional lifecycle issue.
Needless to say that this could be
a major source of cost reduction.
Some people may point out that
equivalent reductions (c30%) are also
typically achieved using the ‘event
driven and reactive’ approach. This
of course is true. However, in the
first case cuts are made and then
people worry about the implications
whereas, in the second case, the
implications and benefits of proposed
cuts are considered upfront via a
risk-informed decision process.
This, more considered approach,
feels much different (i.e. positive
and sustainable) to those remaining
within the organisation.
Benchmarking
It will be noted that benchmarking
was mentioned in the earlier ‘event
driven and reactive’ approach but
not in the later systematic approach.
This raises the question – does
DON LLOYD - GLOBAL MANAGING PARTNER, OIL & GAS
ENVIRONMENTAL RESOURCES MANAGEMENT
Romania
Figure 4. ERM experience: streamlining HSE activities
Audit/assurance Voluntary
Regulatory commitments
compliance Monitoring
Management
High hazard Internal reporting systems
competency and data
management Training
Little
or
for st no scope
ream
lining
Some
for st scope
ream
lining
Cons
ide
for st rable sco
ream pe
some lining in
cases
benchmarking have a role in a What are the benefits
risk-based methodology or are they to an HSE function and
mutually exclusive? This answer to to the organisation?
this is – yes it can have a place and The argument and concern often
(therefore) they are not mutually voiced to us by HSE functions
exclusive. regarding a systematic and
However, there is often a independent review of HSE costs
key difference between how and resources is – why would we
benchmarking is utilised between volunteer to a review that will most
these 2 alternative approaches i.e. probably result in a cut in headcount
Event Driven/Reactive – in and budget? The answer to this is
this case benchmarking is often simple - it is much preferable to an
used as the ‘answer’ i.e. that the alternative that may be characterised
output represents the target cost as ‘CUT and COPE’ i.e. given the
reduction to be achieved. So, prevailing cost pressures then some
the cuts are made and (as stated form of cuts are inevitable therefore
above) the implications are then let’s ensure that it’s done in a rigorous
figured out. and risk-based manner. In turn
Systematic – in this case, it is this should re-assure the overall
recognised i.e. it recognises organisation in that cost savings are
that high level benchmarking achieved whilst not increasing the
generally doesn’t account for an risks to:
organisation’s specific risk profile the health and safety of the
(i.e. it will be generalised for a workforce and general public,
sector) and doesn’t account for the environment, and
the specific risk appetite or HSE the organisation’s Licence to
culture, values or aspirations. As Operate.
such, the benchmarking output Overall, we have found that the
is noted as a broadbrush guide time and cost associated with such
and regarded as a necessary but a systematic review are widely
not sufficient tool by which to accepted as value adding and
judge what constitutes a ‘fit- costeffective given the comfort
for-purpose’ HSE function and and assurance gained from such an
management system. exercise 
45
 Romania
THE FORGOTTEN
I
was kindly asked, by Govnet, to write an editorial
regarding the safety of working at height in Romania.
I took me some time to put this article together as
there is simply so many areas surrounding working
at height which are over looked, not respected or
considered, that I honestly didn’t know where to start.
Do we start with the state, who have put together
the most basic and vague set of standards & spend no
time enforcing what regulations they’ve crafted? Do
DUNCAN we accuse the business owners who willing send their
MCGINLEY workers out in the field without the right equipment
MANAGING and trainings? Do we blame the health & safety
DIRECTOR managers who sit in the hot seat of responsibility?
PETROLEUM Should we attack the CEO’s, the Financial Directors,
SAFETY the Operations Directors of these corporate
SOLUTIONS organisations who willing eliminate the spending of
AND SAFETY the allocated health & safety budget on bringing in the
ACADEMY next contract, or next dollar to the company? Because
the cost of one life is vs cost of training... well…
Where do we start? Is blame going to help improve
safety while working at height or steer us in right
direction?
Maybe it’s the law of the land, but it always seems that
a disaster must take place before “we” decide to listen
to that valuable lesson all our mothers tried so hard to
teach us. “Prevention is better than cure”. I believe it’s
time we take more preventative action, than simply
adopting the policy of an ostrich.
My background, until 2016, has laid outside of
Occupational Health & Safety, but after my short time
in the field I feel it completely necessary that we as a
nation need to stand together to improve the current
regulations, rewrite the rules & the legislation and
set new and higher standards for all those who work
at height. The state must be part of this initiative
and not for simply rewriting legislation, so the blame
can be shifted over to site managers or company
executives once people do not comply, but construct a
definitive plan on how they intend to not only enforce,
but educate. If they continue to postpone or ignore,
then this year there will be another 450 + accidents
while working at height and another 50 + of those
will be fatal as there are almost every year here in
Romania. PS: these statistics are from the Building
& Construction domain and exclude: Oil & Gas,
Telecommunications, Automotive, Electrical, Wind
Energy, Forestry, Agriculture, Aviation etc.
So, let’s consider education. As a business owner, you
certainly would not work with an accountant who
wasn’t qualified or held certification in accountancy.
If in need, you wouldn’t undergo surgery without
knowing the surgeon had his or her doctrine. You
most definitely wouldn’t stand in court alongside
your lawyer, knowing they hadn’t passed the bar. You
46
EXPERTS PLATFORM
just simply wouldn’t. Would you personally work
150 meters off the ground without being trained
and certified to do so first? If we go just across the
water to the United Kingdom, all workers who work
at height are required to undergo working at height
training, complete the training course and then
hold certification by that or a recognised training
provider to be able to work at height. So, if you are
reading this and happen to be a parent, ask yourself
this: Understanding the level of equipment supplied,
knowing the level of training provided and education
for and around working at height, would you allow
one of your own children to work 150 meters off the
ground here in Romania?
I attended a meeting in May this year with (I would
love to inform you as to with whom & which domain)
one of the larger corporations here in Romania. This
health & safety executive has been striving for new
standards in general Occupational Health & Safety,
not just for working at height, within this company for
the last 3-4years. Decisions were taken at an executive
level not to switch from one product to another,
because the process of entering a new supplier (who
by the way was offering the right product to replace
one that wasn’t designed or fit for that particular job)
into their internal procurement system as it was just a
too long and difficult process. Now you’ll be thinking
I’ve heard many a story like this before and as I’m sure
you’d be right, but then it got worse. This company
has over 2000 workers who work at height every
day, all day, come wind, snow, hail or shine. From
these over 2000 workers, not one has undergone any
training by a recognised training company, not one of
these 2000 workers are qualified to or has any form
of certification that allows them to work at height.
Again, I won’t disclose who they are, but if the largest
corporations who work on the largest project sites,
have this many people at risk, and daily, then I think
it’s more than just the Romanian State that needs a
hard kick. State officials, health & safety managers,
CEO’s, Financial Directors, Operations Directors
and all others who have the authority need to view
working at height differently. A different course of
action must be taken. The time has come to think
further and do more, to ensure that those who go to
work daily and at height, and do all the jobs most of
us reading this article wouldn’t dream of performing,
are safer than they have been for too long. They put
their own lives at risk to ensure we have fuel in our
cars, crystal clear cell phone reception, clean clear
views from our 30th floor office windows, food on
our plates.
When will the lives of the ones who do the tough jobs,
no longer be forgotten? 
MADALINA CONSTANTIN CRISTIAN MIHAELA GINO LAIOS ALEXANDRU CATALINA ANCA PUIU
GOGORICI POPA OLTEANU TAMPU PHILIP BURADA BALAS ENGIE
AMROCO HSE EXPERT BLACK SEA CARGILL MORRIS FORD AECOM BUILDING
ENERGY OIL AND ROMANIA ROMANIA ROMANIA SOLUTIONS
GAS

DAN RALUCA OANA HUTA MIRCEA RODICA BOGDAN RADU GABRIELA

BAJALIU PINTEA UNIVERSAL BOSIE STEGERAN GUTU ALEXANDRU FISTIS
LINDE GAZ BRENNTAG ALLOY SKANSKA ROFA F&R DS SMITH DENKSTATT
ROMANIA PROPERTY TEXTIL WORLDWIDE ROMANIA
ROMANIA PRODUCT

QA &
HSE guide got together with the industry leading
experts to answer some of the most burning
questions you always wanted to know about
health safety and environment.
 Which are the
01
main challenges
of implementing
health and
safety programs
and strategies in
Romania?
I would say that we are still struggling with the transition
from the old-fashioned “labor protection” to the modern
concept of “health and safety culture”. The challenges are
a conjunction of contributing factors which involves most
of the stakeholders: employees, employers and authorities.
The employees are used to do what they are told, without really
acknowledging the implications their action have on their own and
other’s safety. Of course, this is mainly related to the level of H&S
education, experience and, most of all, to the routine associated to
each activity. On top of it, the history of reactive safety left only
coercive marks in the collective memory of the work force, thus
leading to a generalized attitude of rejecting the concepts of H&S.
In addition, the tremendous paperwork is always a burden on
the activity. This leads us to the next stakeholder: the employer.
Throughout my carrier I’ve discussed with numerous managers
(from large to small companies) which were overwhelmed by the
incredible amount of documents which had to be “produced” in
order to comply with the legal requirements. As a sad joke, we
cannot omit the famous “stamp and signature” which is required on
most of the documents. An employer always has a fear of “missing,
just because there are so many. The authorities should be an active
part in setting success goals for the development of H&S programs
and strategies. The legal frame is here, aligned with the European
one, but the implementation approach has still a lot of room for
improvement. I’m referring again to unnecessary bureaucracy, lack
of flexibility towards innovation, and reactive culture. My strong
belief is that the way to improve Romanian’s approach regarding
H&S is by creating authentic partnerships between industry and
authorities. Both parts have lessons to learn from each other’s
experience and we can progress towards a positive national H&S
culture only by sharing in a constructive way.
MADALINA GOGORICI - AMROMCO ENERGY
Lack of participation from all stakeholders, from top
management, to employees and to state (authority)
representatives. Partly because of complacency, partly
because incompetence and list can continue. Bad written,
understood and applied legislation in HSE (SSM) and fire
emergency (SU)
CONSTANTIN POPA - HSE EXPERT
48
Main challenges are coming from poor risk awareness
of employers (usually, small employers are considering
that HSE tasks are completed when HSE booklets are
signed by employees) and poor safety behavior from
employees (principle “may work like this”)
CRISTIAN OLTEANU - BLACK SEA OIL AND GAS
In a global, complex and dynamic organization, the
implementation of health and security programmes
and strategies is a fundamental goal in order to create a
safe environment for carrying out activities. Cargill has
committed to provide a safe work place for its employees
and contractors, and the main challenge in achieving this
goal is to develop a sustainable EHS culture. This is possible by
transitioning from a mindset that the company requires safety at
work to a mindset where team members have a conscious need to
work safely, to avoid work accidents, where we have the faith and
joy to come back healthy to our loved ones, from a mindset that
says “it’s good it didn’t happen” to the joy of identifying unsafe
actions/conditions, which translates into improved working
ways and increased safety. In simple words, the transition from
a procedure/obligation/rule to organizational culture.
MIHAELA TAMPU - CARGILL ROMANIA
Main challenges are around having a culture of health
and safety. It is fair to say that building a safety culture
in Romania is a major task of itself and is much about
understanding two things: you can’t buy health and there
is no such thing as 100% safe. But with the right tools, a
state of care towards people, meaningful programs and focusing
on education and awareness in terms of safety, a safe and sound
environment can be achieved. Then if we talk about strategies
and programs those are to be built on what it works not only
culturally but mainly on specific industries. Cause each industry
has its own specific safety aspects that need to be undertaken
and solved. Nevertheless, basic safety is something that needs
to be present irrespective of industry.
GINO LAIOS - PHILIP MORRIS ROMANIA
Q&A
I think the most important challenge is dealing with people’s culture in
terms of safety. Someone once told me: “Culture is what we do when there
is nobody watching us”. Unfortunately, safety culture and awareness
are not one of the strongest points of Romanians and the best picture
of this one you can get by looking at a normal day’s traffic in a busy city:
drivers using mobile phone while driving, not using seat belts (you can even
buy fake seat belt buckles at traffic lights), pedestrians not using crossings on
highly circulated streets or vans parked in such a way that they obstruct both
traffic flow and visibility of the drivers. Add this kind of behavior to a work
environment where hundreds of cars and material handling vehicles are moving
in tight areas and you have the perfect recipe for a serious accident.
ALEXANDRU BURADA - FORD ROMANIA
The main challenge of implementing of HSE Programs and Strategies in
Romania is a low culture of HSE inherited from the communist period
and perpetuated to the next generations.
DAN BAJALIU - LINDE GAZ ROMANIA
The main challenge is the fact that there is no HSE culture in our country.
HSE is still considered a connex part the companies, that has the purpose
of paper making and pushing. HSE related programs are usually costly
and there is no direct and visible benefit as it doesn’t bring quantifiable
earnings.
RALUCA PINTEA - BRENNTAG
It is challenging that the mindset on which people, in general, are mainly
relying on is based on luck. We are tempted to let ourselves guided by
the “it will never happen to me” principle. This mindset is based on the
“I have did it in this way since a long time and I am still alive” belief.
Another challenge is represented by the costs. Many companies in Romania
put too much effort into analyzing the costs of managing occupational health
and safety. Unfortunately, concentrating on these thoughts, they do not think
of the material and emotional cost in case a fatal accident occurs. What Skanska
does is to change this mindset through its powerful health and safety policy
which is implemented in every project developed and with every stakeholder.
MIRCEA BOSIE - SKANSKA PROPERTY ROMANIA
Prevention of the risks and promotion of safer and healthier conditions
at the workplace. Prevention of work accidents or serious occupational
diseases. Maintenance of a good health condition of the workers. These
together lead to the qualitative improvement of the workplaces and of the
working conditions and to the promotion of competitiveness. Maintaining
a good health condition of the workers has a direct and measurable positive
impact on productivity and contributes to the improvement of sustainability of
the social safety systems.
RODICA STEGERAN - ROFA TEXTIL PRODUCT
People are always the greatest challenge: how can we motivate them,
how can we change their mindset and behavior. First of all people
need to feel that they are part of the changes and not only that bear the
consequences, therefore communication is very important.
We can change our employees mindset and behavior only if we
acknowledge that we need to change ours first and start acting differently.
RADU ALEXANDRU - DS SMITH
Romania
Starting with the pre-adherence period,
Romania consecutively adopted a series of
OSH strategies and programmes meant to
transpose the EU legislation in the area into
the national legislation and to set up an adequate
institutional framework for the implementation
of the transposed legislation at national level. At
this point, Romania is open to implement HSE
programs and strategies, at least on private sector,
but, I think that in the transition period of Romania
from an economy governed by the state ownership
to the market economy and the beginning of the
privatization process was really challenging and the
safety professionals needed to start from scratch:
safety culture. In 2006, alongside with the socio-
economic changes of the labor market, the need of
new regulations in terms of worker safety and health
became more than evident. Therefore, the Law No.
319 of 14 July 2006 on safety and health of workers
was the result of the social partners’ consultation. It
reflects the transformations suffered by the Romanian
society as a whole during the transition from the state
economy to the market economy and a free market.
CATALINA BALAS - AECOM
Awareness of employees as to the importance
of complying with all H&S rules.
OANA HUTA - UNIVERSAL ALLOY
Health, Safety and Environment it was
always being a challenge, regarding
Romania it is always space for
improvements. It is interesting to see how
things evolve, due to the dynamic market
and different business scenarios. Looking back
in the few past years and compare to nowdays I can
say that a lot of improvments have been in terms
of understanding the necesity of HSE rules, that
could improve a lot the business. I could say that
HSE could strongly impact the core business and
also can be a serious advantage if it is well done. So
I think a big challenge it is to educate the people in
order to understand the importance and the impact
of HSE rules over their daily activities. Also a big
challenge it is to keep up with the demand of every
business and develop new rules and ways to improve
the impact over the core business.
ANCA PUIU - ENGIE
BUILDING SOLUTIONS
The two main challenges are changing
the existing mentality and insufficient
committment.
BOGDAN GUTU - F&R WORLDWIDE
49
 02
Which are the long term benefits
of implementing a strong HSE
culture in a company?

Low costs and low risks – lower levels of absenteeism
and staff rotation, a lower number of accidents and
reduction of the threat represented by court actions;
ensuring a better continuity of the activity, which
increases productivity – by avoiding incidents, accidents,
defects and interruptions of the activity process; improvement
of the position and a better reputation among suppliers, clients
and other partners. The prevention of work accidents and
serious occupational diseases and the promotion of employees’
health during the entire professional life, starting even with
the first job, is vital for allowing a period of activity as long
as possible. Therefore, the measures adopted in this respect
contribute to the prevention of the effects of demographic
aging on long term.
RODICA STEGERAN - ROFA TEXTIL PRODUCT
Long term benefits of implementing a strong HSE
culture can be outlined as follows: reducing number
of work related accidents and environmental releases,
reducing associated costs, an overall better HSE
performance of company, increasing of company value,
a better company image , reduced insurance premiums, access
to bank loans with lower interest rates.
CRISTIAN OLTEANU - BLACK SEA OIL AND GAS
Less loss. Loss can be in this order: people suffering,
(work) environment deterioration, business downfall.
CONSTANTIN POPA - HSE EXPERT

The main long-term benefits of implementing a

strong EHS culture are given by the high level of EHS
culture and by encouraging continued improvement;
increased training and awareness of employees on
occupational health and security, as well as sustainable
development; the development of emergency reaction
capacities; consolidation and recognition of safe behaviours;
and, most importantly, zero accidents and protecting life in
an unpolluted environment.
MIHAELA TAMPU - CARGILL ROMANIA
The most important long term benefit is a sustainable
business. This would translate in low personnel turn-
over rates, confidence and credit between workforce
and management leading to increased overall processes
performance. In this way the organization builds its
reliability both for internal and external stakeholders and
assures sound business development.
MADALINA GOGORICI - AMROMCO ENERGY

50
Q&A Romania

A poor HSE culture translates into constant monitoring, policing and Workplace sa fet y, employee
coaching being necessary in order to maintain the standards. This is satisfaction and, last but not least,
almost never sufficient in order to eliminate or at least significantly reduce increased profits to the company in
risks, not to mention it requires significant resources. In a manufacturing the medium and long term.
facility or on a construction site you would constantly need professionals
on the shop floor. With a strong HSE culture, the organization almost runs OANA HUTA - UNIVERSAL ALLOY
itself and is therefore leaner. H&S are integrated into daily business and seen
as part of the job rather than something extra which normally a specialized
department is responsible for. Not only your risks are lowered but the cost to A strong HSE culture goes together
maintain the standards is significantly reduced. with healthy and motivated employees
and ultimately leads to a successful
organization.
ALEXANDRU BURADA - FORD ROMANIA

BOGDAN GUTU - F&R WORLDWIDE

It is clear for everybody that a high level of HSE culture in a company means
Healthy People, Healthy Business and Good Profits for all. Ensuring a
safe and secure, healthy and environmentally efficient operations takes Reduced costs; reduced risks; lower
concerted effort from all. It’s about having the right visible leadership, employee absence and turnover
training, systems, processes and tools in place. It’s also about maintaining rates; fewer accidents; lessened
the right attitude and embedding an HSE culture in which every one of us threat of legal action; improved
behaves safely and correctly. The main idea is that “Together we can prevent standing among suppliers and
all incidents!”. partners; better reputation for corporate
responsibility among investors, customers
and communities; increased productivity,
DAN BAJALIU - LINDE GAZ ROMANIA because employees are healthier, happier and
better motivated.
There is the obvious benefit: people are working safe, they come at work
in good health and so they leave back at the end of the day to their loved CATALINA BALAS - AECOM
ones. There is no better benefit than that. Because once that is being
achieved, that person will be acting safe around their loved ones and so
on. It is a beneficial ripple effect. Health is our only wealth. HSE should be in our culture since
Then we can talk about other benefits like productivity, employer branding, primary school. As we grow up
health & wellbeing, social partnering, industry leaders and the list can continue. learning the rules and respecting
There is also one other major aspect that is being missed sometimes, maybe on them, we end up respecting
purpose or maybe just because some consider it not as important this being the ourselves. So this is the way that I
cost(s). Direct and indirect costs that are linked to say an unsafe or unhealthy think, I mean that HSE culture leads
works force and/or environment are sometimes, not to say most of the times, us to a healty and safety evolution. Some
overlooked. of the benefits are business performance,
work incidents limitation, protect the
environment, and some of the benefits are
GINO LAIOS - PHILIP MORRIS ROMANIA business specific.

Implementing a strong HSE culture in a company eventually leads to a ANCA PUIU - ENGIE
low (striving for zero) accidents and incidents rate. Employees more BUILDING SOLUTIONS
and more tend to appreciate that the company takes care of their well-
being. Besides this, a work related accident is more expensive than all
the investemnts needed to prevent it. The benefits are for both the company
and the employees.
First of all, implementing a strong
RALUCA PINTEA - BRENNTAG
HSE culture in a company helps
employees feel safe and satisfied about
We believe that nothing is so important that it cannot be done safely the environment in which they work.,
and a safe working environment is the strength of sustainable and while the turnover of employees is kept to
profitable business. Our goal is to offer a culture where health and a minimum. At the same time, the profit
safety are an integral part of our professional activities and where margins increase and the accident costs
nothing is impossible to make sure the people are not harmed. That is and the workers’ accident compensation
why, in the process it is important to involve the employees and to take go down.
into consideration both their needs and opinions. For us, in Skanska, all our development and
construction activities as driven by a health
and safety culture and we definitely do not
RADU ALEXANDRU - DS SMITH accept any shortcut.

The most important benefit is a safe environment for the employee, MIRCEA BOSIE - SKANSKA
recognition of the company and a very good image. Working in a safe PROPERTY ROMANIA
company is always appreciated. Being safe gives you a sense of personal
security. The stress felt working in an unsecure operation area cannot
be measured.

GABRIELA FISTIS - DENKSTATT ROMANIA

51

Can you point out some strategies in
moving corporate HSE from reactive
to proactive?
First thing that we do in order to make this progress happen is to
report the signs that provide reactive indicators like near misses
or accidents. After reporting them, we investigate what went
wrong and why it happened and implement the lessons learned
from each incident that occurred. And we don’t stop here with
the process. It is important to make everyone on the working site
remember the lessons learned. This way, they can start looking ahead
and prevent a potential incident. By following this sequence, in Skanska
we have changed our approach from a reactive, to a proactive one.
MIRCEA BOSIE - SKANSKA PROPERTY ROMANIA
There are many programs and strategies in the company that
facilitate understanding root cause events, achieving goals
and eliminating hazards. For example, the Focus on LIFE
Program was designed to achieve the zero fatal accidents
target, by implementing top practices that identify and eliminate
potential death hazards correlated with production. Identifying
and reporting unsafe working conditions and near misses, that we
believe are gifts allowing us to take all necessary measures to protect
life and the environment.
MIHAELA TAMPU - CARGILL ROMANIA
52
03
As we are a fresh player in the local oil &
gas business, we are committed to invest in
safety training and coaching, promote risk
assessments studies and visible felt leadership,
sponsor emergency preparedness programs,
conduct regular audits to assess our performance,
and celebrate our successes through the annual Safety
Awards recognition program.
CRISTIAN OLTEANU - BLACK
SEA OIL AND GAS
The compliance with the legal provisions
- the development and approval of health
standards - establishment of benchmarks
for the key performance indicators - safety
audits -compliance with the health standards
- reduction of the serious incidents by involving
the management.
RODICA STEGERAN - ROFA
TEXTIL PRODUCT
Q&A Romania

Any good strategy in terms of safety has to start with a proper risk Implementing continuous improvement
assessment process. Being reactive is actually accident management programmes in the organization to
not safety management. Moving from one to another can only be prevent accidents and certification of the
achieved by fully understanding the meaning of risk assessment. It management systems.
is not a paperwork exercise, it is not a safety professional’s job, it is not
something that we need for showing to the labor inspector when he is auditing
OANA HUTA - UNIVERSAL ALLOY
our facility. It is an ongoing process that should start at the very design phase
of any process, machinery, construction or installation and has to keep on
going. A good risk assessment saves time, resources and sometimes even lives. A committed management - acting as role
models -, seeking face-to-face discussions
ALEXANDRU BURADA - FORD ROMANIA with employees and being curious in how
to improve every day, is key to a strong
HSE culture.
One way is via more systematic work processes and planning. We have
a HSE strategy roadmap that sets out goals for 2020 and our journey
BOGDAN GUTU - F&R WORLDWIDE
towards these. We have already drawn up an Annual Operating Plan
for 2017, defining clear steps, activities and programs. But Group-wide
processes, standards and plans are just one angle. More needs to be done Accident analysis to remediate the root
in terms of best practice sharing and learning from incidents and repeat cause; SLTs (Safety Leadership meetings –
findings from audits. Linde has seen tangible successes in some regions with monthly); Inspection and Job hazard analysis
a significant reduction in both personal injury and vehicle incidents. There programs; Incentive/Recognition programs
are best practice stories out there on the ground to be told and we tell those that recognize complying, reporting,
stories vividly and widely. In Linde we also constantly identify new ways of suggesting, involvement. Safety education and
involvement at all levels of our organization and in all locations. For this we training.
are launching thematic communications campaigns for awareness and also
for getting feedback from our employees. One of those recent initiatives took
place on the 28th of April “Linde Safety Day”. It marked the day when Linde CATALINA BALAS - AECOM
sites around the world collectively hosted events dedicated to one important
goal: Zero Incidents in the workplace. This was the second year in which The We all know that we do not wish to be
Linde Group observed the United Nations “World Day for Safety and Health reactive, so I develop some ways to become
at Work”— a day to come together and reflect on where we stand and how more proactive. If we are looking in
we can do better. literature, we can definitely find some
examples, but I prefer to speak a little bit
DAN BAJALIU - LINDE GAZ ROMANIA about my way. From my point of view a key
to be proactive is to improve comunication, in
order to anticipate possible issues. We should be
Is all about having a system in which meaningful safety data is being more oriented towards the employees, in order to
collected and analyzed. The outcome should be meaningful actions, establish a relation. Also we can make a habbit for
tackling the root cause on behaviors and discipline. One strategy our employees, to contact us for new proposals
could be designing safety tools that fit to the environment for which and examples.
are intended to be used. Another strategy could be allocating resources
to a specific area or process to ensure an overall safer work environment.
Practical examples are having EHS built-in in the project management and ANCA PUIU - ENGIE
supplier selection, onboarding of new comers, contractor’s management. BUILDING SOLUTIONS

GINO LAIOS - PHILIP MORRIS ROMANIA
Choose proactive and competent HSE managers. Empower all employees
no matter the rank. Lead by example. Invest (not just money) in HSE.
CONSTANTIN POPA - HSE EXPERT
Raising awareness on all levels is the key of
making this change. Having all employees,
on all levels understand that HSE is not only
the job of the HSE Team and that everybody
has at least a moral responsibility to the person
sitting next to them will change the dynamics of
this activity.

One of the most appropriate action could be to involve closely the people
in the risk assessment process. You should never rush it up and neither
to be performed on the desk. People have to understand that their safety
relies on individual awareness first and second on company processes
and procedures. You have to look in the mirror and ask yourself if you
are safe in that environment, if not, you have to do something. To be
proactive in direction of HSE you have to have a strong respect for humans and
environment. The civic attitude plays an important role, and this is coming
from education. Nowadays the key role in HSE is continuous education and
awareness of people along stretching the personal benefit.
GABRIELA FISTIS - DENKSTATT ROMANIA
RALUCA PINTEA - BRENNTAG
The way we interpret what somebody wants
is based on our perception of that person.
We change mindset and behavior assuring
ourselves we are perceived as leaders in
health and safety. In a positive culture
people receive more feedback for the safe
behavior rather than the unsafe one. We receive
easier guidance on unsafe behavior if we feel that
the things we do well are also observed.
RADU ALEXANDRU - DS SMITH

53
 04

How do you allign the HSE

objectives with organizations
operational targets?

Alignment of HSE objectives with organization operational If I have the proper access and power, I convince
targets is performed as part of Annual Management the top management that a positive safety
Review Meeting, by assigning stewardship of a specific culture starts with them. I do not need to
HSE objective to a nominated manager. allign operational targets with HSE objectives,
because I consider that the first should include and
imply the latter. Many times with important clients,
CRISTIAN OLTEANU - BLACK SEA OIL AND GAS
the safety records and set safety objectives made the
difference between gaining or losing a contract.

The reference points in this programme include the
following: the new health concept, the evaluation of the
safety risks for all the installations and plant, the detailed
analysis of the environmental situation for all the working
points. In our objectives we follow every risk with due care
and we consider that the work protection objectives have not
been fulfilled until we reduce or diminish the risk. The continuous
development and analysis of the HSE standards, the management of
the crisis and emergency situations and the environment protection
are also important objectives.
CONSTANTIN POPA - HSE EXPERT
One of our company’s brand claims is “Safety 1st”.
In our domain (chemical distribution) HSE is a
very important part in daily operations. Doing
any activity in an unsafe manner could lead to a
stop-operations point and this is fully understood.

RODICA STEGERAN - ROFA TEXTIL PRODUCT RALUCA PINTEA - BRENNTAG

54
Q&A
The aligning of the HSE objectives with organizations
operational targets is performed through establishing
strong, meaningful safety goals and objectives for individual
managers and supervisors. In this respect the safety goals
are set considering the position of the person in the company,
starting with the first line supervisors and ending with the top
management, where the focus is on modeling leadership behaviors
that are desired throughout the organization.
RADU ALEXANDRU - DS SMITH
The HSE objectives are actually part of the operational ones. We
have a management system that actually integrates all indicators,
whether we are talking about safety, quality, delivery and so
on into the day to day business. You simply cannot have one
without the other. All our process, products and machinery
are designed starting from the premises that all metrics are equally
important. From a behavioral perspective, we always apply a “zero
tolerance” approach towards unsafe acts and conditions.
Some people may not believe this but everything is closely linked
together. The most important asset of an organization is its workforce
– offering them a safe and healthy work place gives them confidence,
comfort and works on their morale. This way quality, delivery and
all other metrics improve as well resulting in better cost. And cost is
the sole reason everyone is doing business. Leaving aside all this, you
primarily avoid the high cost that has to be paid in case of an accident.
And I am not referring to the financial costs here.
ALEXANDRU BURADA - FORD ROMANIA
HSE Targets are integrated in Operational Targets. It is not
possible to have a clear Operational Target without the HSE
aspects included.
Injuries and incidents have severe consequences – both for people
and also for our business. Long-term business success goes hand-
in-hand with world-class HSE. We therefore have to deliver both.
Every company desires to have safe operations but the challenge is how
we translate this desire into actions. Having rules in place is very critical
but that alone is not enough. I believe we need to develop a company
culture in which the value of safety is embedded at every level of the
organization. Leadership shapes the culture by setting expectations,
building structure, providing resources and visibly demonstrating.
A strong safety culture is not in itself an absolute guarantee against
incidents, but it is a barrier against the complacency, omissions and
violations which commonly show up in incident causal factors.
DAN BAJALIU - LINDE GAZ ROMANIA
Yearly, Skanska’s HSE objectives are assessed by the Management
Team and they are aligned with the operational targets.
MIRCEA BOSIE - SKANSKA PROPERTY ROMANIA
Romania
The alignment of HSE objectives to the
organization’s operational objectives is
achieved by setting a set of correlated
policies, procedures, programs and
an effective framework for continuous
improvement. At Cargill, safety is always
first.
MIHAELA TAMPU - CARGILL ROMANIA
It is not a about aligning. A committed
management understands the benefits of
a strong HSE culture and an experienced
HSE Expert understands business.
Therefore, HSE objectives and operational
targets go hand in hand – complement each other.
BOGDAN GUTU - F&R WORLDWIDE
Safety first!! Should be the goal in every
company. When all your activities start
with safety, is easy to incorporate safety
objectives with operational targets.
CATALINA BALAS - AECOM
Aligning objectives was always a challenge,
but I find it’s easy to align HSE objectives
with the organization’s operational
targets. So, as I said, lots of issues that
could appear during HSE activity could be
solved by communicating with and educating
the employees. As I said, it is important to “grow
up” with HSE culture in order to align the core
business with the HSE objectives.
ANCA PUIU - ENGIE
BUILDING SOLUTIONS
It is about what is important. Safety should
not be a priority. Safety must be a value.
Might sound strange but I can explain
why that: priorities change from minute
to minute. Values are there to stay are part of
the organizational culture and that is what shapes
the organization and in the end the individuals.
Simplistically speaking, where health and safety
do not exist, value cannot be delivered. And value
can take different shapes and forms. From you as
individual to the value of a company. Practically
speaking EHS is embedded in the business
objectives of every person in the organization.
GINO LAIOS - PHILIP MORRIS ROMANIA
55
 Why is incident
reporting critical?
There are several reasons that incident reporting is critical
and these can be outlined as following: legal reasons ensuring
compliance with legal requirements; moral reasons ensuring
to workers a healthy and safe workplace (This can be achieved
throughout lessons learned to derive from incidents happened
inside company. On certain instances the organization does not
learn from those incidents to avoid re-occurrence) and financial reasons
ensuring that reporting and investigating incidents will support better
performance of company, by future avoidance of costs involved in
accidents. On the other hand, incident reporting and lessons learned
from these incidents are improving industry knowledge by sharing
them among companies.
CRISTIAN OLTEANU - BLACK SEA OIL AND GAS
Because seconds make a difference between life and death. It is
the responsibility of every member of the Cargill team to report
an incident to their line managers. Based on the information
received in relation to the incident, the first measures to be
taken to solve the incident will be ordered and then it will be
possible to monitor its resolution and the implementation of the
appropriate measures to avoid similar situations in the future. Moreover,
Cargill went from reporting incidents to reporting situations which
could generate incidents, considering that this last action is the most
precious of all, allowing us to take measures in the absence of incidents.
MIHAELA TAMPU - CARGILL ROMANIA
Each time incidents are reported, there is the possibility to identify
trends and develop leading indicators. These two elements can
help us prevent the reoccurrence of the same incidents that were
caused by the same factors. As tough as it sounds, if there is one
good thing that comes from an incident is that it should become
a lesson that provides useful information to learn from.
MIRCEA BOSIE - SKANSKA PROPERTY ROMANIA
56
05
To establish a coherent and efficient data
collection system; validation of comparison
methods in order to carry out statistical
analyses by different criteria; ensuring the
record by which the rights arising out of a work
accident or occupational disease are registered
and preserved; establishment of prevention and
prophylactic measures for avoiding similar events
in the future; establishment of similar procedures
at national level in the management of the problems
related to work accidents and occupational diseases.
RODICA STEGERAN - ROFA
TEXTIL PRODUCT
Because it will save a life in the future. And if it
will not save a life, at least will improve lives
and your business.
CONSTANTIN POPA - HSE EXPERT
Anyone knows that reporting of incidents is
extremely important to prevent recurrence.
However, it is of critical importance to
conduct high quality incident investigation.
Only based on correct identification of root
causes and by establishing relevant actions,
accidents can be prevented from happening again.
MADALINA GOGORICI -
AMROMCO ENERGY
Q&A
When it happens, it happens and it is said to have an accident or incident
on site. Reporting it and find the route causes and future mitigation
action in order to avoid some recurrences has to be part of an objective
and transparent internal process. You have to face the truth and to
figure out that gaps that led to the problem. People are usually afraid
of reporting and investigation. But to avoid big troubles which could led
to life threatening you have to do it and to communicate openly the internal
results to coop to a normal company process. A transparent and objective risk
assessment and management is always helpful.
GABRIELA FISTIS - DENKSTATT ROMANIA
Incident reporting for us means reporting not only lost time cases or
property damage but also the so called “near misses”. This means any
uncontrolled event caused by unsafe acts or unsafe conditions that
would have the potential to cause damage or injuries. There are two
aspects that make incident reporting critical: first we can learn from
each incident making it possible to prevent future similar occurrences and to
raise awareness amongst employees. Second, the number of incidents you have
in an organization are like an iceberg: the tip of the iceberg, the visible part
above the water, are the lost time cases. What seats underneath the water is
the vast majority of incidents: property damage, losses and mostly near misses.
A close study to these can give you a clear picture of what you organization is
lacking in terms of process, preventive measures and therefore the opportunity
to correct that before an actual lost time case occurs.
ALEXANDRU BURADA - FORD ROMANIA
Incident Reporting and Investigation Process is extremely important
because these represent the base of future prevention for other incidents.
Transport and Homecare are the current safety hotspots. However, there
are risks in all areas of our business, some of which we may not know
enough about today. If are identified cases of unsafe situations, near-
misses, damaged equipment – all these things are reported and documented
in a central system. We use Synergi Life software for this. It forms the basis
for further risk analyses. Anyone who notices something should enter this
information in the database. We have developed a mobile app to make reporting
as easy as possible. It enables employees to create a case in just two minutes.
Each case gives us the chance to identify risks early and prevent incidents
from occurring. Every one of us is investing the time it takes to report a case.
DAN BAJALIU - LINDE GAZ ROMANIA
It is well known that nobody wants to have incidents, so this means we
should be proactive, not reactive. In most cases we can simply look
back in incidents’ log and learn from there, so reporting an incident
could be compared with creating history from which we learn. Also
it is important to understand the incident and to eliminate the cause
in order to avoid perpetuation.
ANCA PUIU - ENGIE BUILDING SOLUTIONS
Besides the obvious reason of knowing what went wrong and how it
can be prevented from happening again, incident reports are a very
usefull learning tool. A correct root causa analysis can lead to spotting
incorrect behaviours or procedures. Based on the info collected in the
analysis of one incident, enough preventive measures can be taken in
order to prevent more than another identical one.
RALUCA PINTEA - BRENNTAG
Romania
Unsafe situations / actions could result in
potential or serious accidents. Reporting
all incidents, starting from the base of
the safety pyramid, conducting effective
investigations and applying corrective
measures can avoid reoccurrence.
RADU ALEXANDRU - DS SMITH
First of all, this is a legal requirement that the
company needs to comply with. Immediate
improvement measures can be implemented
to prevent other work incidents or accidents.
OANA HUTA - UNIVERSAL ALLOY
Any incident brings learning – without
learning we cannot grow. Not reporting
incidents equals damage to people and
everybody shall arrive home safe.
BOGDAN GUTU - F&R WORLDWIDE
Most incident reporting forms identify the
control measures that prevent adverse
situations from developing into a major
accident or disaster. On a large scale this
might mean the avoidance of major accidents.
The insights that are collected are very important.
They help safety, security, environmental, quality
and facility managers to identify where additional
support is required in order to guarantee that no
major incidents happen.
CATALINA BALAS - AECOM
No data, no action. What is not reported
cannot be measured. What cannot be
measured cannot be improved. If we do
not know what is going on, why something
happened, when, where and how, there is
little to none we can do about it than just be
finding about or eventually and unfortunately
witnessing it or be part of it. When we talk health
and safety there is no need for more than a split
second for something to actually change a life. I
would not want to sound too dramatic or go into
that direction but is a fact. Our lives can change
that quick. And in most of the times that change is
irreversible when we talk safety. And I come back
to culture. We in Romania, as I am talking overall
country not specific industries or companies, we
have this very unhealthy culture of hiding things,
as we say it in Romanian, we keep the dust under
the carpet. Once you have done that, a tone is being
set and some still believe that is helping. Well, is
not. We start hiding unsafe behaviors or unhealthy
conditions, we than hide dangerous situations, than
we hide near misses and then…
GINO LAIOS - PHILIP MORRIS ROMANIA
57
 Which are the measures
you have implemented to
engage stakeholders in
joining your HSE objectives?
This could be a major challenge, especially in bigger companies,
due to different perceptions. So in order to be more expressive
and sensitive, I prefer to explain them how important is
HSE culture and how it could impact their family, children,
environment, etc. In most of the cases this comparison between
HSE rules and family life / family habbits / family rules, make
sense and convince stakeholders to join HSE objectives.
ANCA PUIU - ENGIE BUILDING SOLUTIONS
As previously mentioned, Skanska’s culture is based in Health
and Safety. Each and every employee is already engaged and
committed to this and everybody is looking in the same direction.
When talking about our partners, we have recurrent meeting
with them during which we carry discussions on how to improve
safety conditions on the site. Supervisors are enrolled into our training
programs and every worker participates to dedicated site meetings in
which we share and debate health and safety aspects, like supervisor
orientation training, competency trainings or various Toolbox Talks
sessions. Also, the workforce is invited to communicate with site
management during the VOICE (Views of Operatives in Construction
Environment) meetings.
MIRCEA BOSIE - SKANSKA PROPERTY ROMANIA
58
06
Independent hands on audit on the HSE
management system, with clear observations
and set future corrections for better results
No matter the result of the audit: I improved
reporting by at least 50% as soon as possible –
participation of all stakeholders. Solved the reported
issues in order to show the people that their report is
important. Improved authentic training.
CONSTANTIN POPA - HSE EXPERT
Several measures are envisaged to be
implemented during future development
of company operations such as: Involving
senior management and supervisors in
risk assessments, accident investigations,
development of safe systems & procedures, being
accompanied by employees or their representatives on
safety tours & inspections, giving responsibilities for
mentoring young & inexperienced workers. Supporting
active involvement in safety committee meetings
CRISTIAN OLTEANU - BLACK
SEA OIL AND GAS
Q&A
The employees’ safety is a crucial aspect of our organization and it
is the number one priority for us. Everybody in the organization
plays a role in ensuring its own health and safety, but also the
others.
RADU ALEXANDRU - DS SMITH
Setting HSE Targets for all levels, including for Top Management.
Our ability to manage risk in our business will underpin all
our efforts to create a strong safety culture. Risk management
requires people at all levels to understand the events that could
occur and know how to prevent them, respond to them and monitor
the key controls. This is not just a front line or site level activity. Each
of us is responsible for managing risk. The key to improving safety is
an increased awareness of self, others and situation, supported by clear
communication between workers and management. This motivates
and enables people to take personal ownership for safety, make better
decisions and respond in safer ways.
DAN BAJALIU - LINDE GAZ ROMANIA
The measures taken in our organization start from the allocation
of funds and resources necessary for the creation of healthy
conditions at the workplace, the constant evaluation of the
working conditions through the continuous assessment of
risks and their prevention, information of the workers in the
occupational safety field, elaboration of specific instructions for
each separate workplace and reduction of stress at the workplace by
creating a pleasant environment. The environment protection plays a
very important role in this programme. All these can be done only in a
team, with the contribution of all the stakeholders.
RODICA STEGERAN - ROFA TEXTIL PRODUCT
Every company has SHE policy. This policy establishes the framework
to attain best-in-class Safety, Health and Environmental (SH&E)
performance. Beside the SHE policy, AECOM follows 9 life
preserving principles which incorporate along others employee
participation and demonstrated management engagement. The
AECOM life preserving principles are: Demonstrated Management
Commitment; Employee Participation; Budgeting and Staffing for Safety;
Pre-Planning; Contractor Management; Recognition and Rewards; Safety
Orientation and Training; Incident Investigation; Fit for Duty. The SHE
policy and life preserving principles provides the foundation for a safe
workplace, operational excellence and long-term business success.
CATALINA BALAS - AECOM
Romania
Luckily I am coming from an organization
where health and safety is the first item on any
management meeting agenda. As mentioned
before, all employees, starting from senior
management and all the way to the shop floor
operator have safety objectives integrated into their
operational objectives. The main objectives are set
together with the top management and agreed and
cascaded down throughout the organization. We all
have an important role to play in ensuring a safe and
healthy environment. This does not happen overnight
of course: in a young organization with la weak safety
culture it is not easy to implement something like this.
It all comes down to good leadership: if you have the top
management on your side, afterwards it is a continuous
process of monitoring, coaching, implementing and
adjusting robust safety processes. Also, important is
keeping as many stakeholders as possible involved in
developing first the objectives and then the processes and
procedures. I find it really easy to impose a standard if
people understand the reasons behind it, the advantages it
brings and most important: they tailored it themselves to
suit their daily business. A safety professional at the end
of the day is a generalist not a specialist when it comes to
industrial processes and has to rely on the experience and
knowledge of the engineers and workforce to develop a
good safety standard.
ALEXANDRU BURADA - FORD ROMANIA
The main measure is regular, respectful face-to-face
communication to understand needs, expectations
and concerns.
BOGDAN GUTU - F&R WORLDWIDE
I believe that before talking about measure is
all about commitment. Our organization has
committed to the United Nation Global Compact
principles to be part of our strategy, culture
and day-to-day operation of our company. The
stakeholders must show that actions are aligned with
words. In our organization, and I refer to it on a global
scale, safety is the main dimension on which company
strategies are being built. Measures go from ensuring that
time & resources are being allocated for HSE objectives,
that those objectives are year-on-year more challenging
but in a realistic way, even going to direction whereas
the employees are encouraged to be safety ambassadors
outside their professional activity and make a difference
in that sense in the society.
GINO LAIOS - PHILIP MORRIS ROMANIA
59
 How are you
measuring
and
evaluating
the safety
culture in your
07
company?
By a regular and additional training at the workplace, by
exercises for the management of crisis and emergency
situations. All these trainings are followed by tests
and surveys for workers’ consultation.
RODICA STEGERAN - ROFA TEXTIL PRODUCT
From tactical to strategical and operational level, we
are monitoring a lot of indicators, which are specific
to each companies. An important factor is to be
transparent and show all employees the results, in this
way they can all see how good or bad they performed.
ANCA PUIU - ENGIE BUILDING SOLUTIONS
KPIs are clearly defined and well documented,
concentrating in particular on Risk Management.
The performance assessment is done through EHS
audits and inspections, and we measure the number
of unsafe situations/working conditions, near misses,
number of SIFs drawn up per year (high risk activities for
which risk mitigation measures are taken).
MIHAELA TAMPU - CARGILL ROMANIA
Leading and Lagging indicators
CATALINA BALAS - AECOM
60
If you have enough experience, as soon as you set foot
in a company, you will see signs of good or bad level in
safety culture. There are clear methods or indicators
to assess safety culture level (and these methods must
be used also), but I repeat, a good HSE Specialist (not
necessarily experienced in years, but experienced in good
HSE experiences), will sniff the real situation pretty fast,
even in few days.
CONSTANTIN POPA - HSE EXPERT
Generally, the level of Safety Culture is measured
and evaluated in a company by:
using Safety Attitude Surveys (using survey
questionnaires to elicit workforce attitudes):
Safety Management audits (using an audit process
and trained auditor to examine the presence and
effectiveness of safety management systems); Safety
Culture Workshops (involving a cross-section of the
workforce to consider perceptions of the safety culture and
elicit improvement ideas); Leading (and lagging) Safety
Performance Indicators (e.g. analyzing data on the number of
employee safety improvement ideas suggested and actioned,
the number of safety tours performed, or root cause analysis
of near misses).
CRISTIAN OLTEANU - BLACK SEA OIL AND GAS
Number of incidents, number of near-misses, number
of reports, number of non-conformities in internal or
external audits, e.t.c.
DAN BAJALIU - LINDE GAZ ROMANIA
Q&A
Our main KPI’s are LTIR, TRIR, TRAR and Severity
Rate, together with near misses and misloads. All
incidents, accidents, near misses and misloads
are analyzed as they happen and we pay special
attention to those cases when they repeat themselves
– this is a sign of incorrect procedures or procedures that
are not fully understood.
RALUCA PINTEA - BRENNTAG
By setting measurable goals that are constantly
monitored.
OANA HUTA - UNIVERSAL ALLOY
There are two different indicators to measure safety
culture: some are the so called leading indicators
others are lagging indicators. From basic type
of measurement like the number of injuries,
incidents or say even events that are causing lost
time to number of employees involved in safety activities,
training attendance, safety recommendations and so on.
Atool that is being used constantly in our organizations
is running safety climate surveys and used the outcome to
design and develop programs that are consolidating and
find those gaps that require action. It much depends on
what you are to achieve.
GINO LAIOS - PHILIP MORRIS ROMANIA
Romania
We have many tools of doing that ranging from field
audits focused on behavior monitoring, incident/
accident analysis as well as dedicated surveys where
we actually express their opinion on how business
is conducted. I do however believe there is yet no tool
available for precisely measuring culture. By observation,
audits and surveys you can only get an idea of the level of
safety culture in a company as well as general trends. This is
enough though to guide you in developing new improvement
strategies.
ALEXANDRU BURADA- FORD ROMANIA
I believe in personal verbal feedback. Only by talking
to people I will understand how they feel. Monitoring
HSE related KPIs is the written evidence of personal
feedback.
BOGDAN GUTU - F&R WORLDWIDE
In Skanska, safety culture is being monitored through
several ways: through analysis of employees and
management behavior, and constant comparison
with the positive and negatives features of the safety
culture.
MIRCEA BOSIE - SKANSKA PROPERTY ROMANIA
61
 Romania
08 Why do we have to measure health
and safety performance?
Companies are setting H&S standards and objectives as part of
their management exercise. The performance is an indicator
of where you are on the road towards those objectives. It
shows how much effort / resources needs to be engaged by
the company in order to achieve the desired results, helps the
management to adjust existing plans or agree new ones.
MADALINA GOGORICI - AMROMCO ENERGY
To know where exactly we are. Managers like and work with
numbers and facts. And all safety reports should be based on
factual information.
CONSTANTIN POPA - HSE EXPERT
Safety is, at the end of the day, about human life. And it is the
individual human contribution that enables the whole team to go
home safely. Showing the human side of the picture is another
factor that can contribute towards improving safety performance
and bringing about zero incidents. In Linde we urge everyone to
share their experiences and learnings on safety as widely as possible.
The more we learn from one another, the easier it will be to develop
and maintain a truly mature safety culture.
DAN BAJALIU - LINDE GAZ ROMANIA
SHE performance level gives you the real image of your company
safety status. Good-quality performance measurement tools will
not just identify problems but will help companies understand
what caused them and what sort of changes are needed to address
them. Checking performance against a range of pre-determined
measures is one of the most frequently used techniques of monitoring.
Selecting the right measures to use is the critical step. Using the wrong
measures will cause a lot of unnecessary and unproductive effort, with
little benefit to companies.
CATALINA BALAS - AECOM
RODICA STEGERAN - ROFA TEXTIL PRODUCT
Traditionally this is based on the number of incidents or accidents.
It gives one an image of where their organization is in terms
of health and safety, helps with objective setting, continuous
improvement and keeps focus on the preventive activities. As
in some companies the number of accidents and incidents is
becoming insignificant, recently new more complex indicators have
been developed in order to measure performance. The goal is in the
end the same.
ALEXANDRU BURADA - FORD ROMANIA
Because KPIs are the only way to see how we progressed and to
calibrate our forces for the next steps. Good HSE performance
means a safe and efficient business. Performance measurement
offers opportunities to improve efficiency, to identify and
treat risks and, most importantly, to protect the members of
the Cargill family.
MIHAELA TAMPU - CARGILL ROMANIA
62
Q&A
We all have a journey to make. From technical
health and safety improvement to process
improvement and then to promoting a safety
culture, it’s necessary to find our position and
establish our destination in this journey by
measuring performance and setting new goals.
RADU ALEXANDRU - DS SMITH
Only if employees feel safe and are healthy, a company
will optimize success.
BOGDAN GUTU - F&R WORLDWIDE
Health and Safety performance shall be measured in
order to observe, improve and sustain performance
of an organization.
CRISTIAN OLTEANU -
BLACK SEA OIL AND GAS
If you cannot measure it, you cannot improve it. In
health and safety, continuous improvement is a
fundamental base towards having an injury-free
environment with no accidents or occupational
illness.
MIRCEA BOSIE - SKANSKA
PROPERTY ROMANIA
The measurement of performances is necessary for
a better awareness raising of the workers taking
into account the risks to which they expose and
for a careful communication which helps discover
new risks.
Is all about people. And about a culture of care.
Businesses do not exist without the people and
therefore measuring health & safety means
measuring the overall health and safety of the
organization you are part of.
GINO LAIOS - PHILIP MORRIS ROMANIA
To have a more realistic view of the entire system, so
as to implement continuous improvement measures
in everything related to occupational health and
security.
OANA HUTA - UNIVERSAL ALLOY
Q&A
09
How do health and safety
policies and procedures
influence business strategy?
A hard question to answer. In an utopic world
(ony few companies even in western cultures),
SAFETY IS FIRST, so any strategy will be
based on safety among other actors. Now, in
real life, unfortunately, only smart companies
will apply this. Smart companies, but on the long run.
CONSTANTIN POPA - HSE EXPERT
To run a successful business you need to manage
the quality of your product or service, and the
productivity of your business. You also need
to manage the health and safety of the people
who work for you. The way you do these things
is determined by your management system.
CATALINA BALAS - AECOM
Our highest priorities are the safety and health
of our employees, customers, suppliers,
community and the protection of the
environment. Continuous growth in the
areas mentioned, are fundamental elements of
the sustainable growth of our company and it is
pursued as an integral feature of all business processes,
programs and in the overall Linde business strategy.
DAN BAJALIU - LINDE GAZ ROMANIA
A health and safety embraced culture makes a
business more sustainable and the employer
trusted. In our case, we don’t accept and
encourage any shortcut when it comes to health
and safety and we are proud that we have the
chance to collaborate with our partners to embrace
our culture.
MIRCEA BOSIE - SKANSKA
PROPERTY ROMANIA
Health and Safety Policies and Procedures are
influencing business strategies by influencing
business plans, in terms of resources (either
financial or human) planning and associated
budgets.
CRISTIAN OLTEANU - BLACK
SEA OIL AND GAS
Romania
Healthy workers are more productive and obtain top
quality products; A smaller number of accidents and
illnesses contributes to the reduction of absenteeism.
In other words, to lower costs and reduction of
interruptions in the production process; An optimized
equipment and work environment according to the needs
of the work process and maintained in good condition contribute
to a better productivity and quality, as well as to the reduction of
risks for workers’ health and safety; Less accidents and illnesses
mean less damages and risks in terms of responsibility.
RODICA STEGERAN - ROFA TEXTIL PRODUCT
In any mature organization health and safety is part of the
business in my view. Health and safety must be seen as an
integrated part of the day to day activities and considered
from second one of when a new business plan starts being
developed. This is normality. I have experience with various
companies for which health and safety is just something required
on top of everything else and I can tell you that where safety is
missing most likely quality is missing as well, and all the other
important metrics together with it. It can be used in my view
as criteria for selecting your business partner: a good safety
record most likely translates into “trustworthy”, the opposite
being also true.
ALEXANDRU BURADA - FORD ROMANIA
Among other important aspects that are to be considered
when building a strategy, safety is at the heart of the
process. The policies and procedures on safety, their
presence are allowing strategies to be validated in the
sense of achieving them. And is about risks and managing
that risk. It’s like building a strategy to swim across the English
Channel but then you don’t consider that alongside the swimmer
there will be no accompanying boat with the team so to ensure
the safety and immediate intervention in case of something
going wrong.
GINO LAIOS - PHILIP MORRIS ROMANIA
Health and safety policies are the company’s written
commitment towards employees. Once the company also
“walks the talk”, healthy and motivated personnel will
become the key element of a successful business strategy.
BOGDAN GUTU - F&R WORLDWIDE
By implementing viable H&S policies and procedures,
the Company may grow its reputation in the community
where it operates, with its clients, and becomes trusted
by its own employees, who are guaranteed to have a safe
and healthy workplace.
OANA HUTA - UNIVERSAL ALLOY
63
 Romania
PROTECTIVE
GLOVES MARKET
– where to?!
15 new patents in January, 16 in March
and another 16 in April 2017 show
a fuzzy activity in the protective
glove market around the world. Some
of them are dealing with „smart”
functionalities such as movement
recognition, integrated barcode
reader, illuminated gloves or an
exoskeleton to reduce fatigue.
But for the Romanian PPE market,
all of this sounds science fiction
since we are still trying to replace
the huge quantity of leather gloves
still used in most of the companies
around the country. The new
liners, new fabrics, new coatings or
multilayer constructions are not even
recognized and used in the tenders
that companies are launching. 90% of
the HSE managers I have met in the
first four months of the year do not
know the new EN 388 standard for
mechanical risks. So what is there to
be done by the glove manufacturers?
The market is demanding a growing
volume of gloves and at global level,
specialists are expecting a 6%-8%
increase every year and expect to
reach USD 15.78 billion by 2024.
Europe emerged as the leading
regional market because of the
stringent workplace regulations.
But let’s see what we should do in
Romania. As a protection glove
specialist, I reckon there is a huge
need for education and awareness.
While standards are updated,
the manufacturers should create
educational opportunities for
customers to understand how to
select the appropriate PPE. To
educate on the changes, present how
it impacts their business, and also
make product recommendations
based on what application is being
64
EXPERTS PLATFORM
performed. This requires a rather big
number of visits in the production
facilities, trials and testing reports.
Too often people are caught up on
competing to drive cost down at
the time of purchase rather than
taking the time to understand the
application. Too often purchasers
dictate the use of PPE safety gear.
Most of the times the best option
may not be the lowest price. Time
trials measuring lifespan of product
in use compared to price will provide
the most accurate cost of PPE safety
gear.
Conferences, training days, info
ALIN MOLDOVAN
boards, seminars, webinars, are
COUNTRY MANAGER
all used to inform the customers
ROMANIA AND BULGARIA
and their workers on the
MAPA PROFESSIONNEL
new technologies used by the
manufacturers. Combining these
activities allow the workers and leather gloves being the only ones
ultimately, the users of the gloves, available, but very quickly showed
to understand what new technology their limits.
means, how it can better protect However, leather supply for
them and why feedback is requested protective gloves is expected to face
every time a trial is done. Only by stringent competition especially
engaging with end users on a daily from protective footwear industry. In
basis and sharing the knowledge addition, high costs associated with
we have on gloves, while they share the leathers is expected to force glove
the knowledge and experience with manufacturers to switch for less
their technical application, will we be expensive materials and use nitrile
able to progress together and make and polyurethane.
sure the rate of hand injuries will The state of the hand protection
decrease. market will evolve greatly
Regarding the leather gloves in Romania and will follow
mentioned before, they mark international trends until a machine
a significant presence in the knitted glove coated in a water-based
protective gloves industry. This polymer or nitrile foam will become
can be attributed to the protection the best-selling product. This means
it offers in cold environments and that for tasks where you could not
preventing splinters, although most use a glove in the past, the standards
of the workers just prefer them for and procedures will be redefined and
the safety “feeling” they offer. For a “second-skin” glove will be accepted
generations, workers have used only by the worker. Just imagine 
 Romania
EXPERTS PLATFORM
MEASURING BEATING
SAFETY THE
PERFORMANCE CHALLENGE
M easuring safety performance is
easier said than done—especially
for companies using contractors.
That’s because measuring safety
performance isn’t a question of just
carrying out periodic inspections
and reviews. Nor is it a question
of using just workplace accidents
as a yardstick for measuring
performance. It’s more complicated
than that. With no easy solution
for measuring effectiveness, many
companies struggle to install a
measurement system that goes
beyond measuring injuries and
illnesses, compensation costs, or lost
time injury rate.
But failing to measure a safety
system’s effectiveness is asking for
trouble. It not only undermines
your safety system but also hurts
your ability to control risk. Poor
measurement is a key reason why
safety isn’t a priority at many
companies. Tactically, measuring
a system’s effectiveness provides
66
critical information on how well a
system operates, identifies areas for
remedial action, generates feedback,
and builds motivation. More
importantly, it provides a solid basis
for continuous improvement.
Strategically, measuring a system’s
effectiveness creates a safer
workplace. That might not seem
like much to some managers, but it
matters when you dig down deeper.
In addition to improving workers’
safety, creating a safer workplace
improves efficiency, productivity,
and employee morale. More
importantly, it cuts compensation
costs. Businesses spend over $170
billion a year on costs linked
to workplace incidents. These
expenditures come directly from a
company’s profits. Anything that cuts
these costs boosts the bottom line.
So, creating a safer workplace makes
sense—especially if you use your fair
share of contractors.
EXPERTS PLATFORM
MEASURING SAFETY
PERFORMANCE IS
MULTIDIMENSIONAL
Measuring safety performance
requires a multidimensional effort.
So, if you want to assess safety
effectiveness at your company, you’ll
have to take a holistic approach—one
that incorporates the following:
Leading Indicators — They focus
on future events used to drive
and measure safety activities
for preventing and controlling
injuries. In other words, they
measure a company’s culture
and its management system’s
integrity and performance.
Leading indicators include things
like safety training, employee
perception surveys, safety audits,
safety inspections, and behavior
sampling.
Lagging Indicators — They focus
on measuring progress toward
compliance with safety rules and
regulations. Put another way,
EXPERTS PLATFORM
they measure workplace incidents
in the form of past accidents and
injuries. They include things like
the frequency and severity of
injuries, lost workdays, and total
compensation costs. Lagging
indicators tell you how many
people got hurt and how badly,
but not how effective your system
is.
Performance Targets (Goals) are
based on good data, in-depth
analysis, an understanding
of risk improvement, sound
baselines, and the causes and
preventability of accidents.
Often, they focus on a company’s
safety management processes.
In addition to including things
like reductions in lost time and
medically treated injuries, good
performance targets can include
the number of audits opened/
closed and time, the percentage
of PPE compliance, and employee
participation rate.
Key Performance Indicators
(KPIs) are objective and easy
to gauge and collect, reliable
and immediate indicators of
performance levels, cost-effective
to gather, and owned and
understood by the organization.
KPIs include things like:
The number of injuries per year
Amount of training delivered
compared to the original plan
Environmental indicators
Investigations closed within so
many days
Attendance levels
Days lost per FTE
Number of specific illnesses
Building a safety system that
incorporates these elements takes it
out of the realm of being just a list
of rules and regulations and boosts
adoption.
MEASURING, EVALUATING,
AND IMPROVING
PERFORMANCE
Romania
Managers have a variety of tools
and methods to measure, evaluate,
and improve safety performance.
They can use safety audits and
surveys, safety occurrence reports,
and safety investigations to measure
performance, to name a few. They
also can use safety reviews, which
are ideal when introducing new
technologies, implementing new
procedures, and structural changes
in operations; and internal safety
studies, which are well suited
for assessing things like system
deficiencies. Companies need to
tailor these tools and methods of
measuring effectiveness to meet their
specific needs.
Companies also have a wide variety
of tools they can use to improve
safety performance. For example,
prequalification of contractors in the
hard hat industries is critical. So is
safety training. But savvy companies
are using technology to boost
and measure safety performance,
67
 Romania
including wearable technology (smart
helmets), tablets, smartphones,
robotics, sensors, automation, and
drones. Companies are also using
Cloud computing or SaaS solutions
to boost safety performance, such
as onboarding software. These
solutions provide contractors the
specialized safety training they need
before starting work.
Establishing goals for measuring
effectiveness provides a blueprint
for implementing a safety system.
It also provides help in directing a
company’s resources to achieve an
outcome. When establishing safety
goals, identify measures that indicate
an effective program and that
emphasize activities needed to reach
these goals. Safety goals can include
things like reduce recordable injuries
by 10 percent over the next five years
or provide 12 monthly safety training
programs with 90 percent attendance
over the next fiscal year.
ESTABLISHING A
SAFVETY CULTURE
Adopting a consistent safety
management process is imperative if
a company wants to improve safety
performance. Without a consistent
ongoing effort, a company will fail
to eliminate performance gaps or
cut compensation costs. Also critical
to improving safety performance
is establishing a safety culture and
getting everyone on board. The
first step in this process is to get
ownership and senior management
buy-in. Without it, a safety culture
will never take root.
Below are eight key steps to creating
a safety culture and getting buy-in
company-wide:
1 Find a compelling reason for
creating a safety culture. Then
tell everyone about why you’re
making changes. It encourages
adoption.
300 Park Avenue, New York, NY 10022 http://www.initiafy.com
68
2 Identify champions for the
program. Make sure they’re
visible and can articulate reasons
for the changes. It also helps to
build trust among the managers,
supervisors, and employees.
3 Conduct self-assessment and
benchmarking activities. You
can use self-audit mechanisms, safety
perceptions surveys, and even visits
to other companies to do this. This
effort tells you where you are.
4 Provide initial training for
key people first, such as
supervisors, health and safety team
members, and key workers here.
This effort provides a core group of
resources to draw on and gets critical
personnel on board early that can
lead the change.
5 Establish a steering committee
with authority to get things
done. Composed of management,
employees, union people, and safety
staff, this committee can help
facilitate, support, and direct the
effort to establish a safety culture.
6 Align the organization. To
do that, you need to create
a shared safety vision along with
key policies, goals, measures,
operational and strategic plans.
This process includes getting
ownership to provide key resources,
holding supervisors and managers
accountable, and making sure
management sets the example.
7 Develop a system of
accountability. The system
should cover all levels of the
organization. Strong safety cultures
have individuals that hold themselves
accountable.
8 Define specific roles and
responsibilities. Initially, you
ARTICLE PROVIDED BY INITIAFY
EXPERTS PLATFORM
should develop them for key safety
and health personnel. But you also
need to get workers to view safety
as their responsibility. And spell out
how the organization will deal with
competing pressures and priorities.
Additional things you can do to
create a safety culture with buy-in
is to provide multiple options for
employees to voice their issues,
educate employees on how critical
it is to report incidents like first aid
and near misses. Also, make sure you
hold investigations in an objective
and effective manner.
FOCUS ON COMPLETENESS
AND OPERATION OF SYSTEM
Whatever approach you take to
assessing safety performance, it must
focus on a system’s completeness
and the operation of its critical
elements for it to do its job. To do
that, you’ll need to collect evidence
from documents, observations, and
interviews to gauge the adequacy
and implementation of the system’s
key elements. In other words, you’ll
need to create an auditing process
that targets potential problems and
that deals with them head on before
harm happens, Plus, the process must
help you assess a system’s strengths,
weakness and performance gaps.
Measuring safety performance is a
challenge. That’s because no single
unit of measurement does it. It’s too
complicated for that. But measuring
performance is imperative. Failing
to do so puts your company at an
enormous risk. It also undermines
your safety program and hurts
your bottom line. Measuring safety
performance, on the other hand,
provides a solid basis for continuous
improvement. Doing that boosts
not only efficiency, productivity,
and competitiveness but also
survivability and profitability—all
good things for your company 
 Romania
MIRCEA TADIO
HSE EXPERT
EXPERTS PLATFORM
CONFINED SPACE
AWARENESS
W orking in confined spaces presents a real challenge
for the safety personnel. Confined spaces due to the
very big multitude of types can be found in almost
all industries from chemical and oil&gas industries
to construction industry and even to food or heavy
machinery industry. Basically, whenever we find
boilers, pressure vessels, cargo holds, cargo tanks,
ballast tanks, double bottoms spaces, double hull
spaces, fuel oil tank, lube oil, sewage-tanks, pump-
rooms, compressor rooms, cofferdams, void spaces,
duct keels, inter-barrier spaces and engine crankcases
can be included in the list of confined space and
this is still not limited, there can be more others.
It is not possible to provide a comprehensive list of
confined spaces. Some places may become confined
spaces when the work is carried out, or during their
construction, fabrication or subsequent modification.
Considering that this long list is an open one there
comes one question… “What is a confined space and
how can it be recognized?” - The answer can vary
depending on what legislation we are looking at, if
we follow the USA OSHA, the confined space means
a space that has any of the following characteristics:
limited openings for entry and exit, unfavorable
natural ventilation, not designed for continuous
worker occupancy, if we follow the “UK Confined
Spaces Regulations 1997” that are more close to the
UE legislation, then the confined space means any
space of an enclosed nature where there is a risk of
death or serious injury from hazardous substances or
70
EXPERTS PLATFORM
dangerous conditions.
“If the confined spaces are so commonly spread, how
dangerous can it be?” - The answer is unpleasant:
in the confined spaces which are difficult to access
and poor ventilated such as columns, tanks and
silos, mechanical incidents may occur or dangerous
gas clouds may form unexpectedly and lead to
spontaneous combustion. There is a risk of injury
due to lack of oxygen, toxic and explosive gases,
harmful particles and mechanical impact. Accidents
in confined spaces often result in death and normally
affect several persons at once.
USA: „A 2012 study published by the University of
Berkeley in California, USA shows that 530 workers
were killed in 431 accidents by toxic gases or due to
lack of oxygen while working in confined spaces
in the USA between 1990 and 2005. This number
equates to an average of 29 accidents and 36 deaths
annually – in the USA alone. According to the study,
the activities which most frequently lead to accidents
are repair and maintenance work (24 percent of the
examined cases) followed by cleaning activities (12
percent) and inspections (11 percent).” *1
UK: “A number of people are killed or seriously
injured in confined spaces each year in the UK. This
happens in a wide range of industries, from those
involving complex plant to simple storage vessels.
Those killed include not only people working in the
confined space but those who try to rescue them
without proper training and equipment.” *2
EXPERTS PLATFORM
Looking to the above aspects naturally
there comes another question: “What
are the exact risks associated with
confined space working and how can
it be controlled?” - The answer can’t
be simple, the risks associated with
confined space can be some listed below
but that are not exhaustive:
Lack of oxygen that can occur
where there is a reaction between
some soils and the oxygen in the
atmosphere; following the action
of groundwater on chalk and
limestone which can produce
carbon dioxide and displace normal
air; inside of steel tanks and vessels
when rust forms.
Poisonous gas, fume or vapour
that can build-up in sewers and
manholes and in pits connected to
the system; enter tanks or vessels
from connecting pipes; leak into
trenches and pits in contaminated
land, such as old refuse tips and old
gas works.
Liquids and solids which can
suddenly fill the space or release
gases into it, when disturbed. Free
flowing solids such as grain or
ciment can also partially solidify or
‘bridge’ in silos causing blockages
which can collapse unexpectedly.
Fire and explosions (example:
from flammable vapours, excess
oxygen, etc).
Residues left in tanks, vessels etc,
or remaining on internal surfaces
which can give off gas, fume or
vapour.
Dust may be present in high
concentrations, in flour silos for
example.
Some of the above conditions may
already be present in the confined
space but other may arise through the
work being performed, or because
of ineffective isolation of equipment
nearby, for example a leakage from a
pipe connected to the confined space.
The enclosure and working space may
increase other dangers arising through
the work being carried out, for example
machinery being used may require
special precautions, such as provision of
dust extraction for a portable grinder,
or special precautions against electric
shock. Gas, fume or vapour can arise
from welding or by use of volatile and
often flammable solvents. If the access
to the space is through a restricted
entrance, such as a manhole, escape or
rescue in an emergency situation will
be more difficult.
Regarding the part about how the
risks can be controlled it is even more
complicated, so first let’s understand
what are the most frequent causes of
accidents:
Missing or insufficient hazard
identification and risk assessment,
Romania
Insufficient threat awareness,
No selection or the incorrect
selection of gas detection
instruments,
The use of unsuitable personal
protective equipment,
The lack of training of workers
who are designated to entry in the
Confined Space.
From legal requirements the employer
must perform a suitable and sufficient
assessment of the risks for all work
activities for the purpose of deciding
what measures are necessary for
safety. For work in confined spaces
this means identifying the hazards
present, assessing the risks and
determining what precautions to
take. In most cases the assessment
will include consideration of: the task,
the working environment, working
materials and tools, the suitability
of those carrying out the task, and
arrangements for emergency rescue.
This is not a easy task even for an
experienced general risk assesment
specialist, therefore it is recommended
to seek for professional help from
someone that is specialized in
confined spaces entry. He can focus
on specific risks including the hidden
ones and also to generate a Confined
Space Program if there are identified
potentially dangerous confined spaces.
These regulations regarding
potentially dangerous confined spaces
contain the following key duties in
the mentioned order: avoid entry to
confined spaces, for example doing
the work from outside; if entry to a
confined space is unavoidable, follow
a safe system of work; and put in place
adequate emergency arrangements
before the work starts.
In practice to successful fulfill of
this requirements, it is necessary to
develop and implement a Confined
Space Program that includes:
identification and proper marking
of all potentially dangerous confined
spaces; procedure for risk assement
prior to starting the job; work permit
system; efficient isolation system;
emergency arragements; training that
supports accurate identification and
mitigation of hazards posed by both
71
 Romania
the confined space and the work that
will be performed in it.
The necessary precautions to reduce
the risk will depend on the nature
of the confined space, the associated
risk and the work involved. Everyone
involved will need to be properly
trained and instructed to make sure
they know what to do and how to do it
safely. The required entrance form or
work permit must provide guidance,
every entry must be documented.
There are some elements named
below that are not exhaustive, but
many of them are key to be considered
when preparing a Confined Space
Program.
All entries must be supervised by a
confined space entry supervisor and
performed by workers who receive
the training required at the attendant
or entrant level and who are suitable
for the type of work that is supposed
to be performed. Supervisors should
ensure that the necessary precautions
are taken, check safety at each stage
and may need to remain present
during work in progress. All involved
must be aware about own tasks and
responsibilities, error or confusion
can lead to risky situations.
Mechanical and electrical isolation
of equipment is essential if it could
otherwise operate, or be operated,
inadvertently. If gas, fume or vapour
could enter the confined space,
physical isolation of pipework needs to
be made. In all cases a check should be
made to ensure isolation is effective.
Ensuring a proper ventilation by
increasing the number of openings
and therefore improve ventilation.
Mechanical ventilation may be
necessary to ensure an adequate
supply of fresh air. This is essential
where portable gas cylinders and
diesel-fuelled equipment are used
inside the space because of the dangers
from build-up of engine exhaust.
Warning: carbon monoxide in the
exhaust from petrol-fuelled engines
is so dangerous that use of such
equipment in confined spaces should
never be allowed!
Testing the atmosphere may be
REFERENCES:
1. Drägerwerk AG & CO Confined spaces in the chemical industry – where no two jobs are the same;
2. HSE broshure - Safe work in confined spaces;
72
necessary to check that it is free from
both toxic and flammable vapours
and that it is fit to breathe. Testing
should be carried out by a competent
person using a suitable gas detector
which is correctly calibrated. Where
the risk assessment indicates that
conditions may change, or as a further
precaution, continuous monitoring of
the air may be necessary.
Many accident investigations reveal
that knowledge, skills and experience
are often lacking when it comes to
testing the atmosphere inside of a
container before entering it. The
selection of the right gas detector
and its correct operation are vital for
minimising risks.
When it comes to so-called clearance
measurements, miscalculations are
common as a result of measurements
being taken in the wrong places.
Often the wrong sensor technology
is also used. For example, an EX
sensor only measures whether
gas is present in an explosive
concentration but does not detect
any toxic substances which may also
be contained in the atmosphere.
Some toxic concentrations are so
low that they are not displayed by
the EX sensor reading, even though
a risk of intoxication is present. An
EX sensor generally only measures
volume percent, allowing it to detect
a risk of explosion but not a possible
intoxication, which may already be
in the ppm range (ppm: parts per
million). For this, there are special
photoionisation detectors (PID
sensors) which can detect harmful
substances in the ppm range.
Provision of special tools as
non-sparking tools and specially
protected lighting are essential where
flammable or potentially explosive
atmospheres are likely. In certain
confined spaces (for example inside of
metal tanks) suitable precautions to
prevent electric shock include usage of
extra low voltage equipment (typically
less than 25 V) and, where necessary,
residual current devices.
Provide an emergency rescue plan
and provide suitable rescue and
EXPERTS PLATFORM
resuscitation equipment that will
depend on the likely emergencies
identified. The emergency team need
to be properly trained, sufficiently fit
to carry out their task, ready at hand,
and capable of using any equipment
provided for rescue, for example
breathing apparatus, lifelines and
fire-fighting equipment. Rescuers also
need to be protected against the cause
of the emergency.
A large proportion of fatal accidents
in confined spaces occur during
rescue attempts. Colleagues respond
impulsively without having properly
assessed the situation in advance.
Rescuers are often injured or killed
due to the same causes which
originally endangered the colleague
in the confined space. If a colleague
has lost consciousness due to gas in
the container, the rescuer will also
be affected if he or she enters the
space without a proper respiratory
protective device.
In addition to all that are above, please
take in consideration that a proper
training is an important premise for
avoiding accidents during work in
confined spaces. Training sessions
simulate a real work scenario and
start, for example, by demonstrating
the correct way to take clearance
measurements and the use of personal
protective equipment followed by
entry and exit exercises. Participants
are also trained in how to respond
in stressful situations and low
visibility in interiors as well as in the
evacuation of unconscious and injured
persons.
Also, information and consultation
is very important to be taken in
consideration. Some companies are
not even aware that their factory/
site includes confined spaces.
This means that there is no risk
assessment because a hazard has not
been recognised. A joint inspection
with an experienced safety expert
and a detailed risk assessment
can reveal that even a supposedly
“harmless” large basin, or cavities
for maintenance access can all be
classified as confined spaces 
Reduce
accidents,
increase
productivity

Go for Zero
Guide Book

GO FOR
ZERO
ACCIDENTS
AT WORK

Go for zero accidents at work

Every workplace accident generates cost, and
potentially includes a severe human toll that impacts
morale and productivity. Managing safety risks to
prevent workplace accidents from happening is both
a humane and an economically sound strategy to
protect or even improve company profitability.

Request the free Go for Zero guide and receive tips

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World Trade Center, Piata Montreal, nr 10 T: +40 21 202 3032
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011469 Bucharest E: central_europe@bradycorp.com
 EXPERTS PLATFORM

HOW TO
CHOOSE A
CABLE-BASED
FALL PROTECTION
SYSTEM
WHAT STANDARD SHOULD
A HORIZONTAL CABLE
SYSTEM BE TESTED TO?
A system should be tested the relevant
standards applicable to that region.
EUROPE
EN 795:1996 has now been withdrawn
and replaced with EN 795:2012 (recently
harmonised), which is
supported by the technical
specification CEN TS
16415:2013. The intention of 100
this change, was to ensure kg
consistent performance of
anchor devices across. EN
795:2012 specifies the requirements and
test methods for single user fall protection
anchor devices. Even if their intended use is
restraint, anchor devices designated as such
are now required to be also capable of fall
arrest.
CEN TS 16415:2013 specifies requirements
and test methods for anchor devices for use
by more than one person simultaneously.
As with EN795:2012, even if their intended
use is restraint, anchor devices designated
as such are now required to be also capable
of fall arrest. Test methods are based on
two users falling simultaneously with a
combined mass of 200 kg with additional
users being tested using a 100 kg mass for
each additional user.
The MSA Latchways Constant Force
post range has been tested and is
compliant to both EN795:2012 and
CEN TS 16415:2013.
SHOULD A SYSTEM
BE TESTED BEYOND
THE STANDARD?
Yes. Ideally a fall protection system should be
tested for foreseeable misuse.
As the world leaders in fall protection—
and with an overarching importance on
user safety—MSA has always believed in
testing not only to the standard but above
and beyond it. MSA has always considered

74
EXPERTS PLATFORM
200 100
kg
that the Latchways systems should
be easy-to-use, however test their
products for any foreseeable misuse.
HOW DO YOU KNOW A
SYSTEM IS COMPLIANT?
A system should be independently
tested via a notified body and
evidenced by a Declaration of
Conformity Certificate.
The Latchways Constant Force post
has been independently tested by
test house SATRA and Declaration
of Conformity certificates can be
provided on request.
WHAT MARKINGS SHOULD A
COMPLIANT SYSTEM CARRY?
In accordance with EN 795: 2012, a
system should be clearly marked to
display the following information
Means of identification, e.g.
manufacturer’s name, supplier’s
name, or trademark
Manufacturer’s production batch
or serial number or other means
of traceability
Model and type/identification
Number and year of the
document to which the
equipment conforms
Pictogram or other method to
indicate the necessity for users to
read the instructions for use
The Latchways Constant Force post
system carries all of these markings:
SHOULD A SYSTEM BE TESTED
BEYOND THE STANDARD?
As the world leaders in fall
protection—and with an overarching
importance on user safety—MSA has
always tested believed in testing not
only to the standard but above and
beyond it. MSA has always considered
that the Latchways systems should
be easy-to-use, however test their
products for any forseeable misuse.
300
kg
HOW DO MSA
kg TEST BEYOND
THE STANDARD?
Representative Roof Testing
MSA undertake extensive testing of
complete and representative roofing
systems.
This means that they construct a
6m x 6m build-up of a roof, taking
into consideration the supporting
structure such as purlins, decks,
spacer system, insulation and outer
waterproofing covering. Testing in
this manner ensures that Latchways
systems can gain Manufacturer
approvals for the Constant Force
post to be installed on a specific roof
type.
MSA has now tested the
Latchways system on over 500
roof types (with between 6-10
tests on each), each backed-up by
Manufacturer Approval Letters.
The manufacturer approval, ensures
that the installation of a Constant
Force post system will neither
compromise the integrity of the
roof, nor the guarantee given by
the Roofing Manufacturer. With
over 40 years’ experience, MSA has
formed valuable partnerships with
industry-leading roofing system
manufacturers to ensure a holistic
approach, and new relationships are
formed on a regular basis.
Dynamic performance
testing (Stage 1)
This testing is conducted by using a
300 kg mass (the equivalent of three
users falling simultaneously)—in
excess of EN 795: 2012 and CEN TS
16415:2013—dropped through a free
fall distance of 1.5 m, on a single
post connected to a representative
roofing system. This means that
the Constant Force post system
can accommodate up to three users
connected at any one time working
at any point along the length of the
system, even within the same span.
DRAGOS STATE
GENERAL MANAGER
ALPACCESS
Romania
Static load testing (Stage 2)
For MSA to determine an appropriate
‘factor of safety’, each Stage 1 test is
subject to a static load held for a given
period of time.
Where a Factor of Safety of 2 is
required, the whole construction,
including the Constant Force post
must be able to withstand a static
load equivalent to twice the working
load achieved during Stage 1. In the
case of the Constant Force post, 10
kN must be increased to 20 kN, held
for three minutes, with no failure
of the complete system. When all
Stage 1 and Stage 2 tests have been
successfully conducted the Constant
Force post can be installed in a fall
arrest application to the given roof
construction.
WHAT OTHER PERFORMANCE
RELATED FEATURES SHOULD
A FALL PROTECTION
SYSTEM PROVIDE?
Omni-directional testing
A system should be tested to ensure
that, in the event of a fall, it can still
perform no matter in which direction
the user falls.
The Constant Force post if tested
to ensure it can deploy in any
direction—it is able to achieve this
using the technology of the unique
Constant Force energy absorber.
Corrosion testing
To ensure durability of a system, it
should be subjected to recognised
accelerated corrosion testing regimes.
During this testing, a system
should be able to show its corrosion
resistance in conditions that could
normally be expected in service, i.e.
urban, rural, coastal and general
industrial applications.
The Constant Force post (and
accompanying componentry) has
been tested to 1000 hours of Acetic
Salt Spray in accordance with BS EN
ISO 9227:2006 and Neutral Salt Spray
in accordance with ASTM B117-03 
75

T
wo of the most important principles
valued by Skanska all over the world,
safety and health, were emphasized,
for the 12th year in a row, during their
Safety Week Program.
Skanska, one of the largest worldwide
developers and constructors, is well-
known in the market for the fact that
it values the safety and the health of its
employees and partners. Skanska shares
a vision that goes beyond numbers.
Therefore, health and safety, are elements
that are equally important for the state of
mind as they are for the body.
For this reason, in 2005, Skanska started
organizing the Safety Week Program, a
one week event that includes interesting
and inspiring activities dedicated to
the employees, tenants, contractors and
partners. The Safety Week is highly
important for the company, since it
provides the chance to emphasize the role
played by safety throughout the Skanska’s
values: care for life, be better together, act
ethically and transparently and commit
to customers. However, these principles
are not limited to the company’s
employees only, since Skanska takes care
of all its stakeholders’ wellbeing.
Skanska’s Safety Week is organized
yearly all over the world and approaches
new concepts which are meant to raise
awareness regarding the wellbeing at the
workplace and in the private life and to
encourage people to think differently and
treasure life.
Since the beginning, Skanska organized
actions that are important for safety. In
2012, Skanska made the commitment
SKANSKA
SAFETY WEEK
THE REAL-ESTATE
SECTOR BEYOND
BUILDINGS AND
NUMBERS
of being a leader in safety. As a way of
keeping this promise, a new concept, the
Safety Pledge, was introduced in 2013,
during the Safety Week. According to
this concept, all the employees of Skanska
must acknowledge the Safety Pledge,
which may refer to three elements: a
personal promise of congratulating
employees who work safely, stopping
or preventing those who do not work
safely and giving details regarding safety
in the department in which they work,
each time they engage in a conversation
related to safety.
In 2017, 12 years after the first edition,
Safety Week took place from May 8th to
May 12th worldwide and the approached
concept was Plan – Do – Check – Act
(PDCA), with the sub-theme of Health
and Well-being. PDCA represents an
important concept for Skanska and is
meant to prevent the safety hazards.
Each day of the week had a specific
topic. Therefore, Monday was dedicated
to the Planning, Tuesday was reserved
for Doing, Wednesday was dedicated to
Checking, Thursday to Acting and Friday
to health and well-being. The activities
that were part of the program took
place on all Skanska Romania working
sites as well as at the headquarter of the
company.
This year, during the Safety Week in
Romania, participants could promptly
check their personal health or well-being
by visiting some mobile stands, have
optometric consultations, assess their body
posture, receive first aid trainings, practice
the use of fire extinguishers, attend
workshops and watch the local firefighting
brigade perform rescue from heights by
wires and ladders. Warren O’Brien, Senior
Project Manager from Skanska United
Kingdom shared the best practices related
to organizing daily coordination meetings
and pre-task planning.
Moreover, since Skanska also values the
fact that children should be educated
in a way that makes them be aware of
the importance of safety, on May 13th,
the Campus 6 site hosted an ergonomic
workshop dedicated to children aged 4
to 10 years which consisted in delivering
information that promotes health,
prevention and correction of children’s
posture.
Skanska’s Safety Week Program is
getting more and more complex year
after year and although new activities
are introduced yearly, the purpose of the
event stays the same. Even though the
program lasts for a week, Skanska would
like the participants to remember that
safety and health do not end with this
training, but it is also important to take
care of their life every day either at work
or at home. After all, at the end of each
work day, everyone is entitled to come
home unharmed.
As a follow-up activity, Skanska
held a training for 30 students from
the Technical University of Civil
Engineering of Bucharest and involved
them in activities that explained the
importance of health and safety at the
workplace, the safety standards and the
way Skanska contributes to the education
of its employees on the sites.
 Plan each day
... think about your own health and safety!

Plan
Act

Do

Check

www.skanska.ro
 Romania
EXPERTS PLATFORM
IT&C TOOLS USED IN HSE
REGULATORY COMPLIANCE
A
ny company success relies on an internal
performant management. Management
of compliance with regulations and
different national or EU requirements is not an
easy job. You have to be consistent, persistent
and very focus. I know many persons who face
difficulties in handling the compliance, due to
internal resource first and second due to major
operational or technical implication. Usually,
GABRIELA the persons involved in legal requirements
FISTIS identification and compliance matters are
DENKSTATT always support functions and they have to
ROMANIA have a delegated authority to empower for
implementation different specific requirements.
This authority delegation is missing and when it
exists this is improper communicated internally,
thus the responsible person cannot lead the
process and neither assure a high compliance
rate.
To improve the compliance performance within
an organisation, CEOs, GMs should give some
power to people which are involved in this process.
Task delegation and tracking/controlling of
implementation will always be a challenge.
Enforcing legal requirements is a great challenge.
From my experience, I can say that there is
no company that complies 100% with legal
requirements, but the fact that it has an internal
process to be updated with new legal requirements,
has proper controlling and monitoring process
of compliance and identifies objectively its
performance, is already a step forward.
Nowadays, the easiest way to be updated with
legal requirements, to catch very fast the new
inputs and to delegate very fast tasks to comply
is to use an IT&C application which lowers the
personal effort and brings you a lot of benefits
and a proper compliance control even from the
top management perspective (e.g. Think!Legal
or Bwise). The top management has to be aware
in time about different new potential constrains
coming from legal requirements in order to take
proper decisions.
IT application provides up-to-date information
on the specific and applicable legislation to
the business segment, highlighting the legal
obligations that impact the business, and creates
78
EXPERTS PLATFORM
a context for evaluating and collaborating with
other stakeholders at the company level to create a
competitive internal compliance environment.
Such IT&C application help you as HSE
responsible to manage fast compliance
requirements, to inform other important
stakeholders about potential impacting laws and
implications/obligations and establish action
plans to comply. To work only in a single tool is
much easier than to roll out different spreadsheets
or some files. IT tools helps you in minimizing
effort, losing important data and information, as
well as tracking the reoccurrence rate.
What can you do with such compliance
management IT application?
Stay current with legal information, up to date
with your specific impacting requirements
Monitor the organization’s compliance profile
and conformance in easily configurable and
usable dashboard
Checking compliance with specific operational
legal requirements accessing audit section
Status quo evaluation of compliance
performance by site (manageable also for multi-
site companies) using score card system
Permitting obligation monitoring
Comply with ISO 14001, ISO 18001 by listing a
specific HSE legal applicable data base
Reduce all resource needed to inform different
stakeholders from the company by using task
management
Inform decision making (top management)
with a view on the balance between
performance and risk
Monitor progress of controls, their
effectiveness, possible reoccurrence and issue
management activities using dashboards, status
tracking, and robust reporting
Audit reporting and action planning with
archiving possibility
Using a HSE compliance management IT
application will bring you more time as HSE
responsible to involve relevant functions in solving
potential challenges and will focus the entire
organization toward more widely and systematic
approach in regulatory compliance 
 Romania
POSITIVE SAFETY
IS YOUR ORGANIZATION
READY TO LOOK AT SAFETY
FROM A NEW ANGLE?
I
n increasingly complex work environments,
safety becomes more than the absence
of accidents. Managers are challenged to
identify and build on “what works well”, and
employees at the sharp end have to be able to
make situational, safe decisions.
In the last decades, approaches to achieve
the goal of zero industrial injuries have been
increasingly characterised by – sometimes
extensive – management systems built on
rules and procedures. On the other hand,
many industries nowadays rely on highly
skilled workforces, for which safe methods
of working should ideally be an engrained
part of their skills and abilities. For many
engaged managers and safety professionals,
the tendency of organisations to look at
safety only as a formalized set of rules and
procedures in a work environment that also
requires the ability to make safe, situational
decisions in complex, non-textbook type
situations is increasingly becoming a
dilemma. There is an increasing perception
that these systems and procedures do not
always live up to the expectations, and may
even create an excessive burden that reduces
an organisation’s ability to look at safety in a
positive, engaging way.
In addition, there are still managers and
safety professionals who believe that unsafe
employee behaviours are the source of all (or
most) evil and that the majority of accidents
is caused by employees who are just behaving
unsafely.
It has to be acknowledged that today’s
80
EXPERTS PLATFORM
EXPERTS PLATFORM
approaches to safety management often do
not instill positive emotions in workers
or managers. Although the goal of safety
is unequivocally defined as “to go home
healthy at the end of each workday”, routinely
repeating this mantra has done little overall
to foster a positive thinking about safety.
Instead, remarks such as ”Safety…oh yes, these
horrible safety moments we need to have at
the beginning of each meeting discussing
the emergency exits…” heard in a recent
conversation may be more indicative of how
many people – both workers and managers –
feel about safety in every-day life. To really
achieve a lasting change in an organisation’s
values when it comes to safety, it is therefore
worth looking at safety in a new way –
“Positive Safety”.
WHAT DOES “POSITIVE
SAFETY” MEAN AND
HOW IS IT DIFFERENT?
1. Safety Instills Positive Emotions
The goal of Positive Safety is to talk about
safety in a way that instills positive emotions
beyond the basic goal of going home safely
at the end of a workday. While “going home
healthy” remains the key objective in Positive
Safety, positive emotions are centered around
meaningful and tangible aspects of employee
empowerment (on an individual basis) and
organizational care (on a collective basis),
rather than around “avoiding having an
incident”.
EXPERTS PLATFORM
2. Safety Is “The
Presence of Positives”
Many organisations currently still
monitor safety mainly in terms of
what is going wrong – counting
accidents, incidents, near misses,
unsafe behaviours or unsafe
conditions. Even replacing lagging
indicators (such as accident statistics)
by leading ones does not solve the
fundamental implication of this
approach, i.e. that safety is defined
through (the absence of) negative
events.
In “Positive Safety”, organisations
instead identify the positive aspects
that make them safe, and thus
characterize safety by “things that
go right”. Safety thus becomes the
presence of positives rather than
the absence of negatives. The ability
to have effective systems to gather,
analyse and use data based on “things
that go right” poses new challenges
which require new ways of thinking
as well as new ways of obtaining
meaningful information.
3. Positive Safety Means
Enabling People to Make
Situational, Safe Decisions
In many working environments,
“Golden Rules” related to safety
have been established which apply
regardless of the situational context.
Establishing such Golden Rules
makes sense to define expectations
for employee behaviours in the light
of typical serious workplace hazards.
In exemplary organisations, these
Golden Rules will be established on
the basis of reliable organizational
measures and technical equipment
that enable workers to follow the
Golden Rules in an efficient and
effective way (a typical example
ANNETTE NIENHAUS TECHNICAL
DIRECTOR PERFORMANCE IMPROVEMENT & COMPLIANCE
ASSURANCE, ERM GMBH
KICK- OFF: ARE WE EXPLORE: WHERE
READY FOR DO WE STAND?
POSITIVE SAFETY?
KICK-OFF EXPLORE
· Leadership · Field exploration:
engagement “What are the
· Current status useless things we
review ask you to do?”
· Safety language · What does success
exercises look like?
· Positive Competency
Assessement
· Leadership
Workshops
is investing in the installation of
fixed fall prevention measures such
as guards and railings where this
is feasible rather than relying on
personal tie-off in all situations).
In increasingly complex
environments Golden Rules will
only be able cover certain, typically
standardized, situations. Employees
at the sharp end, however, constantly
have to make situational decisions
about safe methods of work which
go far beyond what could be defined
in a simple Golden Rule. In Positive
Safety, organisations will develop
the competence of workers on the
sharp end and empower them to
make situational, safe decisions. To
ensure that this competence becomes
organizational knowledge rather
than remaining individual expertise,
organisations will implement
intelligent programmes to assess,
develop and share competencies. This
will include advanced mentoring
and coaching approaches, a sharp
contrast to classical classroom
training exercises which are still
predominant in many companies.
4. Positive Safety
Means Investigating
Why Things Go Right
A fourth but equally important
aspect of Positive Safety is
establishing a new way of looking at
event investigations. Investigations
of “bad” things that have happened
– such as accidents and incidents –
are often prone to the outcome bias
Romania
DESIGN: HOW DO DEPLOY: LET’S LIVE
WE INSTILL POSITIVE SAFETY
POSITIVE SAFETY?
DESIGN DEPLOY THROUGH
· “Roadmap TAILORED TOOLS
to Positive · Positive Event Analysis
Safety” Field Expert “Rule Reviews”
and Streamlining
· Positive Competency
Development
· Expert Crews for Critical
Task Reviews
· Locally developed team
initiatives
(“measures were inadequate…”) and
the hindsight bias (“it was predictable
that…”), which can be significant
barriers preventing real learning
from past events. Positive safety
strives to overcome these barriers by
identifying and analyzing exemplary
things that go right and use this
information to become better at
identifying signals, indicators and
baseline requirements for safe
performance. When performed by
mixed teams of shopfloor experts,
supervisors and HSE experts, such
investigations will provide a real
basis for effective and positive
organizational learning.
THE ROAD TO
POSITIVE SAFETY
The figure below outlines the process
to embed Positive Safety as “the”
way of safety thinking within an
organisation. It follows a four stage
approach, with initial kick-off and
exploration phases followed by the
design of a roadmap with individual,
tailored steps and activities to
drive employee engagement,
empowerment and organsiational
learning. The implementation phase
or “deployment” can be adjusted and
tailored to the specific needs of an
organisation and can be integrated
with other, existing approaches or
programmes.
Looking at safety from this new
angle will help accumulate individual
skills into an organisational culture
of making situational safe decisions.
It will drive a safety culture
characterised by empowerment,
involvement and continuous
learning 
81
 Romania
EXPERTS PLATFORM
HSE – FOR THE COMPANY
OR FOR THE PEOPLE?
A lthough it should be the main pillar
of each activity, HSE in Romania
is still regarded as a side-part of
the business and HSE People are
regarded to a bigger or smaller
extent as paper-pushers and the
HSE Department seems to be
regarded as that part that makes
sure that the Company is safe.
Of course, the activity is based on
documentation and everything
needs to be put down on paper,
signatures and approvals are
needed with the purpose to help the
Company in case something goes
wrong – it is needed to have proof
that prevention was done, risks
were assessed and measures were
taken.
There is that part of our activity
that consists of near miss reporting,
writing procedures, evaluating
activities and keeping our fingers
crossed that everybody follows the
rules and that the rules are good
enough to prevent incidents or
accidents from happening.
82
There are cases when good
HSE People can’t manage to get
commitment from their work
colleagues. Not everybody is
built in such a way that can easily
understand that a certain thing
should be done in one way and not
another and words like “procedure”
and “commitment” is, after all, a
very big word.
In my daily job I’m afraid of 2 types
of people: those that have too much
experience (as they’ve been through
everything and nothing bad ever
happened to them so it is obvious
that nothing bad will ever happen)
and those that aren’t experienced
(as they tend to be afraid of the new
tasks and can’t fully control every
aspect of their job).
There is a famous question in our
field of work “do your employers
know how much a work accident
cost?”. Although the answer to
this question can get some wheels
running, it is not always enough.
There are Companies (employers)
EXPERTS PLATFORM
RALUCA PINTEA
HSE MANAGER
BRENNTAG
that fall under the first category
from above.
I tell my colleagues (we work in
a warehouse of chemicals) that
we only have 2 eyes and 2 hands;
and that we should all work each
day, so that we all get home in the
evening in one piece. When you
start to involve people in the HSE-
related decisions (for example let
them choose what PPE they like)
and explain what could happen
(worst case scenario) if a rule is not
followed, instead of expecting them
to follow it without understanding,
you start to get commitment.
At the end of the day, HSE is not
a matter of cost or investment;
it’s more than documents and
signatures; it should not even be
about the Company, because it is
about the People.
And once you get commitment
HSE becomes what it should be –
something done by the People, for
the People, in the benefit of the
Company 
 Stress Management: Awareness of stress
factors and how to overcome them
Nowadays our daily activity is led by
too much complexity and bureaucracy
which has built up around health,
safety and environmental aspects. One
of the main reason is the compliance
aspects with different regulatory
requirements but also the alignment
with company specific requirements
set up around a nice HSE strategy. We
many times heard managers saying
that we already have the knowledge to
make the HSE strategy a reality. Is this
true or not? Sometimes there is a gap
between management overview and
the ground floor reality. WE HAVE
TO OPEN UP.
By keeping things as simple and
straightforward as possible we can
ensure that our businesses enable a
successful and productive path.
We forgot that our main assets are
the humans, no matter the type of the
business looks like. We have to take
care about them.
Stress is one of the most undoubtable
aspect which is not easy to be
manageable within an organisation.
Most of the organisations does not
touch this subject very openly. Health
and safety strategies within companies
are enclosing this concept in their area
of interest and started to apply methods
of work stress release.
The enforcement law in different
countries is trying to control this
aspect by clearly defining some
specific stress factors which can be
critical in situations like: hazards,
post-traumatic stress disorder (PTSD),
supervision, multi-tasks, project
complexity, new products, cultural
diversity or even production diversity.
Risk Management approach also
defined stress management at work
place as being a critical point in the
actions employees can take in stressful
situations and how these can affect
the organisational environment.
Human stress can be work related or
a combination with external factors
(family relationships, personal illness,
financial concerns, lack of skills and
competences, etc.).
Even that the topic is a sensitive one,
managers are also defining their
leading strategies of skills evaluation
for each employee category and
business efficacy keeping a close look
to the manners how stress management
can affect these important factors for
organisational success. Assessing of
the most impacting aspects which
can generate stress could lead to
minimizing risk and moving the
organization towards best practice in
managing stress at work.
Stress management methods and
techniques are defined by each
organisation and put focus on physical
and psychological techniques and on
the need to modify the stress culture
through organizational development.
There are potential benefits which
could be provided to mitigate the stress
and combine with health improvement
which are recently well accustom into
the HR process like: food subsidize,
transport subsidize, regular health
checks, health programs or trainings.
First the organisation has to be aware
about the most impacting stress factors
and to work with them.
That’s why the organisational
environment must have a PRO stress
release attitude and this has to be
openly and widely communicated
and to promote `a positive manager
behaviour` a most common action
part of the stress prevention. In
combination with this attitude, the
organisation has to coop to some
more actions in order to release
organisational stress such as:
• Offer flexible working hours
• Launching health and wellbeing
program - fit to the needs of
employees.
The program can vary from promoting
indoor activities either on company
site, either on external locations and
here we can give some examples:
Yoga relaxation session, massage
session, dancing classes, meditation
areas, fitness classes etc. All of these
programs could bring happiness, has a
protentional to become an important
method for promoting physical activity
in a public health perspective, thus
improving health and quality of life,
and decreasing disease burden for
individuals.
Employees have identified different
benefits from health and wellbeing
programs which might include:
improved attitude and morale, team
work, higher job satisfaction and
stronger engagement, improved
productivity and human health.
The design of a good wellbeing
program is not an easy job, and has
to be well pre-pared in order to be
successful. Just copying others does not
make sense, and could not fit to your
need. You have to be pretty critical in
doing it, in your own company interest.
• Building internal Stress
Management Support Structures
This structure will offer support for
staff who experience stress problems,
which may or may not be work-related.
This structure could be internal or
external support, and had to fit to the
purpose and should be easily accessible
and neutral, meaning that from this
structure cannot be part managers
which lead team within organisations.
• Effective communication strategy
This will ensure that all staff are aware
of the support structures available,
about the wellbeing programs and
how to access them. In the same time
this will demonstrate commitment
from the top management of the
organisation to stress management and
staff well-being.
• Train your employees
Implement specific soft skills training
programs. Outdoor team buildings
programs, psychological wellbeing
and resilience training are key to
preventing stress and creating a
stronger team communication.
Managers should not neglect the
impact and risk occurred due to the
stress issues. This has to be addressed,
be part of the internal risk management
process and a comprehensive and
transparent proactive program has
to be implemented, which would lead
to mitigation of any major health
problems.
Monitoring the implemented programs
would give you a clear overview of
the improvements, if you will set up
the most appropriate indicators, to
drive the process on long term. This
has to be part of the business strategy
and has to be integrated into the
people management process of the
organisation.
Stress related to working environment
could lead to high rate of employee
turnover, and if you would count
that one employee costs the company
between 700-1000 euro for the first
month… at least, you can easily count
the loses for your company if you will
not minimise the turnover and you will
not take care properly in a proactive
manner about this sensitive aspect.
GABRIELA FISTIS
MANAGING DIRECTOR
DENKSTATT ROMANIA
83
 EU legislation and directives give minimum requirements for
occupational health and safety at work, this statute regulation
can only be viewed as a foundation for a robust safe system
of work and companies Safety policies and procedures.
Motivation for health and safety must come from within the
organisation itself to create a positive safety culture that is
the norm.

EXPERTS PLATFORM

HSE
MOTIVATION
AND TRAINING

G iven the premise that knowledge is

power, an effective communication
system and training programme for
an organisation would be one of the
bricks to build on the foundation
of EU legislation. The key to a
good safety culture within any
organisations HSE performance
is motivation, which is possibly
the most difficult aspect for a HSE
professional to understand and
manage. The responsibility for HSE
is at board and management level, the
consequence of a poor HSE culture
usually results in an accident or
incident at shop floor level, therefore
every HSE professional has to be a
motivator, communicator, educator
and knowledge base to advise and
coordinate the HSE culture for any
organization, it is their role to sell
safety by motivation. The purpose
of every organisation is financial
success and growth, the purpose
of every individual in the company
is personal growth and security of
tenure for their homes and families.
So as safety professionals we deal
with motivation at many levels. At
board and management to supervisor
and worker. And in respect to
training and motivation and given
that the ultimate responsibility for
HSE lies at the feet of the senior
management, how do you motivate
management to release resources in
terms of manpower and production
for HSE training.
1 Legislation, organisations
have a statutory obligation to
comply with EU legislation which
will inevitably involve an article
regarding information instruction
and training, therefore in the event
of an accident or incident, culpability
is reduced in the event of prosecution
or financial penalty.
2 A well planned training
matrix for the whole of
the company from director down
ensures compliance with legislation,
and allows for pre planning and
budgeting and gives the organisation
a definitive figure for tax relief.
3 A robust training matrix
showing a positive HSE culture
included into a pre qualification
package for a pre tender for work
shows perspective clients can be
assured that there will be a minimal
risk for incidents on their site.
4 A reduction in turnover of
staff, people are motivated
by personal progression within
an organisation and an increased
knowledge base.
5 The reduction of risk of an
accident or incident within the

84
EXPERTS PLATFORM
organisation leading into downtime,
loss of production, investigation,
fines and legal penalties, increased
insurance costs, and most
importantly loss of reputation.
6 A moral duty to send
employees home at the end of
the day in the same condition that
they arrived at work
7 The cost to the organisation
doesn’t have to be expensive
and sometimes free of cost a positive
employee safety induction to new
employees, visitors or external
contractors lays down rules, sets
standards, gives confidence in the
company, and ensures compliance
with statutory regulation. Regular
toolbox talks at the start of the
week or shift gives information
to the workers, a welder who uses
an angle grinder every day maybe
doesn’t know that if he hasn’t got
face protection on to EN166b may
have a fragmenting cutting disc
coming towards his face at 80
Metres a second or 288 kilometres
an hour, or a trained first aider that
puts a fellow worker in the recovery
position after a fall from height in a
harness and has been left suspended
after suffering suspension trauma
(Authostatic syncope) would
possibly kill him because of reflow
of toxic blood to the system. What
cost would this have not only
the company but the individual
and his family and their future,
as mentioned before knowledge is
power and if the organisation has
knowledge this equates to power not
only in terms of safety but in terms
of productivity and future growth.
To emphasise this point, I will give
a couple of case studies that I have
personally been involved with:
A. ROMANIA
Employed as a safety consultant on
a power station build for a principal
contractor, working directly for the
CEO of the company during a joint
venture, operatives were working at
GRAHAM HICKS - MIIRSM, GRAD IOSH, DIP RSA, ACIEH, HICKS SAFETY AND CONSULTING, PLOIESTI
TEL +40 720439724, E MAIL HSE.HICKSON@BTINTERNET.COM, WEB HICKSAFETY.CO.UK
height with no fall protection or not
clipped on with harness. As a result,
operatives were being excluded from
site at an alarming rate and new
ones bought in who did the same,
this resulting in work stoppages and
stand downs. With communication
and the co operation of the safety
team and with minimal downtime,
prioritising the highest risk
activities, we internally trained
approximately 260 employees for
work at height, harness inspection,
also introduced a safety incentive
scheme whereby giving lunch
vouchers for positive safety
compliance, awardees of this were
congratulated and photographs
taken showing awards were put on
posters and displayed throughout
site, lunch on the site canteen was
about 5 lei, the motivation for safety
grew and awards were given for
any exemplary safe practice. We
arranged with the two safety guys
on site to train them with IOSH
managing safely, which they did
in their own time, both are still
doing very well for themselves
in the safety industry, the project
won the global safety award for the
manager of the partnering company,
the client actively participated in
the scheme giving fuel vouchers
on a monthly basis, the recipe
for this success …motivation and
training, giving a knowledge base
to build on. The project completed
with no recordable accidents and
workers had additional certification
and awareness for their next
employment. A big success for very
little outlay, and motivation for HSE
for the Romanian workforce.
B. SWEDEN,
(CURRENT PROJECT)
This project in comparison is more
safety aware, and risk assessments
are completed on a weekly and
daily basis, work at height training
is given as a matter of course to
all new employees as well as a
comprehensive induction from the
company I am consulting for and the
Romania
client, all of the guys are compliant
to the safe systems of work and
with training and communication
the supervisors are now writing
the weekly risk assessments . An
additional motivation for safe
work practices is an initiative
called ”Zero for Heroes” whereby
workers can nominate individuals
Regular toolbox
talks at the start
of the week
or shift gives
information to
the workers
or groups and charities who require
assistance and following 28 days
on the project without accident or
incident, the project will donate to
whatever cause is nominated, this
month being a young boy with a
debilitating illness who requires
specialist equipment to aid with his
rehabilitation. In house training
on the project is usually completed
over lunchtimes, with the project
supplying lunch.
8 An appointed HSE
representative from the
workforce gives direct information
from management and safety
meetings and more importantly
provides feedback from the
workforce. With regard to training
needs the operatives will be more
motivated by relevant training they
have requested.
Having relocated to Romania from
the UK three years ago, I have seen
the motivation for change and
development of a positive health and
safety culture from the Romanian
people and going forward, I believe
that Romania’s integration into the
EU will provide the legislation for
Romanian organisations to develop
and flourish 
85
 Romania
EXPERTS PLATFORM
ABOUT
FIRE
PREVENTION
W e know, of course, that the fire safety
of a building is mainly determined
by the design method, the quality and
characteristics of the construction materials
of which it is built, by the existence and
proper functioning of the fire defense
means with which it is endowed, by the
thermal load, by the activities carried out
COLONEL inside it, by marking and keeping the ways
(R) ENG. of evacuation access for intervention free
DAN-AUREL and accessible, and, last but not least, by the
SIMIONESCU level of training of the staff and the users
in the field of fire defense and emergency
situations.
We also know that the products in the
field of fire defense with which the
constructions are endowed, as well as the
services which are provided in this segment
of activity by the commercial companies
in the field must comply with the quality,
performance and requirement parameters
so that it should ensure an appropriate
protection of the buildings and of their
users.
We can also imagine the fact that, in case
of occurrence of a fire, the equipment
and substances used by the firemen must
be efficient and safe so that they should
contribute to a fast extinction and a
reduction of damages. Namely, to function
safely and correctly, at designed parameters,
and the personal protective equipment,
either we refer to helmets, suits, boots,
gloves, breathing devices, ropes, small
cords, and so on, to diminish or even
remove the possibility of injury of the staff
in mission.
86
EXPERTS PLATFORM
Last, but not least, as a taxpayer citizen, it
is very important and comfortable to know
that you are safe in a showroom or in a
mall, in a restaurant, club or disco, on a
train where you are in the sleeping car and
which runs at high speed during nighttime,
to know that in the school or kindergarten
where your child learns and which has been
recently refurbished and modernized, the
fire proofing of flammable construction
elements has been efficiently made and that
the fire extinguishers, the detectors and the
fire signaling system work appropriately,
that for the block of flats where you live,
recently thermally rehabilitated, they have
used materials which are not flammable,
do not allow fire propagation, and, so, do
not put your family or goods in danger,
that in the very high building where your
office is and you go every day, you are safe
and that when you are in your private car
on a mountain road and an engine fire
occurs, for example, you can rely on the
fire extinguisher in the trunk which you
know how to use and which will help you to
extinguish the fire quickly and to continue
your holiday.
And in order to find a solution for all these
issues or wishes only briefly listed above, as
well as for many others related to them and
to have trust among the population that
you are safe wherever you are, the essential
actors involved in the protection field must
do their job, namely, synthetically:
the inspectorates for emergency
situations should rigorously fulfill
their duties in the endorsement-
authorization field related to fire safety,
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 Romania
Studies and
events have
shown that
the users did
not know how
to behave in
case of fire in a
public building
the prevention control, the
supervision audit of the persons
authorized to carry out activities
in the field of fire defense, the
supervision of the market of
products for constructions in
the category of fixed firefighting
equipment and the initiation and
implementation of preventive
public information campaigns;
the designers of the buildings
should include in the designs
all the fire defense measures,
Colonel (r) Eng. Dan-Aurel SIMIONESCU
88
EXPERTS PLATFORM
and the contractors of the how to behave in case of occurrence
construction works should put
all the details of the designs into
of a fire when they are in a public
building. The public building may
practice; be a hotel, mall, hospital, church,
the administrators/managers of
museum, theater/film/concert
hall, club, disco, stadium, etc. And
economic operators/institutions
should fulfill their obligations
the most important thing is to
according to the regulations in
know how they should evacuate
themselves.
the fire defense field;
And as we all enter public buildings
the users should know and fulfill every day, I recommend and insist
the obligations they have in the
fire defense field.
on the need of getting familiar with
the evacuation way to be followed
in case of fire which, in many
And as I mentioned the users, I
situations, is not the same as that of
consider that they should become
entry into the building, but it is in
more responsible, more careful and
direct relation with our positioning
concerned about knowing the basic
in the construction at a given
protection rules when they are in
moment. And, in all the cases, it is
various categories of buildings in
important not to panic regardless
which they enter. The rules and
of the event occurring, which may
measures of occupational health and
be even a banal power failure and
safety and of behavior and action
to remember the fact that we have
in case of fire/emergency situations
a smart phone in our pocket, with
specific to the workplace are
the lantern function, which can get
probably known, but recent studies
us out of the trouble, helping us to
and some events occurred have
evacuate ourselves safely 
shown that the users did not know
 Romania
EXPERTS PLATFORM
CREATING A PROACTIVE
HSE CULTURE IN ROMANIA
We can increase fire safety during
operation without additional costs by
creating a proactive organizational
HSE culture in Romania
ANY FIRE PROTECTION MUST
BE EFFICIENT AND REAL!
Any discussion about ensuring
a certain level of fire protection
must -mandatorily - start with the
clarification of two terms:
What does an efficient fire
protection mean?
What does a real fire protection
mean?
THE EFFICIENCY is a conceptual
problem and it depends on:
the minimum level generally
accepted and legally imposed at
national level, with the direct
relation between this level and
the organization of the respective
company (economic, social
concept, financial power, etc.).
the level of requirement of the
Insurer;
90
Shall be established by the Designer
and the Insurer.
THE REALITY is a practical
problem and it depends on:
the correct realization of the
entire designed concept of fire
safety approved by the competent
bodies’
the preservation of its permanent
and perfect functionality during
operation.
Shall be established by the
Beneficiary and the Insurer.
As the level of fire safety
requirements varies from one
country to the other (depending
on the economic power and
national priorities), it results that
the compliance with the national
requirements in the field lead to
an own national level of fire safety
which does not imply - automatically
- the achievement of the most
efficient solution possible. Thus, due
to its weaker economic power, the
level of requirement of fire safety in
Romania is at a more reduced value.
EXPERTS PLATFORM
ARH. HORIA MIHAI
NICOLESCU
PRESIDENT OF
SIGURA GROUP,
VICE‑PRESIDENT
OF ASI
WHAT IS A FULL, WELL
ARTICULATED, EFFICIENT
AND REAL FIRE PROTECTION
COMPOSED OF?
This is much more than the sum
of national legal requirements and
it incorporates three directions of
activity:
1 Structural (passive) protection
with measures related to the
building, of passive type.
2 Technical (active) protection
with measures which are
related to the technological systems
implemented, of active type
3 The organizational protection
(procedures and trainings),
with measures which are related to
the implementation in the people’s
behavior of a coherent and efficient
concept of fire safety in order to
avoid human error. This direction
represents – in fact- the control
of the efficient implementation of
EXPERTS PLATFORM
the first two directions and it is an
integral part of the implementation
process of an efficient and proactive
organizational culture of fire safety!
WHAT CAN WE DO TO
INCREASE THE LEVEL OF FIRE
SAFETY DURING OPERATION
IN ROMANIA?
At present, in Romania there is:
1 a reserved mentality to invest
in fire safety due to the wrong
attitude of the Insurers in Romania
related to this topic and which also
has as a consecutive effect
2 the habit of not allocating
enough money for the initial
investment in the fire safety for a
building;
3 a reduced concern given to the
training of the people in the
operation period in order to form a
proactive organizational fire safety
culture
That is why, at present, the only
current solution for improving the
efficiency of the level of fire safety
during operation is:
A the change of the action
paradigm of all those involved:
Maximum initial level of fire safety, real and efficient
100%
operational measures
technical measures
constructive measures
0 Warranty expiring after two years
Fig.2 The compensation of the reduced efficiency in
time of the constructive and technical measures by
maintenance to date, the permanent increase and
improvement of the content of the operational measures.
Fig. 1 Compensation approach of operational
measures compared to the rest
SPC
PROPOSAL
operational measures
technical measures
constructive measures
Designer / Insurer / Beneficiary
/ Lawmaker
B the recalibration of the shares
of the three categories of
measures which form the fire
safety, with an emphasis on the
operational measures. It results
a new approach of the fire safety
content, with an emphasis on
operational measures.
This way, if we cannot afford
Corrective maintenance
Time
Romania
level of requirements NFPA
level of
requirements
P 118
at the national level to invest in
the constructive and technical
measures as much as the developed
countries invest (see P-118 vs.
NFPA), we can– in exchange– invest
in a compensatory manner in the
operational measures (figure 1), a
solution which presents a number of
advantages which are not negligible
at all:
c. have costs close to zero compared
to the constructive or technical
measures;
d. they do not occur at the
beginning of the initial investment,
but they are applied progressively
only during the operation phase
(they do not increase the initial cost
of the investment);
e. they are specific to each separate
situation, at the level of decision
of the Beneficiary, leading to the
optimal adaptation of the fire safety
measures to the real situation in the
field;
f. they are flexible (adaptable to all
the internal and external changes
which may occur during operation).
Thus, they always remain “to date”
compared to the constructive and
technical solutions which become
old and worn out physically and
morally, maintaining the initial level
of fire protection and extending their
validity period (figure 2) 
91
 Romania
ERGONOMICS
IN THE WORKPLACE
In the last years in Romania it is a
higher interest in prevention and
control of occupational diseases, and
more and more companies are willing
to implement ergonomics processes to
improve not only the safety at work but
also the health, comfort and wellbeing
of the employees.
Ergonomics, also known as human
factors, is the scientific discipline that
we use to seek understanding and
improve the human interaction with
products, equipment, environments
and systems. The Greek form of the
word is broken into Ergo (Work) and
Nomos (Laws of), and basically means
“the laws of work.”
The main benefits of Ergonomics
in the workplace are: Occupational
injury and illness reduction; Workers
compensation costs containment;
Productivity and quality improvement
and Absenteeism reduction.
Musculoskeletal Disorders or MSDs
are injuries and disorders that affect
the human body’s movement or
musculoskeletal system (muscles,
tendons, ligaments, nerves, discs,
blood vessels, etc.). MSDs are the most
common injuries related to the work
environment.
Risk factors can be found in any
occupation from the manufacturing
site to the office. Everyone needs
to understand that there is a risk of
injury, but there are some definite
risk factors to consider. The potential
for MSDs increases if work activities
and job conditions involves : frequent
manual material handling; exposure
to extreme temperatures; exposure to
excessive vibration; repetitive motions
throughout the work shift; awkward or
stationary work positions; utilization
92
of excessive force or localized pressure
to perform tasks; unnecessary lifting
of heavy and awkward items or
insufficient rest periods.
Musculoskeletal disorders are one of
the most frequent workers claims with
back injuries, one type of MSD, leading
the list.
The constant pressure of working
sometimes more than 8 hours on
a hard, unforgiving surface can
contribute to a variety of problems
– most notably, fatigue. The body
needs to work harder to compensate
for the lack of support, which makes
the muscles tired and the body more
exhausted. The effects are exacerbated
when the worker has to exert force or
complete a repetitive motion over a
long period of time.
Standing for hours, day after day,
not only tires the workers feet but
can also cause permanent damage.
Continuous standing can cause the
joints of bones of the feet to become
misaligned (e.g., cause flat feet) and can
cause inflammation that can lead later
to rheumatism, arthritis or plantar
fasciitis.
Plantar fasciitis is the most common
cause of heel pain. The plantar fascia
is the flat band of tissue (ligament)
that connects the heel bone and the
toes and supports the arch of your
foot. If you strain your plantar fascia,
it gets weak, swollen, and irritated
(inflamed). Then your heel or the
bottom of your foot hurts when you
stand or walk. These can lead to pain
and swelling.
When we have a pain in the heel we
try to protect that part of the body
and the easiest way is to change the
position of our feet to decrease the
EXPERTS PLATFORM
pressure on that area. But changing
the feet from the neutral position
means also a change of posture in the
alignment of the spine, so it can cause
pain and higher risk of injuries to other
parts of the body, like knees, lower
back or neck. All this pains and injuries
can be related with inappropriate shoes
that don’t offer right support for our
feet.
Feet are our foundation and when
the foundation is misaligned it causes
effects throughout the entire body.
75% of the population suffer from over
pronation or excessive supination but
most of us are unaware of our foot type
and how it effects the rest of the body.
Excessive pronation and supination
can cause a number of ailments that
affect the foot, ankle, knees, hips and
back. The most common symptoms of
excessive pronation and supination are:
Arch pain, Heel pain, Flat feet, Corns
and calluses, Ankle sprains, Knee pain,
Hip pain, Back pain
Pronation and supination are bio-
mechanical problems, and are best
treated and prevented waith special
insoles. Choosing the right type of
shoes for your activity, together with
anatomical insoles for your type of arch
of the foot solves in most of the cases
the problem. The shoes and insoles
will keep the foot in a correct position,
distributing the pressure on a bigger
surface and absorbing the shocks.
It is easy to develop a safety or
occupational product but is very hard
to make it comfortable and ergonomic.
Choosing the right footwear with
properly tested insoles is an investment
for the future.
Today’s companies, now more than
ever, have to deal with the health
and wellbeing of their employees.
Employees have to deal with rises in
production rates and the demands on
quality, while employers are trying to
overcome cost reductions 
MADALIN DAVID
TERRITORY SALES MANAGER
ROMANIA & BULGARIA
EJENDALS
 Romania EXPERTS PLATFORM

H&S BEST PRACTICE

FOR USE OF
Mobile Elevating
Working Platforms
MEWPs

What are MEWPs? What you

Mobile Elevating Working Platforms known as MEWP`s, are special designed
need to do
equipment’s designed to lift workers in a position where they can perform The most significant MEWP dangers
various works and finally to bring them back, safely to the ground level. arise from operation and use of the
Operators have died when trapped in the MEWP basket or when the machine machine rather than from their
has overturned. Great care must be taken to select the most appropriate movement as a site vehicle. These
MEWP and ensure that use of the machine is properly planned and managed. hazards must be properly controlled.
In Romania, Mobile elevating platforms fall under statutory technical However, a safe workplace for all vehicle
prescription “PT R1 -2010 - ISCIR collection” and is mandatory be authorized operations needs be established by
for functioning before use. separating pedestrians and vehicles and
Operator instruction and training are very important requirements and needs providing hazard-free traffic routes.
to be strictly followed by all involved parties.

MEWPs hazards
Most fatal and serious injuries involving MEWPs arise from:
Entrapment: operator trapped between part of the basket and a fixed structure, e.g.
when maneuvering in confined overhead areas of steelwork. Operators may become
trapped against the platform controls, and if this happens they may not be able to stop
the machine running.
Overturning: the machine may overturn throwing the operator from the basket
Falling: an operator may fall from the basket during work activities
Collision: the vehicle may collide with pedestrians, overhead cables or nearby vehicles
These hazards should be identified within a risk assessment and suitable control measures put in place.

94
EXPERTS PLATFORM
Controlling the risk
It is important to select the right
MEWP for the job and site.
Have a plan for rescuing someone
from a MEWP and practice it –
someone on the ground should know
what to do in an emergency and how
to operate the machine’s ground
controls.
There are a number of precautions
that can reduce the risk from MEWP
hazards. These are:
Confined overhead working:
Brief operators on the dangers,
and the safe system of work to be
followed. If there are overhead
structures against which an
operator could be trapped and
then pushed onto the MEWP
controls, consider selecting a
MEWP that has been designed to
prevent such accidental contact.
MEWPs with shrouded or
otherwise protected controls are
available.
Keeping the platform tidy will
reduce the risk of the operator
tripping or losing balance while
in the basket.
Ground conditions: The platform
should be used on firm and level
ground. Any temporary covers
should be strong enough to
withstand the applied pressure.
Training and competence
MEWP operators should have
attended an operator training course
which can be held by RSVTI (ISCIR
authorized person) and received a
certificate, card or ‘license’.
Inspection, maintenance and examination
A programmed of daily visual checks,
regular inspections and servicing
schedules should be established in
accordance with the manufacturer’s
instructions and the risks associated
with each MEWP.
MARIUS HANGANU - HSE EXPERT
Sources: Health and Safety Executive UK http://www.hse.gov.uk/construction/safetytopics/mewp.htm
Localized ground features,
e.g. trenches, manholes and
uncompact backfill, can all lead
to overturning.
Outriggers: Outriggers must be
extended and chocked before
raising the platform. Spreader
plates may be necessary – check
the equipment manual.
Guardrails: Make sure the work
platform is fitted with effective
guard rails and toe boards.
Arresting falls: if there is still a
risk of people falling
from the platform, a harness with
a short work
restraint lanyard must be secured
to a suitable
manufacturer provided
anchorage point within the
basket to stop the wearer from
getting into a position
where they could fall from the
carrier.
AVOID USING BODY BELTS,
KNOWN ALSO AS SAFETY BELTS.
In case of fall from height, cervical
spine fracture and internal organs
damage may occur in case of a
fall. Hazards associated with body
belts are greatly reduced by the
substitution of body harnesses.
The expiry date of the training
license or card should be checked
(Not to exceed one year)
In addition to formal training for
the type of MEWP, operators should
Operators have the obligation to
report defects or problems and
to mention in the equipment`s
surveillance registry. Reported
problems should be put right quickly
and the MEWP taken out of service
Romania
Body harnesses rather than body
belts are the appropriate form of fall
protection for employees working
on Mobile Elevating Working
Platforms.
Falling objects: barrier off the
area around the platform so that
falling tools or objects do not
strike people below.
Weather: high winds can tilt
platforms and make them
unstable. Read carefully
operating manual for maximum
safe wind speed for operation.
Storms and snowfalls can also
damage platforms. Inspect the
platform before use after severe
weather.
Handling materials: if used to
install materials check the weight
and dimensions of materials and
consider any manual handling
and load distribution issues.
You may need additional lifting
equipment to transport materials
to the work position.
Nearby hazards: do not operate a
MEWP close to overhead cables
or other dangerous machinery,
or allow any part of the arm to
protrude into a traffic route.
have familiarization training on the
controls and operation of the specific
make and model of MEWP they are
using.
if the item is safety critical.
The MEWP must be thoroughly
examined by a competent person or
in accordance with an examination
scheme drawn up by statutory law 
95
 ECHIPAMENTE INDIVIDUALE DE PROTECTIE

CU ROFA MERGETI LA SIGUR. VENIM IN INTAMPINAREA SITUATIILOR RISCANTE DIN

DIVERSE DOMENII DE ACTIVITATE CU ECHIPAMENTE DE CEA MAI BUNA CALITATE, CARE NU SUNT
DOAR CONFORME CU CERINTELE STANDARDELOR IN VIGOARE, CI DEPASESC SIMTITOR
VALORILE CERUTE DE ACESTEA.

Echipamentele incadrate la cea mai inalta categorie – in clasa a III a de protectie, cum ar fi, de exemplu,
echipamentele de protectie rezistente la arc electric, se conformeaza prevederilor Directivei 89/686/EWG
si se supun unui audit anual din partea institutului de certificare.

Produsele rofa din aceasta categorie sunt auditate de DEKRA Exam GmbH. Astfel se certifica conformitatea
cu prevederile standardelor de-a lungul anilor. Marcajul de conformitate CE certifica respectarea prevederilor
legale, declaratiei de conformitate si concordanta echipamentelor de serie cu mostra martor.

Produsele rofa sunt create conform standardelor tehnice de ultima ora pentru a raspunde celor mai stricte
exigente. Recertificarea echipamentelor are loc o data la 5 ani. Astfel se asigura adaptarea echipamentelor
deja certificate la cerintele actualizate ale standardelor.

rofa verifica in laboratorul propriu atat tesaturile si produsele finite cat si accesoriile achizitionate de la
furnizori, in conditii de spalare si uscare industriala atat in centrifuga cat si in tunel de vant. Prin aceasta,
se asigura continuitatea calitatii ridicate a produselor, a intregului proces de fabricatie.

La rofa, o echipa extrem de experimentata si competenta va sta la dispozitie pentru a va asista in alegerea
adecvata a imbracamintii de lucru si echipamentelor individuale de protectie, reparatiile acestora conform
cu cerintele standardelor si aplicarea elementelor de personalizare.
 EXPERTS PLATFORM

GO FOR ZERO
ACCIDENTS

According to Eurostat, 2.5 million non-fatal

(minimum 4 days absence) and 3515 fatal
workplace accidents occurred in the European
Union and United Kingdom in 2012. Although
accidents in the workplace decreased
significantly versus 2009, both in absolute
numbers and per 100 000 full time workers, the
numbers show there is still room to improve
workplace safety and reduce the number of
workplace accidents.

M
anaging safety risks to prevent workplace
accidents from happening is both a humane
and an economically sound strategy
to protect or even improve company
profitability. Every workplace accident
generates cost, and potentially includes a
severe human toll that impacts morale and
productivity.
THE COST OF WORKPLACE
ACCIDENTS
Every accident can have a severe human
cost, and almost always generates significant
indirect costs. These can include:
time lost by an injured employee
time lost by employees and supervisors
attending the injured employee
clean up and start up of operations
interrupted by the accident
time to hire or to retrain individuals
to temporarily replace the injured
employee
time and cost for repair or replacement
of any damaged equipment or materials
cost of continuing all or part of the
employee’s wages, in addition to
compensation
reduced morale among employees, and
perhaps lower efficiency
increased insurance rates
cost of administrative follow-up and
paperwork
Investing in solutions to manage workplace
safety risks enables companies to control
these costs while protecting or even
improving productivity and profitability.
SAFETY POLICY AND
MANAGEMENT SYSTEM
A safety policy should enable your company
to be compliant with all applicable
workplace safety legislation, and to
emphasize its ambition and commitment
to avoid workplace accidents. It should
include a firm management commitment, a
communications system, a system to ensure

98
EXPERTS PLATFORM
compliance, scheduled inspections
and evaluations, correctional
procedures, training, an accident
investigation procedure and a
procedure to document accidents and
near misses.
When the safety policy is in place, an
evaluation of risk assessment should
be carried out to determine which
safety risks should be addressed first.
Next to the assessment, a continuous
improvement model should be used
to keep evolving to ever better safety
standards, with the ultimate goal
of banning all accidents from the
workplace. Several tools are available
in the market to prevent accidents
from happening, and to support
safety policies.
ACCIDENT PREVENTION
TOOLS
Safety signs
A safety sign is a great solution to
quickly communicate important
information in the workplace.
Easily communicate prohibition,
obligation, caution, evacuation,
fire fighting, emergency and rescue
information. Safety signs enable
you to be compliant with legislative
requirements and, more importantly,
they help to save lives.
Lockout/Tagout
Lockout/Tagout involves the
isolation and inoperability of
the energy supply of industrial
machinery during maintenance.
Lockout/Tagout needs prescribed
operating sequences for each
machine and a definition of roles
and responsibilities. It also involves
an investment in padlocks and in
dedicated devices to block energy
sources in the off-position, and
in shadowboards to organise an
efficient internal distribution of
lockout tools. Lockout/Tagout is used
to prevent injuries such as fractures,
lacerations, amputations, burns and
shocks.
Area marking
Area marking is useful to mark
warehouse sections, loading
docks, forklift areas, traffic lanes,
emergency equipment and safe
walking areas. It is available in
multiple colours for functional
coding in facilities. Area marking
helps prevent accidents caused
by moving objects or reduces
the severity of accidents because
emergency equipment could not be
reached in time.
Pipe marking
Pipe markers quickly communicate
pipe contents and flow direction.
They are available in multiple colour
codes, various sizes and a variation
of pipe marker attachment or carrier
systems. Pipe markers help caution
employees, contractors and the fire
brigade when
using valves or in case of leaks.
Romania
Visual tagging
Visual tagging clearly communicates
the latest equipment inspection and
test statuses on the equipment itself.
It includes a holder with removable
inserts that are designed so
employees can recognise which items
have been inspected and declared fit
for use.
Visual tagging helps avoid accidents
due to malfunctions with forklifts,
ladders, scaffolds, drills, safety
harnesses and other tools and
equipment.
Spill control solutions
Spill control solutions enable fast
and easy disposal of fluids to prevent
them from spreading on the work
floor or to avoid polluting the
environment. They are available as
dry granules or in a variety of shapes.
Spill control can be used to prevent
slips and falls in the workplace.
There are many companies that
can offer some or more of the
above products, where others
share expertise and worldwide
best practices or offer professional
services to help implement accident
prevention is the workplace, in order
to achieve zero accidents at work 
SIMONA DINCA
TERRITORY SALES MANAGER
ROMANIA AND BULGARIA -
BRADY CORPORATION
99
 Romania EXPERTS PLATFORM

SUSPENSION
TRAUMA
EFFECTS FOLLOWING A FALL FROM HEIGHT

A personal fall protection system comprises at least

a body holding device, i.e. a harness of some type,
a lanyard and a reliable anchor. A well thought-out
system will seek to minimize the effects of any
potential fall. If a fall does occur, that system will
arrest the fall with a limited impact force. At this
stage, the harness (and the rest of the components
in the system) will have stopped the fall, hopefully,
without it causing any injury.
The fall and the arrest of it are only part of the story,
and not necessarily the most dangerous. After the
fall and its arrest comes the suspension phase, when
the casualty either rescues him or herself, if capable,
or awaits rescue by another person or persons. After
a fall, the body is likely to be in a state of shock. If
the casualty is badly injured or unconscious, there
is unlikely to be any movement of the legs and there
can be serious consequences. The orientation of
the body and the comfort of the suspended person,
determined to a large extent by the design of the
harness and the position of its attachment point to
the system, also play their part in the outcome.
This review looks at the potential problems of the
suspension phase of a fall and gives background
information to assist the reader, raises issues
for discussion and will help the reader give
recommendations for further work at height
practices and requirements for robust rescue
planning.

ORTHOSTATIC SYNDROME AND

ORTHOSTATIC SYNCOPE (HARNESS/
SUSPENTION TRAUMA)
Orthostatic syndrome and its causes are well known
in the medical field. Standing up quickly or for
periods without moving can cause a person to feel
dizzy, nauseous, to have hot flushes and unusual
sweating and to faint. When fainting occurs in this
kind of situation it is known as orthostatic syncope.
Orthostatic syncope is quite common and is said to
be related to the current state of evolution of the
human being, in that we have not yet totally adapted
to standing upright. In certain circumstances, the
effects can be serious and can lead to death.
A well-known example of orthostatic syncope is that
of the soldier who faints while stood to attention for
any length of time. The moment the soldier loses
consciousness, he collapses and becomes horizontal.

100
EXPERTS PLATFORM
Therefore, the time spent in a
vertical position while unconscious
is minimal. This has a significant
bearing on the result of the collapse.
Assuming no injuries caused during
the collapse of the soldier, return to
consciousness will ensue quickly and
recovery is likely to be rapid.
If a person is suspended in a harness
in a situation in which the legs are
immobile, for example, due to injury
after a fall, there is no such “natural”
move to the horizontal. The time
spent in this unmoving suspended
position, with the legs below the
heart can have fatal consequences.
The fundamental cause of orthostatic
syncope seems to be venous pooling.
Venous pooling
Venous pooling is the accumulation
of blood in the veins (typically in the
legs) due to gravity. Some venous
pooling when a person is stood up is
normal. Muscular action in moving
the limbs, together with one-way
valves in the veins, normally assists
the return of blood in the veins back
to the heart. If the legs are completely
immobile, these “muscle pumps” do
not operate and an excess of blood
accumulates in the veins, which are
capable of considerable expansion
and, therefore, considerable capacity.
Retention of blood in the venous
system reduces the circulating blood
volume available to the heart. Thus,
the circulatory system is disturbed.
During excessive venous pooling,
cardiac output and arterial pressure
fall, which may critically reduce
the quantity and/or the quality of
(oxygenated) blood flowing to the
brain and precipitate syncope. To
demonstrate venous pooling simply
stand barefoot in a static position and
observe the veins in the feet start to
fill and swell, movement of the legs
will cause the swelling to return to
normal
Syncope
A common term for syncope is
fainting. Syncope is described as the
GRAHAM HICKS - MIIRSM, GRAD IOSH, DIP RSA, ACIEH, HICKS SAFETY AND CONSULTING, PLOIESTI
TEL +40 720439724, E MAIL HSE.HICKSON@BTINTERNET.COM, WEB HICKSAFETY.CO.UK
temporary loss of consciousness and
postural tone (balance and ability to
stand) due to a decrease in the quality
and/or quantity of blood flow to the
brain. The brain is not good at coping
with low blood oxygen or low glucose
levels and, in such circumstances,
syncope can occur. The warning
symptoms that are given before
syncope, such as palpitations, nausea,
dizziness, sweating and confusion
are known as pre-syncope. When a
person is upright, for example, stood
up or suspended in a harness, blood
has to be forced against gravity to the
head, which requires special blood
pressure regulation. The body does
not take kindly to anything that
interferes with its blood circulatory
system, such as venous pooling,
and sets off a series of intended
compensatory reactions at the first
signs of any imbalance, the result of
which are the symptoms experienced
in pre-syncope. The body is now in a
state of (orthostatic) shock.
Further effects
Loss of consciousness assures that
a suspended person will not be
moving his or her limbs, so venous
pooling will increase, which will in
turn reduce the circulating blood
volume even further. In addition, any
restrictions of the femoral arteries
and veins caused by the harness
straps could be a contributory
factor to venous pooling. Thus, the
detrimental effects are increased.
These include not only a potentially
fatal reduced blood flow to the
brain, but also the effect on other
vital organs, such as the kidneys.
The kidneys are also very sensitive
to blood oxygen levels and renal
failure as a result of excessive venous
pooling is a real possibility. Unless
the casualty is rescued very quickly
and unless the rescuers follow a
particular procedure, the effects
of venous pooling and syncope are
likely to lead to death, as the brain
and kidneys are deprived of vital
oxygen. Moving the casualty quickly
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into a horizontal position, a natural
reaction, is likely to cause a massive
return of deoxygenated (and possibly
toxic) blood to the heart, which is
unable to cope, causing cardiac arrest.
Tolerance to the effects of orthostasis
appears to vary between individuals.
However, evidence shows that given
sufficient time, orthostatic shock,
pre-syncopal effects and syncope
will occur The onset of these
effects can be exacerbated by various
factors. These include the shock of
experiencing the event that caused
them to be suspended and immobile
in the first place, the injuries suffered
by the casualty, their harness comfort
level, and possibly their psychological
state.
Post Rescue
(Reflow Syndrome)
Death can occur during or just after
rescue caused by the casualty being
moved to a horizontal position,
resulting in a massive return of
venous blood to the heart, which
is unable to cope and fails (cardiac
arrest). It is possible that the unusual
level of toxins in the venous blood
plays a part in the effect on the heart.
Death can also occur sometime after
rescue, due to renal failure. This is
caused by the lack of blood oxygen
to the kidneys due to the effects of
venous pooling. The underlying
causes of suspension trauma are
examined by referring to the findings
of the literature already reviewed and
other literature.
Self Rescue
There are many products on the
market that can be attached to a
harness as well as harnesses with
rescue systems built in, typically
webbing that allows the suspended
person to stand using foot loops. In
the event of this not being available
bringing the knees up to the torso
will reduce the onset of venous
pooling, contracting and relaxing the
muscles within the legs may also slow
the pooling process 
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GABRIELA
ALINA
ROTARU
QSE MANAGER
NUTRE FARMING

F
or most of us, when you think
about farming you remember
about large fields with grains
and grandparents’ yard. At
Nutre Farming we are talking
about cultivation of more
than 18,000 ha, so things have
different dimensions. We are
talking about agriculture,
based on rigorous culture
planning, keeping count of
soil quality, crop rotation,
technological processes,
equipment, risks that may
appear and other specific
needs.
From health and safety
point of view, farming is a
challenging activity with
high risks, taking into
consideration working
environment, operational
processes, machines and

HEALTH AND employees. All of them aren’t

easy to control areas, so people
are doing their jobs in tough
VITALITY GOES conditions, especially during
campaigns. Another aspect is

THROUGH THE large number of authorization,

which has to be obtained
in order to perform your

STOMACH activities. Yes, this means that

each year, we receive often
visits and controls from local
HOW TO AUTHORIZE A CANTEEN inspectors, in order to check
how we are meeting legal

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EXPERTS PLATFORM
requirements. And yes, sometimes it
happens to receive penalties.
In October 2016, we received
penalties from DSV because we
had an internal canteen, which
wasn’t authorized. At the end of that
control, canteen was closed and we
had to choose: either we give up this
project or we are going to do it by
the book. Nutre Farming stood up to
initial decision and decided to invest
to a new canteen. For this project
we had in mind only our employees,
to give them a hot meal in order to
make more easy working conditions.
Decision has been taken, a mixt
team has been formed and we started
developing project specifications
with all needed steps. Who is
interested what are major actions
in order to open a canteen for his
employees, he should know that
he has to add a new CAEN code
for this type of activity. Also he
has to submit need documents
to Public Health office: technical
report, framing plan, sketch with
structure details, statement on the
legal possession of space, statement
regarding hygiene conditions,
urban certificate if building suffers
changes. For the beginning will be
obtained and operation notice, after
that with the same file completed
with operation notice as well, can be
obtained operating permit.
For ANSVSA permit, you have to
prepare a similar file, but next to that
you have to make sure that you meet
other specification that will assure
that people health is not put to risks.
Major aspects for this area are: to
assure a feasible cleaning program,
pest control programs, hygiene
programs checked by sanitation tests,
temperature control with calibrated
thermometers, documents outlining
traceability.
We didn’t meet conditions for
fire prevention permits, anyhow
we established safety measures as
well: permanent light signaling,
GABRIELA ALINA ROTARU - QSE MANAGER NUTRE FARMING
extinguishers, alarm system in case
of fire.
For environmental area: for waste
collection, it is needed external
contract with authorized company
for collecting animal and non-
animal waste. In order to assure
proper waste collection it is needed:
five europubes for food waste with
special pedal (brown - biodegradable
scrap, gray - residual and metallic
waste, blue - paper and cardboard,
green - glass, yellow - plastic);
stainless steel pedal pubes to be
used inside cooking area, oil waste
collector, grease skins and bones
waste separator, refrigerated
container for meat waste. Also there
must be a collection for water waste
disposal and there are enough drains
and leaks.
From technical point of view, you
have to make sure that PRAM
measurements are done and also
ISCIR approval for heating system.
As health and safety norms, next
to working equipment, that has to
have different colors for cooking
personal compared with responsible
people for cleaning, an important
part is to have proper sanitary ware.
Cleaning products must be for
catering and food industry activities.
Must be cleaned not only working
surfaces, but proper cleaning must
be assured for vegetables and eggs,
where are used different type of
detergents. Also, a detail attention
to recipients used for cleaning, so
there must be a minimum 3 types
of double mop divided bucket: red
for bathrooms meaning that toxic
products are used, green for cooking
area meaning that cleaning is done
with nontoxic products, blue for
hall or dressing room, meaning
that neutral cleaning products are
used. Always use a double mop
bucket, in order to make sure that
cleaning water does not become a
contamination source. Second “must”
is to have different mops for men and
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women bathrooms; women are more
sensitive to men germs, we want to
prevent undesired contamination.
For kitchen facilities have purchased
stainless steel furniture and
professional cooking machines.
From health and safety point of
view, one of most important part
of utilities is proper number of
stainless steel washbasins, we have
eight: one to row material room to
first preparation of vegetable and
seven stainless steel washbasins
to cooking area (for the staff foot
operated washer, double washbasin
for fish and meat, double washbasin
for vegetables and eggs, double
washbasins for dishes).
We should not forget about people,
who have to attend hygiene
courses and run special medical
examinations.
Very few people will actual serve
lunch to canteen, because most of
them will be on the field. So we had
to find a solution to transport food to
the working place. For that, a proper
and cost effective solution was to
use termoboxes with controlled
temperature in order to keep the
food hot and good to be served.
If you are wandering what will be
the costs to all that: for start-up it
will be around 30,000 Euro, and for
one year around 100,000 Euro. Does
it worth it? From our point of view,
yes – because we have control on
food quality, ingredients, preparation
process, transportation – in order
to make sure everything is good
quality. For us, it was better than
catering.
Now that you have already a business
plan, take a cooking book and start
doing the job and prepare the meal!
Do not forget that each day, to pick-
up some samples and store them for
minim 48 hours, recommended 72,
and with an established periodicity
run sanitary tests.
Good appetite! 
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AECOM CATALINA BALAS

Address: 68-72 Polona Street, HSE LEAD ROMANIA AND CE MANAGEMENT SERVICES
Sect 1, Bucharest, RO-010505 Catalina has more than 7 years of senior safety experience and 10 years of combined
construction experience including: Safety Planning; Risk & Hazard Assessments;
Permit, Regulatory & Safety Compliance; Risk Analysis & Mitigation Plans; KPI,
Metrics, Lag/Lead, Project & Progress Reporting; Site Inspections, HSE Audits &
Investigations; Client Relations & Communications; Subcontractor Training.
EDUCATIONAL QUALIFICATIONS AND CERTIFICATIONS
Technical University of Cluj Napoca: H&S Risk Assesor
Aurel Vlaicu University: Bachelor’s Degree in Economic Engineering
Ministry of Labour, Family and Social Protection: Health & Safety Coordinator
MRC: Auditor for H&S Systems in accordance with SR OHSAS 18 001:2008; SR EN ISO 19011:2003

AIRLIQUIDE ROMANIA SORIN POPA

Address: 18 Mircea Eliade HSEQ MANAGER
Street, Sect. 1, Bucharest Area of specialty: Thermal Machines Engineer
Education and professional background: Technical University, Master Management
of the Health, Safety and Labor Relations, HSE Auditor

ALRO SLATINA BARBU ANTON

Address: 116 Pitesti Street, HSE MANAGER
Slatina, Olt Specialization field: Chemist engineer – U.P.B. Faculty of Chemical Technology;
Tel: +(40)249 431901 Master’s degree: U.P.B. School of Post-university Academic Studies;
Education and professional training: Work protection specialty inspector – PROTEM
SSM CONSULTING S.R.L. Bucharest; Certificate of Graduation of Post-University
Courses – 240 hours - Assessment of injury risks and occupational illness - University
of Petrosani; External auditor in the occupational health and safety field - University of Petrosani;
Technical executive with duties in the fire prevention and extinction field – F.E.D.S.C. “C. Brancoveanu”
Simian; HSE Coordinator. (Coordination of HSE activities on temporary and mobile sites) – I.N.C.D.P.M.
Alexandru Darabont Bucharest; Certification in management – Institute of Public Administration and
Affairs in Bucharest.

ALSTOM TRANSPORT VIOREL BADEA

Address: 32 Razoare Street, ENVIRONMENT, HEALTH & SAFETY (EHS) MANAGER
2nd Floor, Sect. 6, Bucharest Area of specialty: Health and Safety, Environment, Management Systems
Tel: +(40)21 2721700 Professional distinctions, awards and recognition: EHS expert & auditor, Risk
Fax: +(40)21 3185503 assessment
Education and professional background: Licence in Mechanical Engineering, Risk
Assessment, Health &Safety Audit - Post Graduated Course, Management Systems
Auditor/ Lead Auditor (Based on OHSAS 18001)

AMROMCO ENERGY MADALINA GOGORICI

Address: 152 K Republicii HSEQ MANAGER
Boulevard, Ploiesti Madalina Gogorici has an experience of 20 years in HSE field, playing different roles
Tel: +(40)244 512361 mainly in Oil& Gas industry (up-stream and down-stream, petro-chemistry). Is acting
Website: www.amromco.com as HSEQ Manager in Amromco Energy since 2007, contributing to the development
Email: office@amromco.com of a sound HSEQ management system.
Madalina Gogorici graduated from the Faculty of Chemistry at University of Bucharest,
has a master degree in Ecology and Sustainable Development, and is an alumnus of various postgraduate
programs in Occupational health and safety. She is NEBOSH certified in International health and safety,
Hydrogen Sulfide Instructor, and Auditor for Integrated Management Systems. She is a Member of HSE
Europe – Health, Safety and Environmental Professional Community.

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AUTOLIV ROMANIA MARIUS TIPURITA

Address: 8 Bucegi Street, Brasov HEALTH AND SAFETY MANAGER
Tel: +(40)268 508100, Marius Tipurita is responsible for Health & Safey within the Autoliv Romania
+(40)268 508388 divisions. His background is in mechanical engineering and all his working experience
Website: www.autoliv.com is related to technical and operational activities. Some other special trainings and
authorizations, excepting the university graduating status, are related to Health &
Safety, pyrotechnic and ATEX.

MIHAELA LICHIARDOPOL
ENVIRONMENT& EMERGENCY SITUATION
OFFICER ART(AUTOLIV ROMANIATOTAL)
Area of specialty: Environment &Emergency Situation
Professional distinctions, awards and recognition: Environment Specialist, Environment
Auditor for ISO 14001, OH SAS 18001 Auditor
Education and professional background: Transylvania University Brasov

BLACK SEA OIL & GAS CRISTIAN OLTEANU

Address: 175 Calea Floreasca, Cristian Olteanu joined Black Sea Oil & Gas in May 2016 as HSE Manager, being
10 th Floor, Sect. 1, Bucharest responsible for developing company’s HSE Management System and coordinating
Tel: +(40)212 313256 the company’s health, safety and environmental functions. Cristian has more than
Website: www.blackseaog.com 25 years of HSE experience in the offshore oil & gas sector. He started his career in
Email: office@blackseaog.com 1990 with Petromar Constanta as a mechanical engineer and held various positions in
maintenance and operations field of activities. In 2005, Cristian joined the HSE Team
of OMV Petrom, and became HSE Office Manager in Petromar. Between 2011 and
2013 he activated in OMV Tunisia as Senior HSE Manager for Non-Operated Joint Ventures (Serept and
TPS). In late 2013, he rejoined OMV Petrom as HSE & Risk Manager for Black Sea Development Business
Unit (Neptune Deepwater Block), from where he moved to Diamond Offshore Drilling International
Romanian Team, the drilling contractor of ExxonMobil for Neptune Deepwater Block Drilling in early
2014. Cristian is a graduate in Mechanical Engineering from Iasi Gh. Asachi Polytechnic University,
Romania, holds a Master’s Degree in OH&S Risk Assessment and Management and a NEBOSH IGC
and OGC Certification, as well as an IDOSH Diploma. He attended many trainings covering various
HSE subjects.

BRENNTAG RALUCA PINTEA

Address: 1 Garii Street, REGIONAL HSE COORDINATOR IN CEE REGION
Chiajna, Bucharest Raluca Pîntea currently holds the position of Regional HSE Coordinator in CEE
Tel: +(40)214 360493 Region of the Brenntag company. After 5 years working in Sales Department, in
Website: www.brenntag.ro 2013 she moved from Sales Manager to HSE Manager, out of curiosity and a desire
Email: info@brenntag.ro for a challenge. Her area of expertise consists of, but is not limited to chemicals –
prevention of accidents related to and intervention in chemical-related issues. Her
activity in 2016 was rewarded with the Brenntag Outstanding Safety Performance
Award, both at a local and on a Regional level.

CARGILL ROMANIA MIHAELA FLORINA TAMPU

Address: 11-15 Tipografilor EHS MANAGER ROMANIA
Street, A2 Building, 2nd With over 10 years of experience as Manager and Auditor of the Integrated Quality,
Floor, Sect. 1, Bucharest Environment, Occupational Health and Safety Management System (ISO 9001,
Tel: +(40)21 2031024 ISO 14001, ISO 18001) and Safety Advisor for ADR (hazardous waste) transport,
Website: www.cargill.ro she coordinated in this position the Q&HSE Compartment in greening projects,
www.cargill.com construction and civil engineering projects and water distribution and transport
systems, petroleum products, compressing stations. Mihaela Tampu is currently
the EHS Manager Romania of Cargill, being in charge with implementing the EHS programmes and
strategies in Cargill locations.

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CHIMCOMPLEX BORZESTI GABRIELA BADELITA

Address: 3 Industriilor CHIEF OF INTERNAL PREVENTION AND PROTECTION SERVICE
Street, Onesti, Bacau The work of health and safety in Chimcomplex k is ensured by the Internal Prevention
Tel: +(40)234 302250 and Protection Service under the subordination of the Director General. The Head of
the Internal Prevention and Protection Service, Ing. Gabriela BADELITA is a graduate
of the Faculty of industrial chemistry. The also graduated the occupational safety and
health occupation training course and postgraduate course in health and safety at work.

CIECH SODA ROMANIA (CSR) PH.D. ANCA GOLGOJAN

Address: 2 Uzinei Street, Ramnicu HSEQ DIRECTOR
Valcea, Valcea, RO-240050 HSEQ department in CSR is an important ring in company structure. For CSR
Tel: +(40)250 731852 management and for all company Ciech SA Poland (we are a part of this multinational
Fax: +(40)250 733382 chemistry group) employees are on the first place and orientation towards people. Our
Website: www.ciechgroup.com development is based by a strong responsibility towards our clients, shareholder and
Email: csr@ciechgroup.com employees, beside employees health and security, beside the environment and community.

FREELANCER HSEQ SPECIALIST CONSTANTIN POPA

HSE EXPERT
Area of specialty: Fire Safety and HSE – oil and gas (drilling and refinery), renewables
– wind industry
Professional distinctions, awards and recognition: Nebosh Oil and Gas certificate,
PhD in Energetics – fire safety, accredited trainer and tutor for Nebosh and other
HSE courses, multiple other certificates and awards
Education and professional background: Fire Safety Engineering Faculty – Bucharest, Master in
Mechanical Engineering – UPD, PhD in Energetics- fire safety

HS&E AND FIRE CORNEL MARIUS RADULESCU

PROTECTION EXPERT HS&E AND FIRE PROTECTION EXPERT
Occupational Health and Safety and Emergency Situations Coordinator, Industrial
Health and Safety Leader, Fire Protection Leader
Area of specialty: Chemical Engineer, Occupational Health and Safety Expert
Responsibilities: On Site Visitors & Contractors system owner; Legal Compliance
system owner; Industrial Health, Safety & Hygiene Leader; Thermal Safety system
owner; Emergency Management & Fire Protection Leader; Relation with Authorities.
Education: Trained professional with almost 20 years of experience in safety and fire protection programs.
Bachelor’s degree in Chemistry Engineering and Master’s degree in Occupational Health and Safety
Risk Assessment. Holder of Civil Defense and Fire protection certificates. Certified auditor on ISO
9001, ISO 19011 and ISO 14001. Fully trained & qualified for HS&E programs, IH&S, Fire Protection,
Thermal Safety and other systems.

CORNELIA WORK PROTECTION CORNELIA BOHALTEANU

Addrees: 22 Decebal Street, ADMINISTRATOR
900660, Constanta, Romania Cornelia is a safety professional from Romania, an engineer since 1984 and law
graduate since 2009. For more than 30 years, she sets the standards in safety through
her own consultancy company. Passionate about self growth, Cornelia took a new
challenge by studying at Middlesex University in London and she has also a Master
in Professional Studies.

DANONE P.D.P.A MIHAI FUIOR

Address: 96 Nicolae Canea MANAGER H&S
Street, Sect. 2, Bucharest Area of specialty: health and safety
Professional distinctions, awards and recognition: Wise auditor, 12 Basic Standard
auditor, Lo-To (logout - tagout) specialist. Education and professional background:
technical school.

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DENKSTATT ROMANIA GABRIELA FISTIS

Address: Madrid Street, HSE EXPERT
no.22, Timisoara Gabriela Fistis is an EHS expert and sustainability consultant and she is managing
Tel:+(40)256 434397 Denkstatt Romania. Gabriela Fistis has a bachelor’s degree in chemical engineering
Email: office@denkstatt.ro and a master’s in non-polluting technologies from Polytechnic University of Timisoara.
Website: www.denkstatt.ro Gabriela Fistis has over 10 years’ experience in sustainability consultancy, leading
projects in the field of environmental site assessment, health and safety expertise in
different audits, and she is professional trainer for different Certified EU training
Programs. Actual she is a Certified trainer for `Sustainability Manager training Program`, ”EMS
Manager – training program” and ”EMS Internal Auditor – training program”. She holds Certification
for EMS internal auditor, UNIDO Cleaner Production Expert and she is a Certified Project Manager. She
successful led one of the biggest training program financed by LDV - LeadSUS project – Leadership in
Sustainability – Sustainability Manager (2013-2015). As part of her activities she is supporting companies
and different municipalities in developing more sustainable organizational strategies.

DS SMITH PACKAGING RADU ALEXANDRU

ROMANIA HS AND FACILITIES COORDINATOR
Address: Calea Torontalului DN6 Radu Alexandru is HS and facilities coordinator at DS Smith Packaging Romania SRL
Km7, 300668 Timisoara, Romania since 2008, responsible with the implementation of legal requirements and internal
Tel: +(40)256 308981 standards for occupational safety, loss prevention, fire protection and factory utilities,
Fax: +(40)256 308980 buildings, electrical & civic engineering. Graduate of the University “Politehnica“
Website: www.dssmith.com Timisoara Faculty of Electrical and Power Transmission.

DUNAPACK RAMBOX POPA JENICA CRISTIAN

PRODIMPEX HEALTH AND SAFETY EXPERT
Address: 11 Constructorilor Street, Area of specialty: Health and Safety; Environment; Fire Safety; Facility Management;
Sfantu-Gheorghe, Covasna ISCIR Equipments Management
Website: www.dunapack.ro Education and professional background: Transilvania University Brasov - Economic
Email: rambox@dunapack.ro engineering, Ovidius University Constanta- Public Administration
Tel: +(40)267 336100

ENGIE BUILDING SOLUTIONS ANCA RALUCA PUIU

Address: 60 Ilioara Street, 1st Floor, HSEQ MANAGER
Sect. 3, Bucharest, RO-032126 Area of specialty: Design, installation and execution of heating, ventilation, air
Tel: +(40)21 3110432 conditioning, sanitary, fire, electric (JT) installations for civil and industrial
Website: www.cofely.ro construction. Facility management activities in the field of heating, ventilation, air
Email: office@cofely.ro conditioning, sanitary, electric (JT & MT) and fire protection
Education and professional background: Engineer in Food product technology and
quality control ( “Dunarea de jos” University Galati the Faculty of Food Industry,
Aquaculture and Fisheries - Profile / Specialization: Technology and food control); 2007- Manager
of Quality Management System; 2008 Safety inspector; 2008 Internal Auditor Management Quality
System; 2008 Internal Auditor Management System Occupational Health and Safety Internal auditor for
environmental management system; 2011 Internal Auditor of Integrated Management System OHSAS
18001 Environmental Quality; 2012 Waste management representative (Basics of the national and
European waste law/ Waste directive); 2014 Risk assesser for the safety and health of workers; 2016
Quality manager.

EXPERT PETROLEUM CIPRIAN RUS

Address: DN1, 73-81 Bucharest-
Ploiesti Road, Victoria Business
Park, B3 Building, Bucharest
Website: www.expertpetroleum.com
Email: info@expertpetroleum.com
QHSE MANAGER
Ciprian has a law degree and legal background. Ciprian has more than 13 years of
QHSE experience first with Schlumberger for a large gas field production enhancement
project in Romania, then with Expert Petroleum for the last 8 years. Ciprian leadership
in QHSE has been demonstrated by the excellent QHSE track record of the company.

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F&R WORLDWIDE BOGDAN GUTU

Address: 6 Biserica Floreasca Street, HSE MANAGER
Sect. 2, Bucharest, RO-020322 Bogdan Guțu is HSE Manager at F&R Worldwide. He has over 9 years of experience
Tel: +(40)21 4020441 with operational understanding of risks and processes related to maintaining a safe
Website: www.fandr.ro working environment. His special expertise is HSE coordination for temporary and
Email: office@fandr.ro mobile sites. During his time in the field, he received “Contractor Management in
terms of HSE” diploma from OMV Petrom, E&P, in 2012 and “HSE Hero Trophy”
from OMV Petrom, E&P, for outstanding HSE accomplishments in 2013. He completed a NEBOSH IGC
course and recertified as coordinator for temporary and mobile sites.

FORD ROMANIA ALEXANDRU BURADA

Website: www.ford.ro RISK MANAGER
Email: fordcv@ford.ro With an experience of over 10 years in risk management, Alexandru Burada has been
Tel: +(40)372 516000 since 2014 risk manager for Ford Romania, being responsible for the Safety, Security
and Fire Departments. Starting from an engineering backgound and a masters degree
in safety management, his recommandation came from the excelent results in managing
health and safety for the Ford construciton and installation sites mainly in Romania,
but also for German Ford plants in Cologne and Saarlouis. Personal career development is based equaly
on a set of values such as feedback, transparency, innovative mindset, respect for professional deontology
as well as the knoladge based contribution brought to a permanently changing automotive environment.

FRIESLANDCAMPINA MIRCEA RUS

ROMANIA RISK MANAGER
Address: 2-4 Calea Baciului Area of specialty: Safety Strategy • Safety Leadership • Safety Culture • Organizational
Street, Cluj Napoca, Cluj Development • Change Management • Risk Management • Learning & Development
• Environment • Safety by Design • Training • Industrial Design • Manufacturing.
Education and professional background: Postgraduate studies in entrepreneurship, in
a Romania-Portugal program developed by University of Craiova, Regional Center
for Adult Training Cluj-Napoca and Instituto Universitário de Lisboa ISCTE/AUDAX (2009); Master
degree in quality management – Technical University of Cluj-Napoca (2008-2009); Bachelor Degree in
Industrial Design – Technical University of Cluj-Napoca (2003-2008); Qualified internal auditor ISO
9001 – Calitop Cluj-Napoca (2009); Qualified internal auditor OHSAS 18001 – Calitop Cluj-Napoca
(2012); Qualified internal auditor FSSC 22000 / ISO 14001 / OHSAS 18001 – SGS Romania (2014);
Safety Leadership program FrieslandCampina Academy (2015); Foqus SHE Auditor – FrieslandCampina
Academy (2015); Safety Leadership program – train the trainer – Metafocus (2016).
Professional background: FrieslandCampina Romania, Safety Health & Environment Manager; MR
Safety, Owner – consulting company; Fujikura Automotive Romania, Safety Health & Environment
Responsible, Technical University of Cluj Napoca, CAD Technician.

GEDEON RICHTER ROMANIA MIHAELA TURCU

Address: 99-105 Cuza-Voda St, HEAD OF PREVENTION AND PROTECTION DEPARTMENT
RO-540306, Tirgu-Mures Mrs. Mihaela Turcu, Occupational Health and Safety Expert and Environment
Website: www.gedeon-richter.ro Responsible at Gedeon Richter Romania, has an experience of almost 18 years in the
Tel.: +(40)265 264067 occupational health and safety field, working in two major industries, pharmaceutical
Fax: +(40)265 268875 and retail.

HUNT OIL COMPANY VICTOR VARZAK

OF ROMANIA HSE MANAGER
Address: 19-21 Bucharest-Ploiesti Mr. Victor Varzak is HSE Manager at Hunt Oil Company. He studied at the Politehnica
Road, 4th & 8th Floor, Sect. 1, University of Bucharest. He is an Energy Engineer and has certifications for NEBOSH
Bucharest 013682, Romania IGC & IOGC.
Tel: +(40)212 032410
Fax: +(40)212 322152

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LINDE GAZ ROMANIA DAN BAJALIU

Address: 9A Imbroane SAFETY MANAGER OF LINDE GAZ ROMANIA
Street, Timisoara Coordinating of all activities covered by Safety, Health and Occupational Health –
Website: www.linde-gas.ro development programs, training & education of employees, supervision of working
Email: office@ro.linde-gas.com conditions at workplaces, risk assessments and preventive plans performing, e.t.c.;
Lead Auditor for audits on OHSAS 18001:2007; Lead Investigator for investigations of
incidents; Contractors Management form HSE point of view; Coordinating of MSDS
releasing according to REACH&CLP Regulations.
Education and professional background: Graduated Military Institute “NICOLAE BALCESCU” SIBIU;
Graduate University Of Chemistry SIBIU, degree in chemistry - phisycs
Specialties: Psychopedagogy; Advanced Course for Subunits Leading ( psychological character );
Specialization in Labor Safety; Postgraduate Course for improvement in Labor Safety Specialty, superior
level; Specialization for Emergency, Firefighting and Civil Protection; Specialization Course-Counselor
for Dangerous Goods Transport on Railway; Qualified Person Course – for Medicinal Gases.
Experience: 2003 – present – Safety Manager in SHEQ Department, Linde Gaz Romania; 1995 - 2002
– Officer in Ministry of Defence

ZIMBRUL, NUTRE GROUP GABRIELA ALINA ROTARU

30 Frumoasa Street, Sect. 1, HSE MANAGER
Bucharest, RO-010987 Area of specialty: quality management systems, health and safety management system.
Website: www.nutregroup. Education and professional background: 2008 – 2010 - Faculty of Food Science and
com/en/markets/romania/ Engineering, University “Dunarea de Jos” Galati, Master’s degree, Control and expertise
of foods; 2003 – 2008 – Faculty of Food Sience and Engineering, Univeristy “Dunarea
de Jos” Galati, Bachelor’s degree - Control and expertise of foods

OTELINOX RAZVAN VASILE CIOMARTAN

Address: 16 Gaesti Street, HEALTH, SAFETY & ENVIRONMENT MANAGER
Targoviste, Dambovita, RO-130087 I have been with OTELINOX SA since 2007; Experience in Environment Protection:
Website: www.otelinox.ro 2007 ÷ 2017 (10 years); Head of Environment Protection Team: 2012 ÷ 2017 (5 years);
Health, Safety & Environment Manager: starting from May 2017 (1 month on 31
May 2017).

PHILIP MORRIS ROMANIA GINO LAIOS

Adresa: 83-105 Horia, Closca si MANAGER EHS & SECURITY - ROMANIA & BULGARIA
Crisan Street, Otopeni, Ilfov AT PHILIP MORRIS INTERNATIONAL
Website: www.pmi.com With over 20 years of experience, Gino has been directly involved in a series of
international and local strategic projects in areas of operations, finance, investment,
acquisitions and environment, health, safety and security. He started his career in the
hotel industry, participated to the development and construction of the Philip Morris
factory in Otopeni (Romania) and other Philip Morris factories within Europe and Asia as part of the
management and project teams and also as coordinator from central function. Since 2015, Gino leads
the environment, health, safety and security department of Philip Morris with responsibilities for the
legal entities and markets of Romania and Bulgaria.

POLICOLOR FLORINA LAZAR

Address: 51 Th.Pallady HSE MANAGER
Blvd., Bucharest Education and professional background: Florina Lazar is HSE Manager for more
than 25 years.

UNIVERSAL ALLOY OANA HUTA

CORPORATION EUROPE MANAGER DEPARTAMENT MEDIU SI SSM
Address: 244A Dumbravita, Area of specialty: Health Safety and Environment
Maramures, RO-437145 Education and professional background: Master’s degree in “Environmental Impact
Tel: +(40)262 202330 Assessment” at Universitatea de Nord Baia Mare, H&S Course, Management Course
Website: www.universalalloy.com on Integrated Environmental Management Systems and SSO.
Email: office.ro@universalalloy.com

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ROFA TEXTIL PRODUCT RODICA STEGERAN

Address: 4 Campurilor Street, Arad H&S COORDINATOR
Tel: +(40)357 401829 Area of expertise: Health and safety
Website: www.rofa.ro Professional background: H&S inspector, technical specialist for fire protection

SNGN ROMGAZ CORIN CINDREA

Address: 4 C. I. Motas QHSE DIRECTOR
Square, Medias Mr. Corin Cindrea is the QHSE Director at Romgaz starting with April 2016. He has
Tel: +(40)269 201020 a legal background with a MBA and PhD in natural gas management and engineering
Website: www.romgaz.ro and he is working for Romgaz since 1999. In this period Mr. Cindrea was successively
Email: secretariat@romgaz.ro head of the tender department, development department, marketing department,
restructuring and privatization department and HR director. Between 2012 and
2016, as a CEO and deputy general director for Romgaz, he managed to gain a large understanding of
the company activity and also of the gas and oil industry. He’s skills and knowledge are a big value for
QHSE Romgaz department.

SCHAEFFLER ROMANIA TRANDAFIR CRISTIAN

3 Schaeffler Alley, HEALTH AND SAFETY SPECIALIST
Cristian, Brasov Area of specialty: Risk assessment, Environment, Health and Safety Audit, Contractor
Management and Permit to work, Incidents and accidents investigation.
Education and professional background: Bachelor Degree in Environmental
Engineering, MBA Environment Quality and sustainable development, Postgraduate
course of H&S Risk assessor, H&S Auditor / Lead Auditor ISO 18001, Environment
Management System Auditor / Lead Auditor ISO 14001.
Professional background: Glaxosmithkline Plant, Brasov (2009-2016), Schaeffler Romania, Brasov
(2009-present).

OBEADA GEORGIANA
HEAD OF EHS DEPARTMENT
Area of specialty: Risk assessment, Environment, Health and Safety Audit, Incidents
and accidents investigation, SEVESO guideline
Education: Bachelor in Engineering and Industrial Environmental Protection
MBA in Quality Management; Postgraduate course of H&S Risk assessment and audit
Environment Management System Auditor
Professional background: SCHAEFFLER ROMANIA, Brasov, 2007 - present

SKANSKA ROMANIA IULIAN BADEA

Address: 4 Gara Herastrau HEALTH & SAFETY MANAGER
Street, Green Court SKANSKA CONSTRUCTION ROMANIA
Bucharest, Building Area of specialty : Mechanical engineering
A, Bucharest Education and professional background: Faculty of Mechanical Engineering – Petroleum
Website: www.skanska.ro & Gas University of Ploiesti
Email: office@skanska.ro In health and safety field since 2009
Tel: +(40) 372 301300

MIRCEA BOSIE
EHS MANAGER
SKANSKA PROPERTY ROMANIA
Area of specialty: Health and Safety
Professional distinctions, awards and recognition: NEBOSH certification IGC1, ICC1,
ICC2, Accident Investigator – Ian Langston,
Education and professional background: Technical University “Gheorghe Asachi”,
Iasi, Construction Civil Engineer, Risk Assessor, H&S Coordinator, Internal auditor

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SMITHFIELD FERME
Address: 4 Polona Street, Timisoara
Tel: +(40)256 278 800
Website: www.smithfieldferme.ro
STRABAG
90 Calea 13 Septembrie, 5th
Floor, Room 5.08, Bucharest
Tel: +(40)214 034542
Website: www.strabag.com
WIENERBERGER SISTEME
DE CARAMIZI
Address: 42-44 Bucharest-
Ploiesti Road, Baneasa
Business & Technology Park,
Building A1, Bucharest
Tel: +(40)223 610450
Website: www.wienerberger.ro
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NEBOISA GIURICI
H&S MANAGER AND SAFETY EXPERT
Neboisa has over 10 years experience in dynamic companies with responsibilities in
following areas: health and safety, environmental protection, people development
and trainings. Having as main objective the development and implementation of key
strategies to reduce risks and increase performance. Successful ensured the safety
and well-being of people within the company working environment, including
assistance of the organization to minimize useless exposure to financial, legal and reputation risk
through development and execution of strategic risk mitigation programs.
Professional distinctions, awards and recognition: Raising awareness of employees about the importance of
safety in the workplace have reduced the number of workplace accidents in the past years, reducing costs.
Project accountability of workers called P.O.R.C.(Prevention, Observation, Reporting and Correction)
that it was implemented manage to achieve recognition in the Romanian National Campaign CSR
Awards - 2014 edition winning prize - PRIZE AWARDS NATIONAL CSR; The entire activity of the
Department of Health and Safety at Work in the Smithfield Farms won in 2012 and 2014 distinction
and recognition in the group Smithfield that Health & Safety Sustainability pillar of health and safety
management at work in the “Smithfield Foods Annual Safety Conference 2014” prize “International
Awards For Outstanding Performance In Health & Safety”
Education and professional background: Environmental engineering, USAMVBT- Facultatea de
agricultură, Timisoara; Audit degree, Environmental Auditor SR EN ISO 19011:2011, TUV AUSTRIA
– ROMANIA; Audit degree, Internal Audit Systems for Occupational Health and Safety Management
System according to EN OHSAS 180001:2008 ISO 19011:2011 & EN, TUV AUSTRIA, Timisoara, Hazard
ID and risks assessment universitary degree –Timisoara, 2011; Health and safety inspector degree; Fire
prevention degree
BOGDAN TADIO
HSE SITE CONSTRUCTION MANAGER
HSE professional with over 10 years’ experience in the HSE prevention field, generally
in mega internationally EPC Projects in domains as: Oil&Gas, Energy, Industrial
Construction, Infrastructure/Roads Construction, Civil Construction. Experience
in more key areas such as: leading an EH&S area, work at height, confined spaces,
LockOut TagOut, Scaffolding, formwork, Crane Heavy Lifting, safe excavation, fire
prevention, H2S, hazards and risk analysis, emergency response, incident investigation, vehicle fleet safety,
behavioral safety programs, safety management system development and implementation, and safety
education, training and motivation. Knowledgeable of all applicable rules and regulations concerning
safety procedures and policies, proficient in developing implementing and driving a sustainable safety
culture at any organization level.
Area of specialty: risk prevention in construction industry, specialist in risk assessment/ manage, HSE
training, work at height, confined space, LockOut TagOut, safe excavation, crane heavy lifting, heavy
equipment/machinery, H2S, etc
Professional distinctions, awards and recognition: Award for Excelence - One million man hour’s
worker without a LTA, issued by the United States Embassy Project, Bucharest Romania; HSE Trainer
and Specialist on Practical Safety Prevention at A.R.S.S.M. and U.C.S.S.M.R.;
Education and professional background: U.T.C.B. - Civil engineer degree; Risk Assessment Specialist
- 240hours post university degree; External OHS Auditor – C.P.A.C. Politehnica University; IOSH
Managing Safely - Middlesex University, UK; NEBOSH IGC – SETA trainings, UK; OSHA Construction
Safety & Health Specialist – OSHA Academy, US
GABRIEL BUDEANU
HEALTH AND SAFETY COORDINATOR
Area of specialty: Health and Safety
Professional distinctions, awards and recognition: Gold medal EWS – Coca Cola
HBC Romania
Education and professional background: Oil and Gas University (graduate) UPG Ploiesti;
Autocad 2D & 3D - Design training - Absolute School (2007 - 2007), Bucharest; Health
and Safety coordinator - 80 h - Absolute School, Bucharest (2007 - 2007); ISO 9001,18001,14001 - integrated
systems auditor- Quality , Environment and Health & Safety - Universitatea Politehnica Bucharest (2009
- 2010), Bucharest; Risk assessment specialist - 180 h - Universitatea Politehnica Bucharest (2010 - 2011),
Bucharest; Technical specialist on preventing and extinguishing fires - 120 h - SC HSEQ Consulting
SRL (2011 - 2011), Ploiești; Environment specialist - 80h - SC Bordun Tehnologica SRL (2011 - 2011),
Bucharest; Construction and mobile sites health and safety specialist - 120 h training - SC HSEQ SRL
(2012 - 2012), Ploiești; Ecology and Environment Protection - SC HSEQ SRL (2012 - 2012), Ploiești; Civil
protection specialist - 120 h training - SC Austing SRL - Civil Engineering (2013 - 2013), Bucharest
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INSPECTORATES FOR EMERGENCY SITUATIONS

Institution: INSPECTORATUL GENERAL PENTRU Institution: INSPECTORATUL PENTRU SITUATII DE

SITUATII DE URGENTA URGENTA “CRISANA”AL JUDETULUI BIHOR
City: Bucharest City: ORADEA
Chief inspector: Colonel Daniel-Marian DRAGNE Chief inspector: Colonel Sorin Mihai CABA
Deputy chief inspector for labor relations: Locotenent Deputy chief inspector for labor relations: Colonel Alin
colonel Cristian RADU NEMES
Deputy chief inspector: Colonel Cezar-Mihai DAMIAN Deputy chief inspector: Colonel Gheorghe MARIS
Address: Str. Banu Dumitrache, nr. 46, sector 2, cod postal Address: Str. Avram Iancu, nr. 9, cod postal 410094
023765 Tel: 0259 411212
Tel: 021 2086150 Fax: 0259 430693
Fax: 021 2420990 Email: ijsu@rdsor.ro; ijsu@yahoo.com
Email: igsu@mai.gov.ro; contact@igsu.ro Website: www.isubh.ro
Website: www.igsu.ro
Institution: INSPECTORATUL PENTRU SITUATII DE
Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “SOMES” AL JUDETULUI SATU MARE
URGENTA “BANAT” AL JUDETULUI TIMIS City: SATU MARE
City: TIMISOARA Chief inspector: Colonel Nicolae DIMA
Chief inspector: Locotenent colonel inginer Lucian-Vasile Deputy chief inspector for labor relations: Locotenent
MIHOC colonel Constantin GANEA
Deputy chief inspector for labor relations: Locotenent Deputy chief inspector: Maior Sergiu BUZDUGA
colonel inginer Valentin COLESNIC Address: Str. Fabricii, nr. 35, cod postal 440096
Address: Str. Infratirii, nr. 13, cod postal 300126 Tel: 0261 711212
Tel: 0256 434870 Fax: 0261 768252
Fax: 0256 430615 Email: dispecerat_isusatumare@yahoo.com
Email: office@isutimis.ro Website: www.isusatumare.ro
Website: www.isutimis.ro
Institution: INSPECTORATUL PENTRU SITUATII
Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “GHEORGHE POP DE BASESTI” AL
DE URGENTA “SEMENIC” AL JUDETULUI CARAS- JUDETULUI MARAMURES
SEVERIN City: BAIA MARE
City: RESITA Chief inspector: Colonel Ioan MURESAN
Chief inspector: Locotenent colonel Cristinel CONERU Deputy chief inspector for labor relations: Colonel Ioan
Deputy chief inspector for labor relations: Maior George Ionita SIRB
COZARIUC Deputy chief inspector: Locotenent colonel Florin
Deputy chief inspector: Capitan Ionel TILCA CIORNEA
Address: Str. Castanilor, nr. 123, cod postal 320030 Address: Str. Vasile Lucaciu, nr. 87, cod postal 430322
Tel: 0255 211213 Tel: 0262 211212
Fax: 0255 211137 Fax: 0262 214981
Email: contact@isusemenic.ro Email: pompierimm@rdslink.ro
Website: www.isusemenic.ro Website: www.isumm.ro

Institution: INSPECTORATUL PENTRU SITUATII DE Institution: INSPECTORATUL PENTRU SITUATII DE

URGENTA “VASILE GOLDIS” AL JUDETULUI ARAD URGENTA “POROLISSUM” AL JUDETULUI SALAJ
City: ARAD City: ZALAU
Chief inspector: Locotenent colonel Cristian GARBAU Chief inspector: Colonel Inginer Miron Adrian CHICHISAN
Deputy chief inspector for labor relations: Locotenent Deputy chief inspector for labor relations: Locotenent
colonel Vasile TIGAN colonel inginer Adrian Vasile DOBOCAN
Deputy chief inspector: Colonel Catalin CARAN Deputy chief inspector: Locotenent colonel doctor Sorin
Address: Str. Andrei Saguna, nr. 66-72, cod postal 317426 MURESAN
Tel: 0257 251212 Address: Str. Mihai Viteanu, nr. 57, cod postal 450099
Fax: 0257 256712 Tel: 0260 611212
Email: protciv@artelecom.net Fax: 0260-615621
Website: www.isuarad.ro Email: isuj_sj@yahoo.com
Website: www.isusalaj.ro

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Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA
“AVRAM IANCU” AL JUDETULUI CLUJ “DROBETA” AL JUDETULUI MEHEDINTI
City: CLUJ NAPOCA City: DROBETA TURNU SEVERIN
Chief inspector: Colonel Ion MOLDOVAN Chief inspector: Colonel Florentin DRAGOMIR
Deputy chief inspector for labor relations: Colonel Pavel BALTARU Deputy chief inspector for labor relations: Locotenent colonel
Deputy chief inspector: Bd. 21 Decembrie 1989, nr. 69-71, cod Liviu BURUGA
postal 400124 Deputy chief inspector: Maior Florin DRAGHIA
Tel: 0264 591255 Address: Str. Portului, nr. 2, cod postal 220234
Fax: 0264 593873 Tel: 0252 311212
Email: isujcj@yahoo.com Fax: 0252 311213
Website: www.isucj.ro Email: informarepublica@isumehedinti.ro
Website: www.isumehedinti.ro
Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA
“IANCU DE HUNEDOARA” AL JUDETULUI HUNEDOARA Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA
City: DEVA “BISTRITA” AL JUDETULUI BISTRITA-NASAUD
Chief inspector: Locotenent colonel Viorel DEMEAN City: BISTRITA
Deputy chief inspector for labor relations: Locotenent colonel Chief inspector: Colonel doctor inginer Constantin FLOREA
Claudiu ACHIM Deputy chief inspector for labor relations: Colonel inginer Liviu
Address: Str. George Cosbuc, nr. 26, cod postal 330012 Marcel POP
Tel: 0254 214220 Deputy chief inspector: Locotenent colonel Ilie RINZIS
Fax: 0254 211212 Address: Str. Sigmirului, nr. 16, cod postal 420158
Email: isuhd@isuhd.ro; isuhd@yahoo.com Tel: 0263 239404
Website: www.isuhd.ro Fax: 0263 236198
Email: isubistrita@yahoo.com
Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA Website: www.isu-bistrita.ro
“UNIREA” AL JUDETULUI ALBA
City: ALBA IULIA Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA
Chief inspector: Colonel Cornel OPRISA “HOREA” AL JUDETULUI MURES
Deputy chief inspector for labor relations: Locotenent colonel City: TARGU MURES
Nicolae NEGOITA Chief inspector: General de brigada Dr. Ing. Dorin OLTEAN
Deputy chief inspector: Colonel Silviu DOGAR Deputy chief inspector for labor relations: Locotenent colonel
Address: Str. A. I. Cuza, nr. 10, cod postal 510193 Calin HANDREA
Tel: 0258 810411 Deputy chief inspector: Locotenent colonel inginer Daniel LAZAR
Fax: 0258 810425 Address: Str. Horea, nr. 28, cod postal 540036
Email: isujab@isualba.ro Tel: 0265 269661
Website: www.isualba.ro Fax: 0265 269660
Email: contact@isumures.ro
Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA Website: www.isumures.ro
“LOCOTENENT COLONEL DUMITRU PETRESCU” AL
JUDETULUI GORJ Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA
City: TARGU JIU “CAPITAN DUMITRU CROITORU” AL JUDETULUI SIBIU
Chief inspector: Maior Traian SUTA City: SIBIU
Deputy chief inspector for labor relations: Locotenent colonel Chief inspector: Colonel Laurentiu Cosmin BALCU
Augustin MALACU Deputy chief inspector for labor relations: Colonel Virgil GIURGIU
Deputy chief inspector: Locotenent colonel Lucian GHEORGHITA Deputy chief inspector: Maior Claudiu NAN
Address: Calea Bucuresti, nr.9 J, cod postal 210146 Address: Str. Vasile Cirlova, nr. 16-22, cod postal 550017
Tel: 0253 211212 Tel: 0269 211212
Fax: 0253 211706 Fax: 0269 211928
Email: office@isugorj.ro Email: relatii.publice@isusibiu.ro
Website: www.isugorj.ro Website: www.isusibiu.ro

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Institution: INSPECTORATUL PENTRU SITUATII DE Institution: INSPECTORATUL PENTRU SITUATII DE

URGENTA “GENERAL MAGHERU” AL JUDETULUI URGENTA “NICOLAE IORGA” AL JUDETULUI BOTOSANI
VALCEA City: BOTOSANI
City: RAMNICU VALCEA Chief inspector: Colonel Doctor Inginer Mihai-Cristian
Chief inspector: Colonel doctor Ionel NUTA AMARANDEI
Deputy chief inspector for labor relations: Locotenent Deputy chief inspector for labor relations: Locotenent
colonel doctor Dan PASCARU colonel doctor inginer Florin VITELARU
Deputy chief inspector: Locotenent colonel Ciprian Virgil Deputy chief inspector: Locotenent colonel Cornel GULUTA
POCOVNICU Address: Str. Uzinei, nr. 3, cod postal 710020
Address: Str. Decebal, nr. 7, cod postal 240255 Tel: 0231 508015
Tel: 0250 748201 Fax: 0231 504986
Fax: 0250 746836 Email: relatii_publice@isubotosani.ro
Email: contact@isuvl.ro Website: www.isubotosani.ro
Website: www.isuvl.ro
Institution: INSPECTORATUL PENTRU SITUATII DE
Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “OLTUL” AL JUDETULUI HARGHITA
URGENTA “OLTENIA” AL JUDETULUI DOLJ City: MIERCUREA CIUC
City: CRAIOVA Chief inspector: Colonel Stelian CIMPOESU
Chief inspector: Colonel Constantin FLOREA Deputy chief inspector for labor relations: Colonel Ovidiu
Deputy chief inspector for labor relations: Locotenent DUDU
colonel Catalin COTOC Deputy chief inspector: Colonel Marian BARCACEANU
Deputy chief inspector: Colonel Teodor NISTOR Address: Str. Iancu de Hunedoara, nr. 8, cod postal 530192
Address: Str. C.D. Fortunescu, nr.2, cod postal 200385 Tel: 0266 371657
Tel: 0251 510126 Fax: 0266 314353
Fax: 0251 510127 Email: mciuc@isuharghita.ro
Email: isuolteniadolj@yahoo.com Website: www.isuharghita.ro
Website: www.isudolj.ro
Institution: INSPECTORATUL PENTRU SITUATII DE
Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “PETRODAVA” AL JUDETULUI NEAMT
URGENTA “MATEI BASARAB” AL JUDETULUI OLT City: PIATRA NEAMT
City: SLATINA Chief inspector: Colonel Ioan NITICA
Chief inspector: Locotenent colonel Adrian TANASE Deputy chief inspector for labor relations: Locotenent
Deputy chief inspector for labor relations: Maior Constantin colonel Mihai Ciprian MITREA
GHIOCANU Deputy chief inspector: Colonel Claudiu GAMAN
Address: Aleea Tipografului, nr. 7, cod postal 230002 Address: Str. Cuiejdi, nr. 34, cod postal 610024
Tel: 0249 432211 Tel: 0233 216815
Fax: 0249 432288 Fax: 0233 211666
Email: isuolt@isuolt.ro Email: isuneamt@ijsunt.ro
Website: www.isuolt.ro Website: www.ijsunt.ro

Institution: INSPECTORATUL PENTRU SITUATII DE Institution: INSPECTORATUL PENTRU SITUATII DE

URGENTA “BUCOVINA” AL JUDETULUI SUCEAVA URGENTA “MIHAIL GRIGORE STURZA” AL JUDETULUI
City: SUCEAVA IASI
Chief inspector: General de brigada Ion BURLUI City: IASI
Deputy chief inspector for labor relations: Locotenent Chief inspector: Colonel Dan IAMANDI
colonel Costica GHIATA Deputy chief inspector for labor relations: Colonel Viorel
Deputy chief inspector: Maior Mihaita PELINARIU MOLOCEA
Address: Str. Universitatii, nr.14, cod postal 720225 Deputy chief inspector: Colonel Dragos ROSU
Tel: 0230 524426 Address: Str.Lascar Catargi, nr. 59, cod postal 700107
Fax: 0230 524432 Tel: 0232 412121
Email: isusuceava@yahoo.com Fax: 0232 213617
Website: www.pompierisv.ro Email: isujiasi@gmail.com
Website: www.isujis.ro

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Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA
“MAIOR CONSTANTIN ENE” AL JUDETULUI BACAU “BASARAB I” AL JUDETULUI DAMBOVITA
City: BACAU City: TARGOVISTE
Chief inspector: Colonel Ioan MIHALACHE Chief inspector: Colonel Mirel PIETREANU
Deputy chief inspector for labor relations: Locotenent colonel First deputy chief inspector: Colonel Ilie CONSTANTINESCU
Ilie HALASANU RAOUL
Deputy chief inspector: Colonel Alfons RAILEANU Deputy chief inspector: Locotenent colonel Cezar Nicolae DINCA
Address: Str. Milcov, nr. 49, cod postal 600168 Address: Soseaua Gaesti, nr.9, cod postal 130087
Tel: 0234 550000 Tel: 0245 611212
Fax: 0234 575053 Fax: 0245 634020
Email: office@isubacau.ro Email: contact@isudb.ro; pompieriidambovita@yahoo.com
Website: www.isubacau.ro Website: www.isudb.ro

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA
“PODUL INALT” AL JUDETULUI VASLUI “ALEXANDRU DIMITRIE GHICA” AL JUDETULUI TELEORMAN
City: VASLUI City: ALEXANDRIA
Chief inspector: Colonel Ghiorghe BLAGOCI Chief inspector: Colonel Marius STANCU
Deputy chief inspector for labor relations: Capitan Bogdan Deputy chief inspector for labor relations: Colonel Valentin
APETREI POMPILIU MANEA
Deputy chief inspector: Locotenent colonel Nicolae TATARU Deputy chief inspector: Colonel Cristian CRACIUNESCU
Address: Str. Castanilor, nr. 9, cod postal 730151 Address: Str. Carpați, nr. 7, cod postal 140050
Tel: 0235 311212 Tel: 0247 311113
Fax: 0235 312110 Fax: 0247 313143
Email: isuvaslui@isuvaslui.ro Email: isuteleorman@isuteleorman.ro
Website: www.isuvaslui.ro Website: www.isuteleorman.ro

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA
“TARA BARSEI” AL JUDETULUI BRASOV “MIHAI VITEAZUL” AL JUDETULUI COVASNA
City: BRASOV City: SFANTU GHEORGHE
Chief inspector: Colonel Ioan-Stelian RECHITEAN Chief inspector: Locotenent colonel Adrian Constantin NASTUTA
Deputy chief inspector for labor relations: Locotenent colonel Deputy chief inspector for labor relations: Locotenent colonel
Lucian MARCIU Viorel TIMAR
Deputy chief inspector: Maior Marcel RUGINA Address: Str. Oltului, nr. 31-33, cod postal 520027
Address: Str. Mihai Viteazul, nr. 11, cod postal 500174 Tel: 0267 315350
Tel: 0268 428888 Fax: 0267 311182
Fax: 0268 543537 Email: covasna@isujcv.ro
Email: contact@isujbv.ro Website: www.isujcv.ro
Website: www.isujbv.ro
Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA
Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA “VLASCA” AL JUDETULUI GIURGIU
“CAPITAN PUICA NICOLAE” AL JUDETULUI ARGES City: GIURGIU
City: PITESTI Chief inspector: Colonel Emil APOSTOL
Chief inspector: Maior Bogdan OLAR Deputy chief inspector for labor relations: Maior Alexandru
Deputy chief inspector for labor relations: Maior Cristian COVACI
BARBULESCU Deputy chief inspector: Locotenent colonel Alin Mihai ROSU
Deputy chief inspector: Locotenent colonel Daniel SOARE Address: Str. Dorobanti nr. 19, cod postal 080385
Address: Str. Traian, nr. 26, cod postal 110424 Tel: 0246 215150
Tel: 0248 217400 Fax: 0246 219149
Fax: 0248 611301 Email: inspectorat@isugiurgiu.ro
Email: rel.pub@isuarges.ro Website: www.isugiurgiu.ro
Website: www.isuarges.ro

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Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA
“DEALUL SPIRII” BUCHAREST-ILFOV “GENERAL EREMIA GRIGORESCU” AL JUDETULUI GALATI
City: Bucharest City: GALATI
Chief inspector: Colonel Flaviu-Dorel CHISCOP Chief inspector: Colonel Ion TOMA
Deputy chief inspector for labor relations: Colonel Orlando Deputy chief inspector for labor relations: Locotenent colonel
SCHIOPU Fanel Catalin RACOVITA MIC
Deputy chief inspector: Locotenent colonel Florin STAN Deputy chief inspector: Colonel Vasile ONU
Address: Calea 13 septembrie nr.135, sector 5, cod postal 050719 Address: Str. Mihai Bravu, nr. 36, cod postal 800208
Tel: 021 2075500 Tel: 0236 460441
Fax: 021 3165116 Fax: 0236 460645
Email: contact@isubif.ro Email: relatiipublice@isujgalati.ro
Website: www.isubif.ro Website: www.isujgalati.ro

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA
“SERBAN CANTACUZINO” AL JUDETULUI PRAHOVA “BARBU STIRBEI” AL JUDETULUI CALARASI
City: PLOIESTI City: CALARASI
Chief inspector: Locotenent colonel Mihai DRAGAN Chief inspector: Locotenent colonel Adrian PADURARU
Deputy chief inspector for labor relations: Locotenent colonel Deputy chief inspector for labor relations: Maior Iulian
Dumitru ELISEI CIMPEANU
Deputy chief inspector: Colonel Florin STEFAN Deputy chief inspector: Locotenent colonel Ionel RUSCAREANU
Address: Str. Rudului, nr. 96, cod postal 100304 Address: Str. Bucuresti nr. 344, cod postal 910058
Tel: 0244 595366 Tel: 0242 311818
Fax: 0244 597000 Fax: 0242 314062
Email: isu_ph@isuprahova.ro Email: contact@isucalarasi.ro
Website: www.isuprahova.ro Website: www.isucalarasi.ro

Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA
“NERON LUPASCU” AL JUDETULUI BUZAU
City: BUZAU
Chief inspector: Colonel Nicolae DANUT
Deputy chief inspector for labor relations: Colonel Viorel
GAVANEANU
Deputy chief inspector: Locotenent colonel Constantin ROTARU
Address: Str. Bistritei, nr.51, cod postal 120112
Tel: 0238 721301
Fax: 0238 713973
Email: isubuzau@yahoo.com
Website: www.isubuzau.ro
Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA
“ANGHEL SALIGNY” AL JUDETULUI VRANCEA
City: FOCSANI
Chief inspector: Colonel Viorel BALLA
Deputy chief inspector for labor relations: Colonel Jenica LAZAR
Deputy chief inspector: Locotenent colonel Vasilica HANTOIU
Address: Str. Dornisoarei, nr. 10 , cod postal 620087
Tel: 0237 611212
Fax: 0237 625701
Email: office@isujvn.ro
Website: www.isujvn.ro
Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA
“BARBU CATARGIU” AL JUDETULUI IALOMITA
City: SLOBOZIA
Chief inspector: Locotenent colonel Laurentiu BACU
Deputy chief inspector for labor relations: Colonel Florian LICA
Deputy chief inspector: Colonel Daniel STANCIU
Address: Str. Lacului, nr 23, cod postal 920012
Tel: 0243 232396
Fax: 0243 230088
Email: dispecerat@isujialomita.eu; contact@isujialomita.eu
Website: www.isujialomita.eu
Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA
“DUNAREA” AL JUDETULUI BRAILA
City: BRAILA
Chief inspector: Locotenent colonel Cristian ION
Deputy chief inspector for labor relations: Locotenent colonel
Georgica BURLACU
Deputy chief inspector: Capitan Razvan ILIESCU
Address: Bd. Dorobantilor, nr. 468, cod postal 810091
Tel: 0239 611212
Fax: 0239619669
Email: situatii_urgenta@isubraila.eu
Website: www.isubraila.eu

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Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA Institution: INSPECTORATUL PENTRU SITUATII DE URGENTA
“DOBROGEA” AL JUDETULUI CONSTANTA “DELTA” AL JUDETULUI TULCEA
City: CONSTANTA City: TULCEA
Chief inspector: Colonel Daniel-Gheorghe POPA Chief inspector: Locotenent colonel Daniel PETROV
Deputy chief inspector for labor relations: Locotenent colonel Deputy chief inspector for labor relations: Locotenent colonel
Vladut ION Vasile SOAVA
Deputy chief inspector: Maior Mihai GEORGESCU Deputy chief inspector: Locotenent colonel Doru ORGHIEV
Address: Str. Mircea cel Batran, nr. 110, cod postal 900663 Address: Str. 1848, nr. 16, cod postal www.isudelta.ro
Tel: 0241 617381 Tel: 0240 524300
Fax: 0241 616342 Fax: 0240 523700
Email: urgente@isudobrogea.ro Email: isudelta@isudelta.ro
Website: www.isudobrogea.ro Website: www.isudelta.ro

LABOR INSPECTORATES

Institution: LABOR INSPECTION Institution: ITM ARGES

City: Bucharest City: PITESTI
Chief Inspector: Dantes Nicolae BRATU – inspector General de Stat Chief Inspector: Adrian Mihail OPRESCU
Deputy chief inspector for labor relations: Deputy chief inspector for labor relations: Carmen BUCUREL
Deputy chief inspector for health & safety: Deputy chief inspector for health & safety: Florin Cornel BABOI
Address: Str. Matei Voievod, nr. 14, sector 2, 021455 Address: Bd. Republicii nr. 11, cod postal 110062
Tel: 021 3027031 Tel: 0248 223408
Fax: 021 2520097 Fax: 0248 223412
Email: secretariatigs@inspectiamuncii.ro Email: itmarges@itmarges.ro
Website: www.inspectiamuncii.ro Website: www.itmarges.ro

Institution: ITM ALBA Institution: ITM BACAU

City: ALBA IULIA City: BACAU
Chief Inspector: Dorel Aurel FIT Chief Inspector: Dan-Cristian PETREA
Deputy chief inspector for labor relations: Zsolt Gabor CALMAN Deputy chief inspector for labor relations: Cezar-Iulian
Deputy chief inspector for health & safety: Daniel NEGREA GABUREANU
Address: Str. Frederik Mistral, nr.7, cod postal 510110 Deputy chief inspector for health & safety: Ioan ANDREI
Tel: 0258 818632 Address: Str. Ionita Sandu Sturza, nr.63A, cod postal 600269
Fax: 0258 811439 Tel: 0234 581800
Email: itmalba@itmalba.ro Fax: 0234 520397
Website: www.itmalba.ro Email: itmbacau@itmbacau.ro
Website: www.itmbacau.ro
Institution: ITM ARAD
City: ARAD Institution: ITM BIHOR
Chief Inspector: Ecaterina ISAC City: ORADEA
Deputy chief inspector for labor relations: Gligor Manuel Daniel Chief Inspector: Marius ROTAR
SARB Deputy chief inspector for labor relations: Nadia Florentina RACZ
Deputy chief inspector for health & safety: Vacant Deputy chief inspector for health & safety: Ciprian Nicolae HODUT
Address: Str. Episcopiei, nr.11-13, cod postal 310023 Address: Calea Armatei Romane 1B, Oradea 410087
Tel: 0257 257220 / 0257 257251 Tel: 0259 475268 / 0259 437804
Fax: 0257 211762 Fax: 0259 407440
Email: itmarad@itmarad.ro Email: itmbihor@itmbihor.ro
Website: www.itmarad.ro Website: www.itmbihor.ro

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Institution: ITM BISTRITA NASAUD Institution: ITM BUZAU

City: BISTRITA City: BUZAU
Chief Inspector: Otilia BERBECAR Chief Inspector: Cecilia MANOLESCU
Deputy chief inspector for labor relations: Julia Gabriella STEJEREAN Deputy chief inspector for labor relations: Bogdan CHITACU
Deputy chief inspector for health & safety: Rodila GAVRILA Deputy chief inspector for health & safety: Ion POPA
Address: Str. C.R. VIVU, nr. 60-64 cod postal 420024 Address: Str. Aleea Sporturilor, bl.1B, cod postal 120099
Tel: 0263 235055 Tel: 0238 713047
Fax: 0263 217711 Fax: 0238 426939
Email: itmbistrita@itmbistrita.ro Email: itmbuzau@itmbuzau.ro
Website: www.itmbistrita.ro Website: www.itmbuzau.ro

Institution: ITM BOTOSANI Institution: ITM CALARASI

City: BOTOSANI City: CALARASI
Chief Inspector: Vacant - delegare atribuții Daniela Petronela Chief Inspector: Mihaita Constantin BESTEA - exercitare temporară
LOZNEANU Deputy chief inspector for labor relations: Mihaita Constantin
Deputy chief inspector for labor relations: Daniela Petronela BESTEA - temporar vacant
LOZNEANU Deputy chief inspector for health & safety: Nicolae DUMITRU
Deputy chief inspector for health & safety: Dan MOLDOVANU Address: Str. Flacara, nr. 109, cod postal:
Address: Calea Nationala, nr.103, cod postal 710051 Tel: 0242 306350
Tel: 0231 514854 Fax: 0242 318777
Fax: 0231 512044 Email: itmcalarasi@itmcalarasi.ro
Email: itmbotosani@itmbotosani.ro Website: www.itmcalarasi.ro
Website: www.itmbotosani.ro
Institution: ITM CARAS SEVERIN
Institution: ITM BRAILA City: RESITA
City: BRAILA Chief Inspector: Nicolae-Miu CIOBANU
Chief Inspector: Liviu ARHIRE Deputy chief inspector for labor relations: Eugenia - Florica
Deputy chief inspector for labor relations: Nicu - Lucian OLTEANU MIHĂESCU
Deputy chief inspector for health & safety: Victor VOICULET Deputy chief inspector for health & safety: Stefan BALA
Address: Str. Dimitrie Bolintineanu, nr.7, cod postal 810022 Address: Str. Traian Lalescu, nr.22, cod postal 320050
Tel: 0239 611586 Tel: 0255 214419
Fax: 0239 611587 Fax: 0255 215208
Email: itmbraila@itmbraila.ro Email: itmcaras@itmcaras.ro
Website: www.itmbraila.ro Website: www.itmcaras.ro

Institution: ITM BRASOV Institution: ITM CLUJ

City: BRASOV City: CLUJ NAPOCA
Chief Inspector: Adrian Nicolae REIT Chief Inspector: Daniel Octavian PACURARIU
Deputy chief inspector for labor relations: Catalin-Dan SUCIU Deputy chief inspector for labor relations: Marcel Nicolae
Deputy chief inspector for health & safety: Dorin SENCHETRU MUNTEAN
Address: Str. Ion Ratiu, nr.17, cod postal 500080 Deputy chief inspector for health & safety: Ioan-Emilian ROSCA
Tel: 0268 472200 Address: Str. George Cosbuc, nr.2, cod postal 400375
Fax: 0268 475592 Tel: 0264 598407
Email: itmbrasov@itmbrasov.ro Fax: 0264 439219
Website: www.itmbrasov.ro Email: itmcluj@itmcluj.ro
Website: www.itmcluj.ro
Institution: ITM BUCURESTI
City: Bucharest Institution: ITM CONSTANTA
Chief Inspector: Constantin BUJOR City: CONSTANTA
Deputy chief inspector for labor relations: Marilena Nicoleta Chief Inspector: Eugen BOLA
BALABUTI Deputy chief inspector for labor relations: Tiberiu PLESU
Deputy chief inspector for health & safety: Vacant Deputy chief inspector for health & safety: Marian BECHEANU
Address: Str. Radu - Voda, nr. 26 - 26A, sector 4, cod postal 040275 Address: Str. Decebal, nr. 13 C, cod postal 900665
Tel: 021 3301616 Tel: 0241 693951
Fax: 021 3317614 Fax: 0241 694317
Email: itmbucuresti@itmbucuresti.ro Email: itmconstanta@itmconstanta.ro
Website: www.itmbucuresti.ro Website: www.itmconstanta.ro

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Institution: ITM COVASNA Institution: ITM GORJ

City: SFANTU GHEORGHE City: TIRGU JIU
Chief Inspector: Ordog LAJOS Chief Inspector: George-Octavian ROMANESCU
Deputy chief inspector for labor relations: Liliana BALMUS Deputy chief inspector for labor relations: Alecxandru CARUNTU
Deputy chief inspector for health & safety: Dumitru MARINESCU Deputy chief inspector for health & safety: Liviu Ovidiu ILIE
Address: Str. Muncitorilor, nr.12 - 14, cod postal 520032 Address: Str. 14 Octombrie nr.154, cod postal 210164
Tel: 0267 351298 Tel: 0253 237933
Fax: 0267 351553 Fax: 0253 237943
Email: itmcovasna@itmcovasna.ro Email: itmgorj@itmgorj.ro
Website: www.itmcovasna.ro Website: /www.itmgorj.ro

Institution: ITM DOLJ Institution: ITM HARGHITA

City: CRAIOVA City: MIERCUREA CIUC
Chief Inspector: Catalin-Tiberius MOHORA Chief Inspector: Dorin MALE
Deputy chief inspector for labor relations: Raducu-Alexandru Deputy chief inspector for labor relations: Ileana MOCREI
MITRAN Deputy chief inspector for health & safety: Marian STAN
Deputy chief inspector for health & safety: Alexandru Ionut Address: Str. Kossuth Lajos, nr. 26, cod postal 530230
RAGUSILA Tel: 0266 371141
Address: Str. Nicolae Balcescu, nr.51, cod postal 200676 Fax: 0266 371662
Tel: 0251 406710 Email: itmharghita@itmharghita.ro
Fax: 0251 406710 Website: www.itmharghita.ro
Email: itmdolj@itmdolj.ro
Website: www.itmdolj.ro Institution: ITM HUNEDOARA
City: DEVA
Institution: ITM DAMBOVITA Chief Inspector: Adrian Florin BOZDOG
City: TIRGOVISTE Deputy chief inspector for labor relations: Cristina-Emilia MARTON
Chief Inspector: Marius LIXANDRU Deputy chief inspector for health & safety: Daniel - Lucian SUFANA
Deputy chief inspector for labor relations: Nicolae POPA Address: Str. Aleea Muncii, nr.2, cod postal 330094
Deputy chief inspector for health & safety: Vacant Tel: 0254 216157
Address: Str. Revolutiei Bl. C8, Sc. A, P, cod postal 130011 Fax: 0254 233670
Tel: 0245 612021 Email: itmhunedoara@itmhunedoara.ro
Fax: 0245 615240 Website: www.itmhunedoara.ro
Email: itmdambovita@itmdambovita.ro
Website: www.itmdambovita.ro Institution: ITM IALOMITA
City: SLOBOZIA
Institution: ITM GALATI Chief Inspector: Gabriel IONITA
City: GALATI Deputy chief inspector for labor relations: Marius Daniel PETCU
Chief Inspector: Ionel PETREA Deputy chief inspector for health & safety: Marian NEDELCU
Deputy chief inspector for labor relations: Paula STAFIE Address: Str. Constantin Dobrogeanu Gherea, nr. 1A, cod postal: 920033
Deputy chief inspector for health & safety: Viorel DUMITRU Tel: 0243 215146
Address: Str. Regiment 11 Siret, nr.46 bis, cod postal 800302 Fax: 0243 220452
Tel: 0236 465075 Email: itmialomita@itmialomita.ro
Fax: 0236 460629 Website: www.itmialomita.ro
Email: itmgalati@itmgalati.ro
Website: www.itmgalati.ro Institution: ITM IASI
City: IASI
Institution: ITM GIURGIU Chief Inspector: George ALBULESCU
City: GIURGIU Deputy chief inspector for labor relations: Vacant
Chief Inspector: Daniela RUSE Deputy chief inspector for health & safety: Daniel George
Deputy chief inspector for labor relations: Florin DINU TANASIEVICI
Deputy chief inspector for health & safety: Cristian Valeriu Address: Sos. Moara de foc, nr.31, cod postal 700520
CHINDEA Tel: 0232 257100
Address: Bd. C.F.R., Bl.111, Sc. C, Parter + Mezanin Fax: 0232 215583
Tel: 0246 218754 Email: itmiasi@itmiasi.ro
Fax: 0246 218754 Website: www.itmiasi.ro
Email: itmgiurgiu@itmgiurgiu.ro
Website: www.itmgiurgiu.ro

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Institution: ITM ILFOV Institution: ITM OLT

City: Bucharest City: SLATINA
Chief Inspector: George GAVRILA Chief Inspector: Cristian UNGUREANU
Deputy chief inspector for labor relations: Angela VILCEA Deputy chief inspector for labor relations: Gheorghe Ginel PETRE
Deputy chief inspector for health & safety: Mihai Dumitru VIZITIU Deputy chief inspector for health & safety: Florin FUMUREANU
Address: Calea Giulesti, nr. 6 - 8, sector 6, cod postal 060274 Address: Al. Tineretului, nr.1A, cod postal 230053
Tel: 021 3162561 / 021 3162560 Tel: 0249 439283
Fax: 021 3162562 Fax: 0249 439397
Email: itmilfov@itmilfov.ro Email: itmolt@itmolt.ro
Website: www.itmilfov.ro Website: www.itmolt.ro

Institution: ITM MARAMURES Institution: ITM PRAHOVA

City: BAIA MARE City: PLOIESTI
Chief Inspector: Dragos NACUTA Chief Inspector: Dumitra IONESCU
Deputy chief inspector for labor relations: Maria BONDARI Deputy chief inspector for labor relations: Vacant
Deputy chief inspector for health & safety: Traian RAD-TAUT Deputy chief inspector for health & safety: Constantin STOICA
Address: Str. George Cosbuc, nr.50, cod postal 430032 Address: Bd. Independentei, nr.12, cod postal 100559
Tel: 0262 218921 Tel: 0244 510372
Fax: 0262 218851 Fax: 0244 510372
Email: itmmaramures@itmmaramures.ro Email: itmprahova@itmprahova.ro
Website: www.itmmaramures.ro Website: www.itmprahova.ro

Institution: ITM MEHEDINTI Institution: ITM SALAJ

City: DROBETA TURNU SEVERIN City: ZALAU
Chief Inspector: Nicea MERGEANI Chief Inspector: Luminita Elena NEMES
Deputy chief inspector for labor relations: Emilian Cornel VILCU Deputy chief inspector for labor relations: Ovidiu MURESAN
Deputy chief inspector for health & safety: Eugen VLADUTI Deputy chief inspector for health & safety: Ioan - Lucian LAZOC
Address: Bd. Carol I, nr.3, cod postal 220099 Address: Bd. Mihai Viteazul, nr.85, cod postal 450135
Tel: 0252 314907 Tel: 0260 611929
Fax: 0252 324100 Fax: 0260 610244
Email: itmmehedinti@itmmehedinti.ro Email: itmsalaj@itmsalaj.ro
Website: www.itmmehedinti.ro Website: www.itmsalaj.ro

Institution: ITM MURES Institution: ITM SATU MARE

City: TARGU MURES City: SATU MARE
Chief Inspector: Andrei MURESAN Chief Inspector: Cristian - Iosif SASU
Deputy chief inspector for labor relations: Eva MAN Deputy chief inspector for labor relations: Alin Claudiu DAN
Deputy chief inspector for health & safety: Gyorgy Zsolt SOFALVI Deputy chief inspector for health & safety: Sabin POP
Address: Str. Iuliu Maniu, nr.2, cod postal 540027 Address: Bd. Lucian Blaga, nr.41, cod postal 440237
Tel: 0265 262698 Tel: 0261 763395
Fax: 0265 262698 Fax: 0261 761460
Email: itmmures@itmmures.ro Email: itmsatumare@itmsatumare.ro
Website: www.itmmures.ro Website: www.itmsatumare.ro

Institution: ITM NEAMT Institution: ITM SIBIU

City: PIATRA NEAMT City: SIBIU
Chief Inspector: Ioan POPESCU Chief Inspector: Francisc SZOMBATFALVI - TOROK
Deputy chief inspector for labor relations: Petronela Catalina Deputy chief inspector for labor relations: Vacant
MINDRILA Deputy chief inspector for health & safety: Remus FURTUNA
Deputy chief inspector for health & safety: Vacant Address: Calea Dumbravii, nr.17, cod postal 550324
Address: Str. Dr. Gheorghe Iacomi, nr.8, cod postal 610150 Tel: 0269 217516
Tel: 0233 215589 Fax: 0269 214712
Fax: 0233 219608 Email: itmsibiu@itmsibiu.ro
Email: itmneamt@itmneamt.ro Website: www.itmsibiu.ro
Website: www.itmneamt.ro

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Institution: ITM SUCEAVA Institution: ITM VALCEA

City: SUCEAVA City: RAMNICU VALCEA
Chief Inspector: Romeo BUTNARIU Chief Inspector: Ion TANASOIU
Deputy chief inspector for labor relations: Grigore DUCIUC Deputy chief inspector for labor relations: Mariana-Livia DRUGAN
Deputy chief inspector for health & safety: Dorin MIHAILA Deputy chief inspector for health & safety: Viorel SMINTICIUC
Address: Str. Bistritei, f.n, cod postal 720273 Address: Str. Regina Maria, nr.2, cod postal 240151
Tel: 0230 523283 Tel: 0250 735804 / 0350 407968
Fax: 0230 213185 Fax: 0250 732657
Email: itmsuceava@itmsuceava.ro Email: itmvalcea@itmvalcea.ro
Website: www.itmsuceava.ro Website: www.itmvalcea.ro

Institution: ITM TELEORMAN Institution: ITM VASLUI

City: ALEXANDRIA City: VASLUI
Chief Inspector: Emil - Viorel CIOBANU Chief Inspector: Gheorghe CHIRVASE
Deputy chief inspector for labor relations: Viorel DINCA Deputy chief inspector for labor relations: Vacant
Deputy chief inspector for health & safety: Gheorghe POPESCU Deputy chief inspector for health & safety: Aniela ADIMI
Address: Str. Dunarii nr.1, cod postal 140002 Address: Str. Radu Negru, Bl. 274, fara cod postal
Tel: 0247 311175 Tel: 0235 319067
Fax: 0247 311798 Fax: 0235 361420
Email: itmteleorman@itmteleorman.ro Email: itmvaslui@itmvaslui.ro
Website: www.itmteleorman.ro Website: www.itmvaslui.ro

Institution: ITM TIMIS Institution: ITM VRANCEA

City: TIMISOARA City: FOCSANI
Chief Inspector: Pavel KASAI Chief Inspector: Eliza BOTEZATU
Deputy chief inspector for labor relations: Ileana TOMOIAGA Deputy chief inspector for labor relations: Sorin Sebastian CIOCAN
Deputy chief inspector for health & safety: Anton-Francisc SZASZ Deputy chief inspector for health & safety: Simona Cristina PANCIU
Address: Splaiul Nicolae Titulescu, nr.12, cod postal 300167 Address: Str. Dimitrie Cantemir nr.10, cod postal 620036
Tel: 0256 407959 Tel: 0237 615805
Fax: 0256 203678 Fax: 0237 239659
Email: itmtimis@itmtimis.ro Email: itmvrancea@itmvrancea.ro
Website: www.itmtimis.ro Website: www.itmvrancea.ro

Institution: ITM TULCEA

City: TULCEA
Chief Inspector: Izet ALI
Deputy chief inspector for labor relations: Ciprian MADAR
Deputy chief inspector for health & safety: Constanta ARSENIE
Address: Str. Babadag, nr.118, cod postal 820126
Tel: 0240 531064
Fax: 0240 531067
Email: itmtulcea@itmtulcea.ro
Website: www.itmtulcea.ro

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