政府法令強制要求第一類高風險事業及一定規模人數以上之事業單位推動安全衛生管理系統，期藉由建置職業安全衛生管理系統協助事業單位有效管控風險，進而提昇競爭力並邁向職場零災害的目標。台灣企業一般亦推動兩套安全衛生管理系統OHSAS18001及TOSHMS，然當國際標準組織為建置全球一致性安全衛生管理系統研擬並公告ISO45001，以及當國際許多煉油石化公司推動製程安全管理系統（PSM）來避免製程重大事故時，公司應如何取捨及因應往往是風險管理上的難題。
本個案故事C公司由於大量委外發包及管理未能落實致整體工安績效未符合各界期待，且所屬T工廠連續發生氣爆及火警工安事故，引起外部利害關係人及媒體關注，並遭取消工場操作許可、遷廠訴求等營運危機，個案主角C公司工業安全衛生處處長為避免遷廠議題發酵及解決工廠與居民生活圈越來越接近的實況，同時兼顧內部各單位員工的衝擊影響，惟有設法提出符合主管機關及居民需求與期待的系統性工安管理改善計畫，才能化危機為轉機。
個案中分析並探討公司如何在危機中提出讓居民有感的工安管理方案、如何分析釐清工安績效不佳主因、如何強化承攬商工安管理績效以及如何決定改善計畫的管理系統架構。個案中建議可善用「危機管理」提高企業危機預防能力、「品質機能展開」提出符合居民期待的工安對策、「柏拉圖分析」歷年可記錄工安事件找出重點主因依序平行展開改善、「委託代理理論」督促承攬商自主提升工安管理績效，並透過決策分析運用讓個案閱讀學員對於工安管理議題有更新一層的認識。

Government decree mandates that public institutions with high risks and with a large number of employees must establish a safety and health management system to effectively manage risks, enhance competitiveness, and achieve zero disasters in the workplace. Two sets of safety and health management systems, OHSAS18001 and TOSHMS, are thus generally adopted by companies in Taiwan. Recently, the International Standards Organization published ISO 45001, a standard for the safety and health management system. At the same time, many international refining and petrochemical companies also promote process safety management systems (PSM) to prevent major accidents in the manufacturing process. How companies should evaluate, choose, and implement the most appropriate system and standard is often a difficult problem in risk management.
In this case story, due to the poor management of a large number of outsourcing projects, the industrial safety performance of C company did not meet the expectations of stakeholders. The gas explosion and fire accidents in the T factory of C company attracted the attention of external stakeholders and the media, and leaded to crises that called for cancellation of operating permits and relocation of the T factory. The protagonist of the case is the Industrial Safety and Health Department of C company. In order to avoid relocation issues, to effectively satisfy the safety requirements of residents near the factory, and to take into account the impact of internal employees and various units into consideration, a systematic industrial safety management improvement plan was proposed to meet the needs and expectations of the competent authorities and residents and to turn the crisis into an opportunity.
Analyses on how the company proposes an industrial safety management plan that meets the expectations of residents in a crisis, how to analyze the main reasons for poor industrial safety performance, how to strengthen the contractor’s industrial safety management performance, and how to choose the management system structure of the improvement plan are discussed in this case. This study suggests to make good use of “Crisis Management Theory” to improve corporate crisis prevention capabilities, to implement “Quality Function Deployment” to propose industrial safety countermeasures that meet the expectations of residents, and to conduct “Plato Analysis” to analyze the main causes of recordable industrial safety incidents over the years. Furthermore, “Principle-Agent Theory” lay the foundation for building a management system to induce the contractor to automatically improve the performance of industrial safety management.

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