The process industry is recognized for its intricate nature and potential risks, necessitating the implementation of effective measures to ensure the well-being of individuals, promote safety, and protect the operational environment. This study aims to assess the impact of interventions on health, safety, and environmental (HSE) outcomes within the process industry. Various intervention strategies, such as engineering controls, administrative controls, personal protective equipment (PPE), and behavioral interventions, have been adopted to address challenges associated with fire, explosions, product leaks, occupational health hazards, and mechanical failures. These interventions are designed to mitigate risks resulting in injuries, illnesses, environmental incidents, and property damage. Research indicates that interventions have positively affected HSE outcomes in the short term, including improved worker safety, reduced hazards, and enhanced safety behavior. Furthermore, long-term evaluations have demonstrated sustained improvements and risk reduction. Combining multiple intervention types, such as engineering controls, administrative controls, PPE, and behavioral interventions, has proven to be the most effective approach, synergistically enhancing HSE outcomes. The findings emphasize the importance of thoughtfully considering and implementing interventions in the process industry to safeguard individuals' well-being, protect the operational environment, facilities and enhance overall safety performance.

During the COVID-19 pandemic, lockdown and working from home (WFH) were two significant non-pharmaceutical interventions (NPIs) deployed to stop the spread of the virus and also maintain economic activity. Lockdown caused significant socio-economic disruptions and varied in efficacy by location, even while it helped slow the spread of the virus and provided medical personnel with more time to respond to the crisis. WFH, however, was introduced to mitigate business collapse, and it presented crucial benefits such as flexibility and reduced commuting. However, it also presented major challenges, including work–life conflicts, productivity concerns, and mental health issues. By examining the short- and long-term effects of these NPIs on various sectors and demographics, this study assesses their efficacy in crisis management, and our results show that although WFH and lockdowns were essential for crisis management, their effectiveness varied depending on sectoral differences, timing, and implementation tactics. Furthermore, the ongoing shift towards hybrid work underscores the need for adaptive policies that balance productivity, mental well-being, and economic sustainability. Moreover, future research should focus on exploring the long-term implications of WFH and hybrid work models in order to ensure better preparedness for future crises and refine existing NPIs for more effective crisis management.

Introduction: The opinion of managers regarding their experience with teleworking is equally important as that of the employees, though most research on this concept has focused more on employees than employers. This study investigates the effects of teleworking on the workplace during the COVID-19 pandemic lockdown from the viewpoint of managers and employers. Aim: The study explores how management felt about the benefits, challenges, and preparedness for teleworking during the pandemic. Methods: We conducted in-depth interviews using an interpretative descriptive research approach to gather insights from managers and employers regarding their experiences with teleworking. Results: The primary findings show that, although teleworking positively influenced performance and productivity, there were significant drawbacks, particularly concerning work-life balance and effective supervision. The study also reveals that, despite many businesses being digitally equipped, the abrupt transition to teleworking proved challenging. Over time, most businesses adapted, with some adopting a hybrid work model. Discussion/conclusion: Job performance was seen as a benefit, favoring management, while work-life balance, often viewed as a benefit for employees, emerged as a key drawback, showing management’s concern for well-being. In addition, the study suggested that monitoring and supervision were significant challenges for managers, especially during the early part of the transition period. Our study emphasizes the need for further research, especially longitudinal studies, to better understand the long-term effects of teleworking.