DS:6 How to Create a Successful Safety Culture !!!

 

How to Create a Successful Safety Culture !!!

Creating a Safety Culture: From Compliance to Commitment

Many organizations grapple with persistent health and safety challenges, such as workers neglecting to perform start-of-shift equipment inspections, failing to wear personal protective equipment, or overlooking the importance of reporting near misses. While training, strict supervision, and disciplinary measures often result in basic compliance, the real challenge lies in inspiring employees to go beyond minimum requirements. Companies aim to cultivate employees who are proactive in hazard reporting, supportive mentors to their peers, and engaged problem-solvers for the organization. The key to achieving this lies in fostering a robust safety culture.

Understanding Safety Culture

A safety culture reflects an organization’s attitudes, beliefs, perceptions, and values regarding safety. While many agree on the necessity of such a culture, it is often conceptualized as an abstract ideal or measured solely by outcomes like reduced injury rates. This focus on values and end goals, however, misses a critical component: how to translate those values into actionable, sustainable behaviours.

Dr. Aubrey C. Daniels and Dr. Judy Agnew define safety culture as:

“Patterns of behavior (what we say and do), encouraged or discouraged, inadvertently or intentionally, by people or systems over time.”

This definition emphasizes that culture is not merely a set of values or aspirations—it is revealed and sustained through behavior. The challenge, therefore, is to align behaviours with the desired safety outcomes.

Key Insights on Safety Culture

1. Culture is Reflected in Behavior

Noble aspirations and stated values are only a starting point. The true measure of a safety culture lies in the observable behaviours of employees. For instance, are workers consistently reporting hazards, following safety procedures, and supporting each other in maintaining a safe environment?

2. Behaviour Shapes Culture

Daniels and Agnew argue that behaviours drive culture and that these behaviours are influenced by consequences. Positive reinforcement of desired actions—such as timely hazard reporting or adherence to safety protocols—ensures these behaviours are repeated. Conversely, neglecting to address unsafe practices can unintentionally reinforce undesirable behaviours.

3. Behaviour is Reinforced Intentionally and Inadvertently

Organizations must carefully evaluate how their practices influence worker behavior. For example, complex reporting procedures for accidents or near misses might discourage reporting altogether. Similarly, a disproportionate focus on production targets can inadvertently reward employees who compromise safety to meet deadlines.

4. Behaviour is Influenced by People and Systems

Safety culture is shaped by numerous factors, including training programs, equipment quality, procedural clarity, communication methods, hiring practices, and leadership behavior. Every system and interaction within the organization has the potential to promote or hinder a positive safety culture.

Moving from Compliance to Commitment

        To build a safety culture that inspires commitment rather than mere compliance, organizations                 must prioritize behaviours that align with safety goals. This involves:

• Clearly defining and modelling desired behaviours at all organizational levels.
• Removing barriers to positive actions, such as simplifying reporting processes.
• Reinforcing safe behaviours through recognition and rewards.
• Continuously evaluating how systems and processes influence safety behaviours.

        By focusing on behaviour as the foundation of safety culture, companies can cultivate an                        environment where employees are not only compliant but are also champions of safety—driven by         shared values and a collective commitment to well-being.

        Characteristics of a Robust Safety Culture

        Dr. Aubrey C. Daniels and Dr. Judy Agnew identify key attributes that define a strong safety                    culture. These characteristics distinguish organizations that not only achieve safety compliance but         also foster a proactive and engaged workforce.

        Key Traits of a Strong Safety Culture

1. Safety Integrated into Everyday Work

Safety should not exist as a standalone topic or a checkbox on meeting agendas. Instead, it must be embedded into all aspects of work life, influencing decisions and discussions across the board. For instance, does your organization incorporate safety considerations into every agenda item, or is it relegated to a single section?

2. Relentless Hazard Identification and Remediation

A strong safety culture demonstrates an unwavering commitment to identifying and addressing hazards. This involves a proactive approach to both spotting potential risks and implementing solutions.

3. Pride in the Process

Employees and leaders alike should take pride not only in achieving safety goals but also in the daily behaviours and systems that make those achievements possible.

4. Focus on Systems, Not Blame

Instead of blaming workers for near misses or accidents, organizations with a strong safety culture focus on addressing underlying system failures that contribute to incidents.

5. Reduction of Reporting Barriers

Excessive paperwork, complex digital forms, or other obstacles can discourage hazard reporting. A robust safety culture simplifies these processes to ensure that employees can report concerns easily and without hesitation.

6. Peer Accountability and Recognition

Employees at all levels should feel comfortable intervening when they observe at-risk behaviours and openly acknowledging safe practices. This mutual accountability fosters a sense of shared responsibility.

7. Open Dialogue on Safety

Honest conversations about safety successes, failures, and areas for improvement are essential. Transparent communication builds trust and ensures that safety remains a priority.

    Initiating Cultural Change

        Daniels and Agnew advocate for a “Working Backwards” approach to foster a positive safety                  culture. This method begins by identifying desired frontline behaviours and systematically                     aligning  the actions of supervisors, managers, and executives to support those behaviours.

    Building Safety Culture Across Organizational Levels

• Frontline Employees

In a strong safety culture, workers consistently:

• Follow established safety procedures.
• Encourage peers to engage in safe behaviours.
• Conduct pre-job safety reviews.
• Report hazards and near misses.
• Provide feedback to supervisors and colleagues.

• Supervisors

          Supervisors play a critical role in reinforcing safety by:

• Proactively addressing hazards.
• Conducting regular safety meetings and audits.
• Providing timely feedback and recognition for safe behaviours.

• Managers

           Managers support supervisors by:

• Establishing accountability for safety at the supervisory level.
• Starting meetings with safety discussions.
• Promptly addressing hazards.
• Allocating resources to prioritize safety initiatives.

• Executives

             Executives lay the foundation for a safety-first organization by:

• Embedding safety into decision-making processes.
• Creating accountability frameworks for managers.
• Ensuring realistic budgets for safety programs.
• Communicating safety expectations clearly and consistently.

 Beyond Compliance: The Power of a Unified Effort

Daniels and Agnew emphasize that organizations can surpass the baseline of compliance with safety regulations. When individuals at every level act in alignment with safety goals and support one another’s efforts, a positive safety culture naturally emerges. This culture drives employee engagement, fosters consistent safe behaviours, and creates a lasting foundation for a safer workplace.

Posted by DOSHTI