14/10/2004 - Features
Part 3 - Achieving the right safety culture
Some time ago the CBI outlined a number of factors which are essential for developing a sound safety culture. Any organisation wishing to improve its safety performance should judge its existing practices against these factors.
> Leadership and commitment from the top which is genuine and visible - perhaps the most important factor
> Acceptance that improving safety is a long-term strategy requiring sustained effort and interest
> Having in place a policy statement of high expectations and conveying a sense of optimism about what is possible supported by adequate codes of practice and safety standards
> Health and safety being properly resourced and approached in a similar way to other company goals
> A line management responsibility
> 'Ownership' of health and safety permeating at all levels of the work force. This requires employee involvement, training and communication
> Realistic and achievable targets being set and performance measured against them
> Incidents being thoroughly investigated
> Consistency of behaviour against agreed standards achieved by auditing and good safety behaviour being a condition of employment
> Deficiencies revealed by an investigation or audit being remedied promptly
> Management receiving adequate and up-to-date information to be able to assess performance
Making it happen
The Board must clearly state their intentions, expectations and beliefs. In other words, they must state where they want the organisation to be in terms of health and safety, and formulate action plans for achieving these objectives.
Adequate resources, in terms of financial resources, time and effort, must be made available in order to translate these plans and objective into effective action. In particular, managers at all levels must be made accountable and responsible for their performance as part of this process.
On the job performance monitoring should take into account the human decision-making components of jobs, in particular the potential for human error. They should reward positive achievement as a way of reinforcing their message to line managers that health and safety is of prime importance.
In the same way, lower levels of management must be actively involved. They must accept their responsibilities for maintaining standards and ensure that health and safety keeps a high profile within their area of responsibility. This will entail vigilance to ensure, for instance, that safe systems of work are being followed, that people are communicating on safety issues and that unsafe practices are not allowed to develop.
Whilst they must show that deviations from recognised standards will not be tolerated, it is most important for line managers to know that they will receive backing from senior managers where such deviations actually occur. On this basis, it is vital that senior management demonstrate their commitment at regular intervals, including their participation in training and other awareness-raising activities.