Oct 7, 2019
Safety culture can be challenging to quantify. How do you sum up values, views, and beliefs?
Safety leadership commitment (or absence thereof) to safety will invariably show.
When you prize something, it’s deserving of the time and energy it takes you to exceed at it.
How do you generate progress toward the safety culture your company wishes to achieve? You set an intention. You generate a strategy to make it happen.
Safety culture needs to triumph every time or you’ve produced a toxic culture. It’s that plain.
If financing a safety culture's project is a never-ending struggle and there is no indication of a monetary stake in safety, it's a sure bet there is a safety culture problem at your company.
Proactive safety leaders recognize and settle problems before a more dangerous dilemma occurs later on.
An in-house safety communication method raises the perception of safety topics and empowers your workers to thrive.
Establishing a reasonable and fair discipline policy for safety management is a fundamental start to your claim that safety is essential to your organization.
Safety is everyone’s responsibility, and everyone needs to serve their function fully. From the department superintendent to the safety manager to the operator on the floor, it takes a company-wide endeavor to succeed at safety.
Great safety leaders spend time out where the action is. The shop floor is where many of the safety failures originate.
Safety leadership progress tends to produce more progress. Safety culture is the medium that propels this phenomenon.
Committed employees are more productive, giving you actual outcomes and feedback.
Worker retention and commitment is a cornerstone for organizations around the globe, and justly so.
Either put safety first or send a loud and clear message to everyone at the meeting that you don’t truly hold their safety in high regard.
This is a large sign of the safety culture you’re forming. Employees should feel supported and met with appreciation when they report safety problems.
Great safety leaders are self-assured enough to be examined by an external auditor.
Positive safety practices should be rewarded and these honors should drive continued health and safety performance.
Safety should be a condition of employment. If your company values a strong safety culture above all others, you make safety a primary value.
Great supervisors and executives recognize that when workers bring up a safety concern, it’s another chance for growth.
Understanding the real value of safety, companies with an inclusive safety culture view safety as an investment, not a high-priced and dreaded expense.
In excellent safety cultures, transparency and honesty is the only way to do business.
How will you know when you’ve accomplished your aims? You’ll know because you have set measurable intentions and you know precisely what success looks like in the end.
Fast fixes and simple answers are great. But your company's willpower will be challenged when you must make a major change.
A functioning safety process deals with problems in a timely and efficient manner. Risks are recognized and checks are put in place within a reasonable period.
Your safety method should have explicitly defined functions and duties. For the people throughout your company to fulfill their role in the process, they will need support and authorization to make decisions.
According to OSHA, “Safety cultures consist of shared beliefs, practices, and attitudes that exist at an establishment. Culture is the atmosphere created by those beliefs, attitudes, etc., which shape our behavior.”
By definition, safety culture is difficult to measure. How do you measure values, attitudes and beliefs?
Following are 25 ways to tell whether or not you have an awesome safety culture. If you can answer yes to most of these, you’re doing great. Keep it up!
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