Safety Culture Improvement Matrix - Industrial Centre

• leaders assess the quality of the training and general usefulness, relevance and applicabilityof the training• leaders make sure that staff are released from their commitments so that they can participatein safety training or other improvement activities• leaders share their experiences and the lessons learned with their staff• leaders assess the staff’s workload and during times of heavy workload, and they ensure thatstaff are reminded that unnecessary haste and shortcuts are inappropriate• the information requirements of staff are understood and leaders take steps to ensure up-todateinformation is sourced and accessible• leaders are concerned to provide a working environment that suits the activities and tasks oftheir staff• leaders are concerned to provide their staff with the technology suitable for their activitiesand tasks1.6 GOAL SETTING AND REVIEWINGDo the leaders have a clear set of goals regarding what they need to do to achieve an effectivesafety culture? How do leaders check that the goals they are pursuing are consistent with theoverall safety objectives of the organisation?No goalsFor example:Some Few gaps No gapsComplete refined set• leaders goal-oriented and have clear set of goals and objectives for their safety performance• leaders regularly review the compatibility of their performance goals (safety and non-safetygoals) with the organisation’s cultural objectives• leaders recognise and reward safe behaviours1.7 CREATING STRUCTURES AND PROCESSES THAT PROMOTE SAFETYCULTUREAre leaders involved in ensuring that the organisation’s approach to facilitating the involvementof staff in the development and achievement of the safety culture is developed and continuallyimproved?Not at allTo some extent Moderately MostlyFully5