Safety Culture Improvement Matrix - Industrial Centre

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• explanation of specific examples of “appropriate” behaviour on assignment to a particularpost or task• explanation of specific examples of how to react to unclear/ambiguous signs of danger whenconducting operations• examples of what to do when you are unclear on how to complete a task safely and/or if theprocedures do not appear to be appropriate• examples of how to reconcile trade-offs between safety and production• examples of how to react to colleagues expressed concerns about the safety of a proposedoperation or action.Dissemination may be via formal training, day to day feedback and coaching from superiors,documented policy, toolbox talks, feedback from accident/incident investigations, behaviouralsafety schemes, audit schemes etc.2.8 CHECKING DRIFT IN DEFINITION OF ACCEPTABLE BEHAVIOURIs the organisation able to detect and recognise that the definition of acceptable behaviour/riskapplied in day to day decision making has drifted away from that required by the organisation?Not at allTo some extent Moderately MostlyFullyThis may relate to, for example, the acceptability of temporary solutions to safety problems(such as temporary screening against radiation), safety margins applied in engineering design,limits placed on the range of tasks a person may perform or hours worked etc.The checking should be at two levels, namely; are the applied standards of behaviour changing,and; are these becoming “normalised”. Forms of checking may include:• tracing the judgements underlying those decisions involved in an incident• tracking over time the safety margin allowed for in design, operations etc• auditing the behaviour of employees (including management, engineers etc) and the safetymargin exhibited in their decision making• monitoring “compliance” with designated safe and unsafe behaviours12
2.9 MEANS OF REVIEWING SAFETY CULTURE POLICY AND STRATEGYIs the organisation able to recognise and respond to changes in internal and externalexpectations?Not at allTo some extent Moderately MostlyFullyThis may include means of tracking stakeholder expectations, comparing stakeholderexpectations with company goals and displaying an open-minded attitude towards the adequacyof the organisations’ cultural goals.Typical features may include:• willingness on the part of management to challenge the adequacy of the behaviouralstandards set by the organisation• an outward looking attitude, recognising that the organisation should continuously useexternal reference points when reviewing the adequacy of its safety policy and ideology• recognition that stakeholder expectations can change over time and that the organisationmust be able to recognise and respond to these changes• means of regularly reviewing stakeholder expectations and identifying significant changesin these. This may include attitude surveys, staff consultation, reviews of regulations,reviews of regulator reaction to examples of sub-standard performance etc,• methods of identifying any gaps between corporate goals and societal expectations13
Page 1: Health and Safety ExecutiveDevelopm
Page 4 and 5: © Crown copyright 1999Applications
Page 6 and 7: • how the organisation goes about
Page 8 and 9: GUIDANCE ON APPLICATION OF THE SCIM
Page 10 and 11: ONGOING APPLICATIONOn the point of
Page 12 and 13: Table 1Sequence of SCIM Enablers Im
Page 14 and 15: METHOD 2: SCORING OF INDIVIDUAL QUE
Page 16 and 17: Enablers CriteriaTable 4Enablers sc
Page 18 and 19: CONTENTSOVERVIEW...................
Page 20 and 21: xviii
Page 22 and 23: • how adverse or poor safety perf
Page 24 and 25: • leaders provide feedback on the
Page 26 and 27: This may include involvement in:•
Page 28 and 29: • information is gathered on what
Page 30 and 31: • whilst recognising that the man
Page 35 and 36: 3 PEOPLE MANAGEMENTThis section is
Page 37 and 38: • all members of teams understand
Page 39 and 40: Not at allTypical features:To some
Page 41 and 42: 4 RESOURCESThis section is about ho
Page 43 and 44: • health and safety is integrated
Page 45 and 46: Not at allTo some extent Moderately
Page 47 and 48: 5 PROCESSESThe presumption underlyi
Page 49 and 50: This may include:• management avo
Page 51 and 52: 6 CUSTOMER SATISFACTIONAs stated in
Page 53 and 54: 7 EMPLOYEE SATISFACTIONPrevious res
Page 55: Not at allTo some extent Moderately
Page 58 and 59: 8.2 RESPONSIVENESS TO SOCIETAL CONC
Page 60 and 61: 9.2 INTERNAL MEASUREMENT OF MANAGEM
Page 62 and 63: 9.6 EXTERNAL BENCHMARKING OF CONTRA
Page 64 and 65: Appendix A: Progressive safety cult

Safety Culture Improvement Matrix - Industrial Centre

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