Safety Culture Improvement Matrix - Industrial Centre

• “policing” of compliance with rules and procedures is done in manner which emphasisessafety outcomes rather than solely on compliance with the letter of the rules and procedures• the disgression that people have on how best to perform a task is within clear safety limits• there is staff participation in risk assessment, hazard spotting and remediation throughworkforce safety teams, safety committees, day to day involvement in safety, etc.3.2 UNDERSTANDING OF PERSONAL ACCOUNTABILITY FOR SAFETYDo individuals appreciate and accept their personal accountability for fulfilling the safety taskswithin their area of responsibility?Not at allFor example;To some extent Moderately MostlyFully• it is clearly understood that all individuals in the organisation have responsibility for theirown and others health and safety and are accountable for their own actions• staff and line management have a clear understanding of their responsibility for thedevelopment and implementation of health and safety management practices• people understand the importance of being vigilant and proactive in preventing undesirableevents/incidents3.3 FACILITATION OF TEAM WORKINGAre teams organised so as to facilitate intra-team working and inter-team working?Not at allTo some extent Moderately MostlyFullyTypical features include:• the “social code” emphasises team working, debate, mutual support, checking others workto detect errors, exchange of information etc.• the responsibilities of each team are clearly defined• all persons who need to co-operate on a routine basis are not hindered in doing so byorganisational or physical barriers• there is a culture of openness and trust within and between teams• the peer culture recognises and promotes the acceptability of challenging unsafe behaviours16