The Strategic Building Blocks to Establish and Sustain Your Culture of Safety

In a Culture of Safety, the value an organization has for safety is omnipresent. That value is embraced by leadership, visible in the physical conditions, observable in interactions between anyone at the organization, and in the way, employees talk with pride about their safety achievements. Most importantly, a Culture of Safety is about identifying and controlling exposure and creating an environment that is focused on total worker wellbeing.

Exposure is the condition where the individual and the hazard intersect. A Culture of Safety, therefore, focuses on exposure in producing reliable safety performance, properly controlling both serious injuries and fatalities (SIFs) and catastrophic incidents. For this reason, a Culture of Safety is relevant both in organizational and process safety.

Focusing on safety does not create a Culture of Safety. Instead, a Culture of Safety is more holistic in how it improves the experience of the employee, contractor, and visitor. In fact, safety is not an independent variable in the equation of safety excellence.

This white paper explores:

The definition of a culture of safety.
The three strategic blocks that must be present to create and maintain safety excellence.
The factors required for high organizational functioning to be effective.
The differences between team, supervisor, and management functioning.
The four factors needed to achieve human performance reliability.
How an organization can become a learning organization.
What leaders need to know for them to build a learning orientation.
Strategic questions leaders can ask to enhance and sustain a culture of safety.