Part 6: Conclusion
Safety culture starts with the right tools
“Processes for the receipt of suggestions can be more effective if workers do not fear the threat of dismissal, disciplinary action, or other such reprisals, when making them.”
Amidst the listing of virtues in the ISO 45001 definition of culture were some useful levers – in particular, “your activities and the management system you are responsible for.”
If you want to drive safety culture up and down the chain, perhaps you need to review your activities and get some new tools to support your management system.
Tools that engage workers by treating them as participants, not maze rats - and engage senior management by providing them with information they can’t ignore.
What the software can’t control is how your organization responds to reports. If someone admits to falling asleep on the job, braking too sharply, or forgetting a critical step in a procedure, will they be reprimanded?
Or will someone consider whether shift patterns are causing fatigue, whether automatic speed limiters would be effective, or whether a procedure is too complex?
Staff must believe there is a just culture, where the response concentrates on the learning opportunity rather than disciplinary action. As ISO 45001 describes, safety culture should be “founded on mutual trust.”
Building a strong safety culture takes time and commitment from all levels within your organization. If you're ready to gain insights into how other organizations have used software to elevate their safety culture, click the link below. >>>
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