This document discusses best practices for creating a strong safety culture in an organization. It defines safety culture and outlines a maturity model for assessing an organization's safety culture. The model ranges from "ground breaker" to "leader" and considers factors like commitment from leadership, use of processes and technology, and worker empowerment. The document also provides examples of key performance indicators and a matrix to evaluate an organization across these factors. Finally, it recommends actions like defining shared safety values and hiring dedicated safety managers to enhance an organization's safety culture.

1. Best P
B t Practices for
ti f
Creating Safety Culture
Asish Ghosh
VP Manufacturing Advisory Services
ARC Advisory Group
AGhosh@ARCweb.com

2. Every Organization Has Safety Culture,
Operating at Some Level
Cultures are based upon shared values,
values
beliefs, and perceptions that determine
what is to be regarded as the norms for
the organization.
If an organization feels strongly about safe
behavior, there will be little tolerance for
deviation, and there will be strong
societal pressures for conformance
i t l f f
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3. What is Safety Culture?
U.K. Health and Safety Commission:
“The product of individual and group values
The values,
attitudes, perceptions, competencies, and patterns of
behavior that determine the commitment to, and the
style and proficiency of, an organization’s health and
organization s
safety management.“
Like any other culture, there is a lot of inertia built
into the way an organization operates and safety
culture in no exception.
The challenge fo the management is to o e come
for overcome
those inertias to navigate it to a higher level of
safety awareness and culture
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4. Safety Culture Maturity Model
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5. Key Performance Indicators (KPIs)
Once an organization has analyzed its
mission,
mission identified all its stakeholde s
stakeholders,
and defined its goals, it needs a way to
measure progress toward those goals.
People: Corporate Commitment and Responsibilities
P l C t C it t dR ibiliti
Process: Programs, Procedures, and Management
Technology: Equipment & Practice and Reporting
gy q p p g
Support: Worker Empowerment and Safety Training
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6. Safety Culture Maturity Matrix
People Processes Technology Support
Ground
G d Corporation
C ti Periodic
P i di Hazard
H d Strong worker
St k
Breaker committed to safety audits. assessment involvement
a fully defined Follow safety after every in safety
Safety Culture lifecycle incident. policy.
and has made management Proactive Proactive
an integral functions.
f ti assett safety
f t
part of day to management. training.
day Corporate
operations level safety Safety blog Up-to-date
manager. website. training
resources
Leader Corporation No regular Hazard Worker
committed to safety audits. assessment involvement
a fully defined Do not closely only after a in safety
Safety Culture follow safety major policy.
but has not lifecycle incident. Proactive
made it an management Proactive safety
integral part functions. asset training.
of day to day management
operation Corporate Training
level safety No safety blog resources not
manager.
manager website.
website always
updated
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7. Safety Culture Maturity Matrix (Contd.)
People Processes Technology Support
Competitor There is an No regular Hazard Workers
informal safety assessment have limited
safety
f audits.
di only after a
l f involvement
i l
program in Do not major in safety
place but it closely accident. policy.
is not fully follow safety No proactive Safety
defined and lifecycle asset training as
does not management management
t t needed.
d d
necessarily functions.
have shared No safety Training
values Local level blog resources
safety website. not always
managers. updated
Follower No program No regular Minimal Little
in place and safety hazard involvement
none audits. assessment of workers in
planned Do not after a major safety
follow safety accident. p
policy.y
lifecycle No proactive No formal
management asset safety
functions. management training.
No dedicated . Informal on
sa e y
safety No safety
o sa e y the job
e
manager. blog training.
website.
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8. Overall Maturity
Ground
Follower Breaker
Leader
Com petitor
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9. Actions to Enhance Safety Culture
Articulate a fully defined safety culture, supported at the
highest levels
Inculcate shared values, beliefs, & perceptions, with defined
expectations and accountability
Employ one or more full time safety managers that report to
p y y g p
the highest levels of the management
Set up procedures for reducing incidents, which include:
proactive asset management and written SOPs
Perform comprehensive hazard assessment after every
incident or accident
Encourage employees to report on hazard conditions and set
up a safety blog website that is accessible to all employees
Actively encourage workers to participate in safety activities
allowing them to influence safety policy implementations
Set up safety training and refresher courses for all new and
veteran employees, on-site contractor personnel, & visitors
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10. For More Details …
Ask ARC for a copy of the report:
Best Practices for Process Safety Culture
y
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11. “An organization with a vigorous safety
culture is always in a more secure position
to avoid accidents and is better prepared
when such an incident happens.”
Thank You.
For more information, contact AGhosh@arcweb.com or
visit our web pages at
www.arcweb.com
www arcweb com
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