Understanding safety culture checklist

Understanding safety culture checklist
Understanding safety culture
Understanding what influences the culture of your organisation can make a significant
contribution to changing employee attitudes and behaviours in relation to workplace health and
safety. For a safety culture to be successful it needs to be led from the top—that is, safety culture
needs to be embraced and practised by the CEO and senior managers.
Strong leadership and management commitment is directly related to safety performance as it
demonstrates by example to employees what actions will be rewarded, tolerated or punished,
which in turn influences what actions and behaviour employees initiate and maintain.
What is a safety culture?
A safety culture is an organisational culture that places a high level of importance on safety
beliefs, values and attitudes—and these are shared by the majority of people within the company
or workplace. It can be characterised as ‘the way we do things around here’. A positive safety
culture can result in improved workplace health and safety (WHS) and organisational
As a safety leader you should ask yourself?
how important is safety?
is safety important most of the time or all of the time?
is it okay to compromise on safety if it’s going to be more expensive?
Companies that want to have a positive safety culture, which everyone owns, should develop and
promote managers with the right knowledge, skills and attitudes to successfully undertake the
responsibilities of the safety.
The Construction Safety Competency Framework identified nine broad behaviours, or culture
actions, that are considered essential to the development of a positive safety culture. These are
listed below.
1. Communicate company values
2. Demonstrate leadership
3. Clarify required and expected behaviour
4. Personalise safety outcomes
5. Develop positive safety attitudes
6. Engage and own safety responsibilities and accountabilities
7. Increase hazard/risk awareness and preventive behaviours
8. Improve understanding and effective implementation of safety management systems
9. Monitor, review and reflect on personal effectiveness.
The culture actions can easily be implemented by any company regardless of its size, and most
of them can be introduced with little or no direct financial cost to the company. Each of the nine
culture actions are outlined below.
Culture action 1 Communicate company values
Relate behaviours, decisions and attitudes that are expected, supported and valued by the
Organisational safety values vary from company to company. They can be based on zero
incident programs or defined as a general preventive statement (e.g. ‘… prevention of work
related injury and illness by providing a safe and healthy work environment for a company’s
employees and subcontractors’). The real message for any safety values approach is safety first.
Safety should become a part of your everyday values and action, and not be seen as an ‘extra
Messages can be communicated and embedded via company work health and safety policy
statements, safety posters, toolbox talks, ‘walk-arounds’ by management, regular reinforcement
by all ‘non-safety’ managers or any other corporate communication method used by the
Culture action 2: Demonstrate leadership
Act to motivate and inspire others to work towards achieving a particular goal or outcome by
sending clear and consistent messages about the importance of work health and safety.
Leading from the top down can be demonstrated by:
seeking staff engagement and participation when developing ‘safety’ tools (e.g. checklist
inspections, safe work method statements, job safety analyses)
wearing personal protective equipment when on-site
conducting periodic checklist inspections
conducting periodic risk assessments
conducting periodic toolbox talks.
Leadership attributes can be fostered among all workers by developing ownership. Consider
seeking staff engagement and participation when developing safety tools such as checklist
inspections or safe work method statements/job safety analyses (SWMSs/JSAs). Compliance
with these is more likely if the individual has a sense of ownership of the task.
Culture action 3: Clarify required and expected behaviours
Clarify to immediate employees the specific behaviours required and expected of them.
Develop and standardise behaviours and actions by clearly communicating via:
informal conversations
toolbox talks
other communication processes used in your company
addressing inappropriate behaviours, actions or lack of action
reinforcing appropriate behaviours and actions with praise or thanks.
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Culture action 4: Personalise safety outcomes
Make work health and safety more obvious, relevant and emotional for the individual to
personalise their role in preventing and eliminating risks and hazards.
Managers can personalise the impact of an employee injury or death by communicating:
the personal impact of the risks of a process or distinct task when an individual is injured or
becomes ill; or if his or her actions (or lack of them) cause injury, illness or death to a
why it is important to the individual and the project that employees ensure their own safety
and health and that of others
the behaviours your company expects everyone to consistently adopt.
The impact of an injury or fatality can be personalised by relating that incident is not just an
anonymous statistic reported in annual workers’ compensation reports, but a workmate who has
a name, a partner, children, parents and siblings.
Emphasise that your industry still has far too many avoidable injuries and fatalities, and that in
some Australian work health and safety jurisdictions, individuals may be held accountable under
reckless conduct or workplace death provisions. Consequences of this accountability could
include heavy fines and/or imprisonment.
Culture action 5: Develop positive safety attitudes
Foster the development of attitudes and beliefs that support safe behaviour.
The significance of ‘driving down’ the safety culture to the shop floor or work-site, where the
risk exposure is the greatest, cannot be overestimated. Companies that encourage managers,
employees and subcontractors to challenge unsafe behaviours and attitudes in others, and to also
recognise and encourage those who have shown a positive attitude towards safety, will maximise
the likelihood of positive attitudes and beliefs becoming shared values, resulting in a positive
safety culture.
By developing positive behaviours and encouraging open and informed conversations, managers
are creating an environment where it is OK for anyone to challenge unsafe behaviours and
attitudes in others. The absence of safety policies and procedures or a lack of commitment to
safety makes it more difficult to develop and maintain a positive safety culture. Some overall
values, beliefs and attitudes that should be fostered and regularly reinforced as personally
relevant are:
Workmates’ lives and wellbeing are important — people should go home in the same
condition they came to work in.
Soing the ‘right’ thing is important.
Speaking up about safety won’t threaten my job.
If I do speak out, something will be done.
If I don’t act, I would be responsible if something happened.
Good construction is about working safely—it is not a separate concern.
My personal safety is more important than money.
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Wellbeing and personal safety in the workplace are more important than money.
Culture action 6: Engage and own safety responsibilities and accountabilities
Increase input, actions and involvement in the safety management process by individuals.
At a safe workplace people will:
understand what they need to do and why they need to do it
think about what they are doing before they do it
look for hazards proactively and manage risks before they cause harm
take care of hazards themselves without needing policing
believe they are responsible and accountable for making sure that they and their workmates
remain healthy and safe
follow workplace rules.
Ownership is one of the indispensable cornerstones of a successful safety culture. To encourage
or develop ownership, senior managers can foster and maintain the following:
Engaging employees:
Obtaining employee input into safety management on a daily basis — not just through work
health and safety committees or other formal means.
Reducing the ‘us’ versus ‘them’ mentality through building trust.
Involving all workplace management in the planning process.
Sharing the information with workers.
Building relationships:
Creating a sense of belonging through team building.
Providing opportunities for people to meet socially (e.g. BBQs).
Having regular conversations at a social level (e.g. enquiring about things important in
colleagues’ lives).
Generating conversations about safety — subtle weaving of safety into general conversation
providing good amenities that promote interaction and show that management cares for the
wellbeing of the workplace.
Employees (e.g. clean and tidy staff rooms, tea, coffee and hand washing facilities and clean
Demonstrating support:
Trusting people’s judgments on safety and opinions on work matters.
Having an open door policy by encouraging people to speak openly about safety breaches.
Empowering by rewarding those who raise safety issues and helping them to progress and
resolve issues.
Culture action 7: Increase hazard/risk awareness and preventive behaviours
Increase the individual’s understanding of the work health and safety outcomes associated with
their decisions, behaviours and actions.
Meaningful two-way communication is key to heightening hazard and risk awareness as it
enables necessary preventive behaviours to be generated among employees and contractors.
Proactive identification and controlling of hazards and risk exposure are required under work
health and safety laws, but are also cornerstones of a productive safety culture that take safety
beyond legal compliance.
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The ability of senior managers to communicate clearly and concisely in oral and written format
for formal and informal occasions is vital in ensuring the management of work health and safety
performance. Effective communication for managers is a skill that is based on effective
awareness raising, giving feedback and interpersonal skills.
Companies that encourage management to obtain these communication competencies will
increase their likelihood of successfully increasing hazard/risk awareness and preventive
behaviours. Well planned communication is critical if a company wants to increase awareness,
and when speaking with people about changing or improving their behaviour. It can also help
build mutual trust between management and the workforce.
Effective communication should:
be clear and direct
be relevant to those receiving the message
avoid blame (as this is likely to create defensiveness and the message will not be heard)
emphasise the personal impact of the action or decision.
Communicators are also active listeners. Active listening means really hearing what the speaker
is saying, not just waiting for your turn to speak. By confirming the listener understands what is
being said, there is an increased likelihood of the speaker and listener having a shared
understanding of the matter. An important offshoot of good communication is creating an
environment where messages can be listened to and heard. Active and better listening can
happen by mirroring (matching/copying language and body language), reflecting (confirming
understanding by repeating key points in sender’s message), and paraphrasing (summarising
what has been said to confirm shared understanding).
Regardless of the circumstances or the language used, the consistent message is always that
safety is a shared responsibility.
Safety focused managers will provide:
consistent communication of the consequences of ‘at risk’ behaviours and why they should
be avoided under all circumstances
consistent communication of the company’s values, policies and procedures throughout the
workplace, including management, workforce, contractors and subcontractors
a shared understanding of key hazards and their risks, and engagement by everyone
throughout the workplace and the company to achieve solutions
hazard-specific training to their workforce
a collaborative approach to hazard identification/risk assessment and control.
Culture action 8: Improve understanding and effective implementation of safety
management systems
Enable individuals to increase their knowledge of specific ways in which hazards are managed,
as well as their ability to apply and implement the actual WHS processes
Senior management can improve their work health and safety knowledge by getting involved
with the people who are doing the actual work or specific tasks. Increased knowledge should
result in:
the ability to identify unsafe work practices and unsafe behaviours
the ability to do things better (e.g. safer work methods based on continuously improved
the ability to problem solve to achieve safer work practices and safer behaviours.
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To increase uniformity, predictability and understanding of safety behaviours and their elements,
many companies base their safety systems on Australian/NZ Standards (or equivalent tools).
Regardless of the developmental stage of your company or the tools it currently uses, it is
important that there is the ability to systematically:
analyse and inspect the entire working environment to identify and assess risks as well as
design and implement appropriate safety management systems and evaluate their
assess the resources needed to establish and maintain safety management systems
prioritise hazards and appropriate controls according to assessment and evaluation of risks
consider a range of control measures to address possible inadequacies
consider when to seek expert advice.
Companies can demonstrate their commitment to safety by having senior managers periodically
on-site, and taking an active interest in work health and safety. This can develop engagement
and ownership of safety responsibilities and accountabilities.
Culture action 9: Monitor, review and reflect on personal effectiveness
Frequently use various sources of information to gain feedback on the effectiveness of culture
actions and other safety related behaviours.
This culture action will enable you as a safety leader to fine tune and continually improve your
ability to complete the other eight listed culture actions, through the use of various sources of
information and communication to gain feedback on the effectiveness of culture actions and
other safety-related behaviours.
Leadership style is also important in developing and maintaining a positive site safety culture.
Central to any leadership approach is the ability to foster good relationships with other managers
and the workforce. Better relationships increase the likelihood that people will behave in a way
that will achieve the safety goals articulated in the company values. If senior managers have
good relationships with their employees, contractors and subcontractors, and they behave in a
manner that promotes working safely, workers are more likely to behave safely. For positive
relationships, seek to develop a style that promotes close involvement with workers to build trust
and respect, while still maintaining authority and adherence to the safety processes.
(Adapted from: A Practical Guide to Safety Leadership: Implementing A Construction Safety
Competency Framework, http://eprints.qut.edu.au/27620/ )
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How do I implement this step in my company?
To understand your organisation’s safety culture, it is recommended you take the following
Tick () when completed.
Establish your company’s safety values and whether you and your senior managers are
committed to them
Measure where your company is at with regards to living and applying these values
Identify what actions the senior managers need to take to drive, communicate and display
the safety values
Communicate these safety values to your employees
Encourage senior management to lead by example to demonstrate your company’s safety
Develop and communicate standard procedures and instructions/standards to all
employees so they understand the specific behaviours required and expected of them to
achieve the company values
Include and communicate company values in subcontractor, tender and contract
Make sure ALL your contractors and subcontractors adhere to these site/project
requirements and have:
a thorough understanding of the workplace-specific hazards and risks associated
with their activities based on the
implementation of SWMSs and JSAs if appropriate
established systems for managing their ongoing WHS risks
their employees appropriately trained, and with competencies and licences
required for the contract work
their plant and equipment appropriately licensed or registered and
maintained/inspected regularly
their plant and equipment operators fully trained, competent and certified where
Personalise the importance of your employees’ role in preventing and eliminating risks
and hazards
Motivate your workforce to think and act safely by encouraging worker involvement and
collaboration, developing relationships and supporting your workforce
Increase your employees’ awareness of hazards and risks
Train your managers to communicate more effectively – including becoming better
Review and improve the WHS knowledge of your managers by providing training where
Encourage your managers to:
continuously monitor, communicate and review all procedures and related safety
achieve continuous improvement based on realistic and realisable safety
performance indicators
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foster workforce engagement and collaboration with the development, practice and
maintenance of safety reviews
regularly promote the significance of ownership, a sense of belonging, the
meaningful involvement of the site workforce in safety procedures and the
advantages of sharing information
reinforce the personal importance of safety
embody safety behaviours in all procedures and written and oral instructions
review the effectiveness of procedures and instructions
check the understanding of instructions by the workforce at regular intervals
ensure that educational and WHS objectives underpin procedures and instructions
communicate and reinforce corrective actions necessary to remedy ‘at risk’
behaviours, attitudes and actions
provide regular and consistent positive affirmation and reinforcement of ‘good safety
relate and share with the workforce the impact of negative and positive outcomes
ensure that task and work competencies and other required WHS procedures are
standardised, and
assessment procedures communicated to the workforce and all levels of
management throughout the workplace including contractors and subcontractors
clarify and consistently reinforce and communicate required task competencies,
associated WHS behaviours and why competent execution is important
seek and use feedback obtained from consultations, ‘walk arounds’, collaborative
decision making, self-reflection
(Adapted from: A Practical Guide to Safety Leadership: Implementing A Construction Safety
Competency Framework, http://eprints.qut.edu.au/27620/ ).
Workplace Health and Safety Queensland
1300 369 915
© The State of Queensland (Department of Justice and Attorney-General) 2013
Copyright protects this document. The State of Queensland has no objection to this material being reproduced, but asserts its right
to be recognised as author of the original material and the right to have the material unaltered. The material presented in this
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the reader should not rely on it. The Queensland Government disclaims all responsibility and all liability (including, without limitation,
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