Senior Leadership Level
Much like management levels below, the big challenge here is expanding people’s relationship to safety as a value rather than a priority. What that looks like in practice is shifting leadership’s relationship to safety as a thing to be managed and to show you care about to something they/you actually care about and are out to impact on a day-to-day basis in their/your own life and the lives of the people that work for you/them.Project Manager level
These guys have a much bigger impact on safety than they might realise. There can be a tendency for them to see safety as the HSE professional’s job, or part of the supervisor’s management portfolio, leaving them simply to ensure that the paperwork gets done and the inspections happen. What can get missed here is that safety is not a priority, it’s a value; and that how you demonstrate that value sets the whole tone for the safety culture amongst their direct reports, on site and throughout the whole organisation.Supervisor level
This is most likely the pivotal point in turning any safety culture around. These guys determine the way people work and what is king in the Safety, Production and Quality Priority Triangle. At this level, the impact of safety is often lost. However, in our experience, with the exception of the close family of the people who get hurt, these people take the greatest psychological impact from anyone on their crew getting hurt.Operative level
At this level, the main conversation that needs to be addressed is, “It won’t happen to me.” In our current financial culture, the other prevailing issue is ‘doing whatever it takes to look more productive than the guy next to me to ensure I keep my job – regardless of the risks.’Contact us
Please call us or send an email if you have any questions or sugestions
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