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How To Spot Problems In Your Safety Culture

How to Spot Problems in Your Safety Culture

How important is customer safety within the organization if there is a denying security culture?

  • The employees involved will always be guilty if an incident has occurred.
  • Security is not seen as the responsibility of the organization, incidents are not preventable.
  • Employees and customers can meet someone in case of failure.

How important is the registration, evaluation and learning of incidents when there is a denial of safety culture?

These include aspects such as: if there is a reporting culture, what is being done with reports, and what is learned from the incidents.

  • In a department, incidents are rarely reported.
  • It is common to hide errors and nothing is learned from it.
  • Management and employees do not want any hassle and are going back to work as quickly as possible.

How important is equipment, materials and space in terms of safety?

  • Manufacturing is the only thing that counts, but rarely is money spent on safety (insufficient resources to work safely).
  • Materials and equipment are not structurally controlled.
  • Logistics processes are mainly aimed to optimize production. Safety does not play a part in this.

How is the communication about incidents (in terms of security culture) to the departments informed of each other’s reports?

  • Incidents are preferably not discussed. Everyone is talking in a negative sense about an incident with an emphasis on who is guilty.
  • Incidents are hardly discussed or not at all.
  • Customers are not informed about previous incidents.

How is the collaboration and collected feeling in the department?

  • It is everyone for themselves in the department.
  • There is a rigorous hierarchical structure.
  • Work consultation does not take place or hardly occurs.
  • Transfer between employees hardly takes place.

How is staff policy arranged to ensure optimal security?

  • The occupation in the department is variable. Usually there are insufficient employees and there are regular invasion forces.
  • Functional conversations do not take place.
  • New employees are not structurally incorporated.
  • Staff policy is rigid and rarely changes.

How is it done with the ability and safety?

  • Legally required education / training in the field of safety is available or unknown.
  • There is no control of participation of managers and staff in training / retraining.
  • Employees are already trained to do their work so why should they need more education / training?

How is the response culture and compliance behavior within the organization?

  • Nobody speaks to each other.
  • Many employees only work according to the rules when control takes place, otherwise they will ignore it and work according to their own insight and habit.
  • Audits are only used to point employees out on mistakes.
  • Protocols are there to comply with the rules from above.

How to handle customer information and how is the availability of customer information?

  • Within the department, there is little attention to the accuracy of customer information. This is often unavailable or unclear.
  • There is no attention to the accuracy and accessibility of protocols.
  • Information about incidents, malfunctions and equipment failures are not known.
  • Being aware of risk, regarding the use of customer information is hardly known to the management and the employees.

How is the information security?

  • Within the department there is no attention given to information security.
  • The rules and arrangements (such as privacy rules) are almost all unknown. There is no monitoring of the follow-up and the risks have not been brought to the attention of the employees.
  • Workplaces are (often) freely accessible, badges are often unsupported and passwords are on paper. Accounts are exchanged and / or shared, sometimes illegal software is used and unauthorized users have access to confidential information about customers or other interested parties.

This article has been written by Jantina van Rossum of iConact.