FEATURE
to your employees about what they value most and bringing it together under committees or other methods of group feedback.
“TYPICALLY, A CULTURE CHANGE CAN TAKE THREE TO FOUR YEARS, AND THERE’S NO HIDING THERE MAY BE AN UPFRONT COST TO BRINGING IN THE IMPROVEMENTS.”
Demonstrating this in practice, I oversaw a high-profile multi-site, multi activity client in the charitable sector. It had a large internal health and safety team and was to embark on a safety culture journey following the appointment of a new director. We conducted a review and found that the existing team were very busy with
x.com/TomorrowsHS
extensive travel across sites, but with a narrow focus on property compliance, with some areas of the business having no visibility or support. By listening to the needs of the business and doing a risk profile exercise, we helped move the team into a different model of working which supported all functions, including the existing team. This incremental change was a starting point towards a desired safety culture journey.
Perhaps one of the key ways safety culture can be improved is to champion it creatively. Whether that is through mixing job roles and departments across your organisation, from apprentice to C-suite level or bringing in creative marketing and comms departments. It is down to organisations to identify what makes their business tick and shape its identity, but also through its behaviour to safety. Safety culture isn’t a ‘nice to have’, it’s a necessity enabling teams to thrive while also bringing value to clients.
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