At AAT we recognize the importance of maintaining the health and welfare of our people, proving safety in our operations, and our duty of care to protect the environment. The challenge is how to have a positive influence on
an organisation’s health and safety culture. It’s hard to change the attitudes and beliefs of a workforce by direct persuasion, but by acting safely workers can start to think safely. This belief has led to the development
of ‘behavioural safety’ approaches.
Remember that culture often develops slowly, and that fundamental change requires time. A poor culture encourages an atmosphere where not complying with safe working practices is acceptable, and it doesn’t Quite often, organisations
that have a poor safety culture can have the same underlying attitude to all process and procedures. This can result in poor product quality and financial control as well as poor health and safety. help the organisation
to take effective action to solve health and safety problems.
A positive safety culture has three key elements:
Working practices and rules for effectively controlling hazards.
A positive attitude towards risk management and compliance with the control processes.
The capacity to learn from accidents, near misses and safety performance indicators and bring about continual improvement.
An organisation can develop standard safe working practices that comply with the law and best practice. It can also create a positive attitude to compliance by making sure that senior managers lead from the front on this. But for these
two elements 2 and 3 to work effectively, the organisation needs to learn from what’s happeningin the workplace. Only by being aware of and analysing accidents and near misses is it possible to develop suitable improvements to
safe working practices.