Quel est le moyen le plus efficace de développer une solide culture de la sécurité grâce au leadership ?

A strong safety culture is developed by finding what is wrong and not who is wrong, This approach encourages team members to contribute freely and think out side the box when it comes to implementation of safety tools like-Standard Operating Procedures, Therefore management must put in place systems which promotes the free and open culture system, not the policing type approach

Back up your words - verbal and written - with sincerity and action (including backing the people who raise a safety concern). If you don't believe in safety, others will see that. Downplaying or ignoring safety or trying to come up with "just this once" excuses for bypassing it will discredit anything else you say in all other areas.

We have to continuing remaining that Safety is a continuous journey not destination. It is a license to lead the KPIs and performance & growth..

Partnerships drive safety. It should be something everyone has a voice in and agency to drive. Having agency in safety encourages participation and ownership by all. Defining safety as a “role” is a miss - we should never be relying on “the safety department” or “osha” to keep us safe - they are not at every task / job. Agency is key. When everyone considers safety “their job” everyone is safe.

This has to be a documented system/process/framework that is visible around the workplace. It is no good hidden and doesn't help those actively striving to change the culture if is it hardly known. It just cannot live in the induction or hidden in a policy somewhere

Consultation in various forms and at multiple 'touch points' (e.g., committees, daily meetings, with external stakeholders - delivery/supply chain, multimedia, etc) where by people see and hear what leaders have to say, and who share what their expectations are. Further, any good culture needs a Just Culture. Used strategically and only when necessary, and for negative and less desirable outcomes.

In my journey of nurturing a safety culture, it's been about investing Blood (Brand commitment), Sweat (Team leadership), and Tears (Empowerment). Our brand's commitment built trust, while leadership guided our path. Empowering the team fueled their sense of ownership. We embraced open dialogue, valued diversity, and leveraged technology and ongoing training. Learning from both successes and setbacks shaped our growth. It's the accessibility of resources and fostering psychological safety that truly fueled our team's involvement, fostering a lasting dedication to safety.

I can offer you some concrete instances from my experience of how leaders can empower and include their team in creating a security culture: • To discuss employee issues and talk about the newest security trends, a plant leader can arrange a monthly security meeting. • A manager can design an incentive scheme to recognize staff members who promptly report safety risks. • To lower safety concerns, a maintenance worker can assist in creating a strategy for preventive maintenance.

Hay papeles fundamentales en la enseñanza para que sepan realizar sus actividades. Si hacen su trabajo de la manera correcta uso de los equipos con cual trabajan

The leader is prepared to accept what they're prepared to walk past. You want certain behaviours, act a certain way and lead by example. Be empathetic, be authentic, be visible, show vulnerability. Be a good human, always, especially when no one is looking - Lead with integrity!

Leader always creating culture, for better or for worse, whether they intended to or not Leader need to reflect their self before changer other culture I think creating credibility first will gain trust of your people then you can do lead by example dan demonstrate care

In my experience, leading by example is THE key. Everything else is infrastructure or delegated action. While you need a good plan with good communication and collboration, the team mainly needs your doing.

A leader must listen to the workers, operator, supervisors and managers of their take on the job at hand. Their suggestions and comments means greatly contribute to a good learning and improvement of the work.

In every organization, safety culture improvement is under process. For improving of safety culture, higher team has to inject the safety culture in employee regular activities. Daily walk about with team , safety training , impact of under safety activities.

Measuring just culture outcomes and understanding those common themes can provide insight into where consistent problems exist, and where to redirect efforts as required.

As part of the review and reevaluation of your safety culture, it is important to research & consider; - new and upcoming OHS legislation and how it will impact the company’s safety program and operations. - union contracts/agreements. - subcontractor safety management and performance. Is the evaluation and monitoring program working? - changes to audit requirements and standards. - the age of your workforce. - issued compliance orders and inspection reports. - annual safety goals and initiatives. Remember, progress not perfection! -

the recent or planned adoption of safety technologies (I.e: usage of safety management software). - the review of incident statistics and outcomes. - the review of disciplinary action statistics. - the involvement of C-suite /management in safety activities and whether deliverables are being met. - the involvement of employees in safety activities at facilities, yards and offices and whether deliverables are being met. By considering the above items when evaluating your safety culture, you will be able to identify critical shortcomings or strengths about your company’s safety leadership and culture.

One piece is missing - competent H&S specialists. There should be somebody in organisation who can assist leaders with setting of goals and vision, who will advice on the next development steps based on existing trend analyses, who will help to avoid typical barriers and mistakes (like application of fair and just culture of disciplinary actions etc,). Other way there is a risk for leaders to be promoting something that doesn’t really work well. If they are told that safety mean overspending of recourses without reasonable return on investments, that won’t work. Safety should be reasonable and effective to be widely supported, and that requires competence.