Civil Engineering Reference
In-Depth Information
on the culture of an organisation. For example, the law
relating to how employers consult with their employ-
ees should if complied with result in early and effective
engagement of the workforce in discussions relating to
any matter that may affect their safety.
The mere act of employers consulting effectively
with their employees as a result of complying with the
law will result in improved working relationships and
more effective risk management systems.
It is not only the law in terms of the acts and regula-
tions that shape an organisation's culture, but also
enforcement action taken by the Health and Safety
Executive and other enforcement bodies. For example,
if the Health and Safety Executive were to issue an
improvement notice on, for instance, a local outlet
of a national retail organisation, the impact of that
local improvement notice will be felt across the entire
organisation.
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Society
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Insurance companies.
These groups exert infl uence on an organisation's
safety management which can be negative or positive.
Insurance companies have a stake in reducing the risks
within the organisations they insure whereas the pres-
sure from unions may be to resist the introduction of
new technologies and from society.
4.6.4 Technical
One of the key principles of prevention, contained within
both the RRFSO and the MHSW Regulations, is that
responsible persons and employers should where rea-
sonably practicable take advantage of developments in
technology to control risk. Therefore if a specifi c tech-
nological development is made the management of an
organisation may come under pressure to adopt it.
On many occasions it is likely that the develop-
ment in technology is initially expensive and will require
additional costs such as training for those who will need
to operate with it.
The development of new technology therefore poses
both a threat and an opportunity to the safety culture of
an organisation in that, at the time that the new technol-
ogy is embraced, the workforce is liable to feel positive
about the benefi ts (providing that it doesn't result in a
worsening of their employment conditions). Conversely
if new technology is available and not adopted by the
organisation employees are likely to feel that their needs
and safety are not a priority.
4.6.2 Economical
The external economic pressures that are applied to
organisations can vary in their effect upon the safety cul-
ture. Those organisations who understand the relation-
ship between reduced risk and reduced cost will want to
put in place effective risk control measures; this in turn
will require an excellent safety culture.
Conversely those organisations feeling themselves
under acute fi nancial pressure often pay less attention
to key health and safety matters such as maintenance
of equipment and training of personnel. This in turn will
lead to a feeling throughout the organisation that safety
is not as important as survival. In these circumstances
both managers and workforces will be motivated to cut
corners and reduce standards. It is often seen that the
safety culture within an organisation that has restricted
cash fl ows or business opportunities will be negative.
4.7
Internal infl uences on safety culture
In addition to those forces that are outside an organ-
isation there are obviously huge infl uences within an
organisation that do have a signifi cant impact upon the
development and maintenance of the safety culture.
4.6.3 Stakeholder expectations
Every organisation will have individuals and groups who
feel they hold a 'stake' in the success or failure of the
organisation. Internal stakeholders include managers
and employees. However, there are a number of signifi -
cant stakeholders who may be outside of the undertak-
ing including, for example:
4.7.1 Management commitment
Perhaps the most singular and most important infl uence
on an organisation's safety culture is the visible com-
mitment of all managers and in particular senior man-
agement. A visibly committed management has two
signifi cant impacts. First, a genuine commitment to safety
management will result in effective risk assessment and
risk control systems. Second, when management rou-
tinely demonstrate their commitment by their behaviour
at work, they will induce similar behaviour among their
employees.
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National unions
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Trade organisations
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Public pressure groups
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Local and national politicians
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Enforcement authorities
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Business competitors
