Building a Safety Culture: A New Approach to Safety Management Systems

Creating a robust safety management system (SMS) is crucial for any organization, particularly in high-hazard industries. A recent examination of a company’s safety practices revealed significant gaps in their approach, highlighting the need for an integrated, methodical risk assessment process. This prompted the organization to take decisive action in redesigning its safety framework to better align with internal best practices, while also incorporating insights gained from external benchmarking.

The foundation of this revitalized SMS began with a strong commitment to safety that was already evident within the company. Leaders recognized the importance of leveraging this goodwill as a launching pad for implementing their new safety initiatives. By clearly articulating roles and responsibilities and segregating policies and procedures, the organization aimed to create a more structured and effective safety landscape.

To further enhance communication within the company, informal networks were fortified, and new channels were established. This was critical in ensuring that safety information flowed seamlessly across all levels of the organization. Additionally, the corporate office took on a more active role in planning and goal setting by coordinating with regional teams to develop realistic performance tracking metrics and forums for sharing lessons learned.

Acknowledging the existing positive safety culture, the corporate office sought to make it even more sustainable through expanded awareness programs. By inviting factory-level staff to engage with senior leaders, the organization aimed to foster a more inclusive dialogue on safety practices. This collaboration was essential in cultivating a shared commitment to continuous improvement in safety culture across all locations.

Investing in technical expertise also played a crucial role in the SMS redesign. A safety career track was introduced, elevating the status of safety managers and ensuring that they had the necessary resources to succeed. Regular training for safety managers was instituted, and frontline workers were provided with targeted safety education to empower them in their roles.

Lastly, the organizational design was refined to strengthen the corporate safety office. The creation of a dedicated safety division within the production vertical, along with regional safety directors, sought to ensure that safety remained a priority across the entire organization. This comprehensive approach not only aimed to bolster safety practices but also to instill a culture of continuous learning and improvement in safety management.