Companies Design Safety Culture Intervention Enthusiastically, Why don’t They Continue?

Description

Page: 169-175

Harbans Lal (SNDT Women’s University, Director-Forum of Safety Culture, Mumbai, Maharashtra)

This paper deliberates that the organisations set in safety culture intervention, but did not continue as because they largely dwelt on individual behaviours, not the organisational behaviours. It is considered that the cluster of open conversations across levels over a variety of organisational factors (such as rewards & relationships, perceptions & passions, beliefs & barriers) would re-create a new pattern of organisational behaviour to follow on, implicitly put as behaviour based safety (BBS) 2.0. There are challenges such as not giving up the dependent safety culture by leaders, passiveness in mentally stimulating people down the levels, lack of reinforcement from respective HODs/ leaders, and lack of skills in mobilising and involving all employees/ associates. In this regard, the critical insights from a comprehensive literature review and 198 industry leaders are shared. Majorly, three aspects are discussed, firstly a host of 20 factors that need introspection by the EHS (environment, health, safety) and industry professionals. Secondly, how BBS 2.0 is implemented qualitatively/ conversationally at organisational levels? Thirdly, meeting the challenges of implementing BBS 2.0. As forecasting mechanisms, it is critical to know also the periodicity aspects of safety culture transformation, and that the behaviour based safety (BBS) 1.0 and 2.0 both together transform the safety culture into a positive work culture.