exist or are in disrepair. Negative performance indicators as well as performance indicators as well as performance indicators are used negative performance indicators. negative performance indicators. to determine success. Successes are shared across the organisation and celebrated. Staff and stakeholder involvement Reactive Calculative Proactive Stakeholder involvement in Stakeholder involvement in Stakeholder involvement in changes. Staff and stakeholders changes. and stakeholders changes. Staff and stakeholders are meaningfully involved in the are not involved in the are sometimes or informally development of changes, development of changes and new involved in the development of initiatives, risk assessments and, initiatives or risk assessments changes, initiatives, risk the development of policies, unless forced to be. assessments, the development of systems, procedures and to policies, systems and procedures safety improvements. and to safety improvements. Staff and Communication. Staff and All and Communication. Communication. stakeholders are discouraged stakeholders are encouraged to stakeholders are encouraged to from communicating about safety communicate about safety issues. communicate about safety issues issues and sharing and learning and share and learn from each from each other’s experiences. other’s experiences. Innovative ideas are Innovation. Innovative are Innovative ideas are Innovation. Innovation. discouraged and staff fear considered but can only be encouraged and staff is implementing anything not implemented by management. empowered to implement them. directed by management. TSV audit questions TSV’s audit checklist contains the things that auditors will consider and discuss during the audit process to allow them complete an assessment of operators’ safety cultures. An extract from the checklist is below. Element 1 - Management and leadership: Safety message: Do leaders communicate safety messages consistently, clearly and strongly? Do leaders lead by example and do actions support the organisations safety message, even under difficult or non-routine situations? Encouragement: Do leaders promote safe behaviour? Do leaders discuss safety and make it clear that everyone is responsible for safety? Do leaders discourage cutting corners? Visibility: Are leaders visible? Do they regularly interact with staff? Time and resource commitment: Do leaders commit adequate time and resources to safety? Decisions: Does leader decision making prioritise safety over performance? Are risk and safety decisions made at the proper level by appropriately qualified people?
exist or are in disrepair. Negative performance indicators are used to determine success. performance indicators as well as negative performance indicators. performance indicators as well as negative performance indicators. Successes are shared across the organisation and celebrated. Staff and stakeholder involvement Reactive Calculative Proactive Stakeholder involvement in changes. and stakeholders are not involved in the development of changes and new initiatives or risk assessments unless forced to be. Stakeholder involvement in changes. Staff and stakeholders are sometimes or informally involved in the development of changes, initiatives, risk assessments, the development of policies, systems and procedures and to safety improvements. Stakeholder involvement in changes. Staff and stakeholders are meaningfully involved in the development of changes, initiatives, risk assessments and, the development of policies, systems, procedures and to safety improvements. Communication. Staff and stakeholders are discouraged from communicating about safety issues and sharing and learning from each other’s experiences. Communication. Staff and stakeholders are encouraged to communicate about safety issues. Communication. All and stakeholders are encouraged to communicate about safety issues and share and learn from each other’s experiences. Innovation. Innovative ideas are discouraged and staff fear implementing anything not directed by management. Innovation. Innovative are considered but can only be implemented by management. Innovation. Innovative ideas are encouraged and staff is empowered to implement them. TSV audit questions TSV’s audit checklist contains the things that auditors will consider and discuss during the audit process to allow them complete an assessment of operators’ safety cultures. An extract from the checklist is below. Element 1 - Management and leadership: Safety message: Do leaders communicate safety messages consistently, clearly and strongly? Do leaders lead by example and do actions support the organisations safety message, even under difficult or non-routine situations? Encouragement: Do leaders promote safe behaviour? Do leaders discuss safety and make it clear that everyone is responsible for safety? Do leaders discourage cutting corners? Visibility: Are leaders visible? Do they regularly interact with staff? Time and resource commitment: Do leaders commit adequate time and resources to safety? Decisions: Does leader decision making prioritise safety over performance? Are risk and safety decisions made at the proper level by appropriately qualified people?
Bus-Guidance-Safety-Culture.docx