Embracing a positive Health, Safety and wellbeing culture builds a sustainable organization with a resilient future.
With the significant impact of COVID-19 on those who design, build, operate or decommission assets, now is the time to seek out where incremental or significant changes are needed to ensure a resilient future. Developing a positive culture should be part of this discussion and requires deep thought about relationships with stakeholders, commercial pressures and which behaviours are rewarded organizationally.
As culture is driven by people, attitudes and behaviours therefore developing a positive culture starts with the people at the top. This is why ISO 45001 (the first international standard for occupational health, safety and wellbeing) requires leaders to demonstrate a proactive approach to developing a positive culture. This starts with trust and setting and aligning the right strategy, goals, and incentives which contribute to a positive culture and not undermine it (consciously or unconsciously).
BSI’s expert, Kate Field, Global Head of Health, Safety and Wellbeing considers the key influences that make a good Health, Safety and Wellbeing culture and why it can make a commercial difference, which forward-thinking professionals can use as part of their strategy or share with senior leaders, business leaders, Health and safety, business continuity, resilience, HR professionals and site managers.
Kate discussed the core elements of a positive culture and how this is influenced by:
- Management commitment and visibility
- Communication and consultation
- Productivity versus health, safety and wellbeing