Key data
| Business: Power supply utility | Size: 2750 Employees + 1500 contractor employees | Safety performance 30% lower average accident rate compared on country level | Purpose Improvement driven by regional peer group |
| Safety Culture Sate Review Presence workshop | Safety Culture Sate Review Index: 3,6 | Safety Culture Sate Review Short-term goal: 4,2 | Safety Culture Sate Review Mid-term goal: 5 |
This case study shows how the results of a Safety Culture State Review workshop can be analyzed and how appropriate measures can be defined with the workshop participants.
The results of the review are available immediately during the workshop.
With this case a new approach for defining leading cultural indicators are beeing intoduced that will enable to track the cultural change process.
The case
The company is one of the leading companies involved in the implementation of the country related energy transition. The company currently employs more than 2750 people. In addition to the company’s own employees, approximately more than 1500 external employees are employed.
Two years ago, the company decided to give more weight to the cultural aspects to improve safety performance and initiated a review of the original measures for the first time.
The company currently counts only accidents according to local legislation for own employees. The company’s accident rate is significantly better than the average accident rate of the country. Over the past years the company achieved some significant improvements regarding the accident rate.
To fulfil legal obligations an occupational Safety Manager is employed who ensures that the company complies with the country related legal framework (risk assessments, accident recording, inspections, employee training, contact person for authorities and clients).
The company operates a quality and environmental management system acc. to ISO 9001 and ISO 14001 for more than 20 years.
Due to the energy transition, the company has been given new areas of responsibility that represent a significantly higher risk potential. In addition, the company faces international competition due to the new areas of responsibility.
The Safety Culture State Review was conducted as a physical workshop with 25 participants, all managers, and moderated by the internal Safety Manager.
The workshop was divided into 4 sections: a) why safety culture matters to improve safety performance, b) Safety Culture State Review Survey, evaluation of the 20 subject areas by the workshop participants, c) presentation of the results, d) determination of specific measures to improve the safety culture.
English 
German