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SCSR-Dimensions

I. Responsibility for Occupational Safety Line management is responsible for occupational safety. The safety department advises executive and senior management and provides related guidance and instructions. Team leaders independently assume responsibility for safety in their area and act on their own initiative without needing to be asked. Employees actively take responsibility for safety and support each other through corrective, self-regulating actions within the team. Responsibility for safety rests solely with the safety department. Managers and employees act only on its instructions.
II. Dealing with Incidents and Observations Incident investigations are performed only by the safety department and take place sporadically for workplace accidents. Actions are partially defined and followed up, results occasionally communicated, and employees have just started reporting observations and near-misses to the safety department. Workplace accidents — whether resulting in lost time or not — are systematically investigated, with line managers and departments actively involved in the process. Actions are consistently followed up, results communicated, and employees are encouraged to report observations and near-misses to the safety department. Teams take full ownership of investigations into both accidents and observations. They analyze findings and share them across the company. Reporting observations has become a core element of continuous improvement. Investigations are only conducted after serious workplace accidents; there is no systematic follow-up or analysis of incidents.
III. Conducting Safety-Meetings Safety meetings are initiated and led by executive management or the safety department. They take place monthly, participation is mandatory, and participants may raise their own topics. Safety meetings are planned by supervisors or the safety department together with employees. Staff are encouraged to bring up relevant safety topics and share their experiences. On-site discussions are held regularly, and contributions are recognized. Teams plan and conduct safety meetings themselves, based on current issues or their own needs. Any team member can lead; each meeting begins with a short safety moment on work or personal topics. Safety meetings are sporadic and initiated only by the safety department.
IV. Safety-Trainings for employees Most safety training is delivered by supervisors or the safety department, mainly through the company’s learning tool where employees read assigned procedures, confirm understanding, and complete related e-learning modules. Employees are encouraged to suggest and even deliver safety training; participant feedback is gathered to improve quality and value continuously. A cross-functional team, mainly composed of employees, analyses safety training needs and oversees implementation and qualification processes. Safety training is conducted late or not at all and only meets legal minimum standards.
V. Safety-Training for Supervisors, Team Leads, Management Mandatory safety training for leaders covers their legal responsibilities in occupational safety. Additional safety training for leaders covers specific topics such as KPI reporting, risk assessments, handling hazardous materials, and work permits. Leaders receive ongoing coaching and training to strengthen intercultural competence and reinforce the company’s safety culture. No specific safety training for leaders is provided or conducted.
VI. Carrying out Safety Inspections Safety inspections are planned and conducted by safety specialists to meet legal compliance. Follow-up on agreed measures with departments is irregular. Safety inspections are systematically planned and conducted regularly. Risks are assessed, actions tracked, and results communicated. Team leaders are involved in the process. Team leaders and managers proactively request additional safety inspections to improve work processes. Teams openly discuss improvement opportunities and regularly conduct self-inspections. No safety inspections are carried out.
VII. Dealing with Risk Management A safety risk management process exists but mainly serves to confirm legal compliance. Risk assessments are complex and rarely used in daily operations. Leaders rely on safety specialists to perform them. The risk management process covers all safety aspects and is simple to apply. Supervisors and teams perform risk assessments together, and management regularly reviews the company’s key risks. The risk management process is easy to understand and applies the same approach to safety, quality, and business risks. Employees independently perform and update risk assessments as living documents that drive continuous improvement. The company has no safety risk management process.
VIII. Ensuring compliance Compliance with legal requirements is ensured through certified management systems (ISO 9001, 14001, 45001). Compliance is ensured through certified systems and regular inspections by safety specialists. Leaders take responsibility for tracking and closing agreed actions. Compliance is jointly ensured by employees and leaders, supported by safety specialists. Departments initiate inspections on their own and report observations openly. Compliance with legal requirements is ensured by external safety specialists who conduct inspections based solely on legal standards.
IX. Equipped with Personal Protective Equipment (PPE) Required PPE is provided by the employer; price is not a deciding factor in selection or purchase. The safety department selects PPE exceeding legal requirements. Leaders ensure employees receive the required PPE according to the company’s PPE catalog. Employees actively participate in selecting and procuring PPE with support from safety specialists. They choose from the company catalog or request approval for alternatives. Only legally required PPE is provided, and price is a key selection factor.
X. Safety Leadership (Leading by Example) The safety team supports management in developing a leadership program. Managers conduct safety walks but show limited engagement, focusing mainly on compliance. A safety leadership program exists at all levels. Leaders regularly visit the shop floor, engage with staff, and communicate safety topics continuously. Leaders visit the shop floor to support improvement. Two-way dialogue encourages open communication. Managers take responsibility for following up on agreed actions. No specific safety leadership program is in place.
XI. Safety Communication in the Organisation Safety topics are communicated within the company by the safety department via email and intranet. Safety topics are systematically shared across all channels, including results, campaigns, training, and events. Communication channels are interactive and two-way. Safety communication is a high priority. Employees are actively involved, and personal stories from staff and leaders are shared to strengthen the safety culture. There is no regular communication of safety topics within the company.
XII. Implementation of behavioral prevention After serious incidents, ad-hoc campaigns such as “Safety Standdown” or “7 Days Safety” are organized by the safety department. Safety campaigns are regularly developed based on incidents, identified risks, and employee input. Managers and employees implement these initiatives across the company (e.g., Safety Day, Safety Flash). Employees receive recurring training on behavior patterns that may lead to incidents. They learn preventive techniques and cascade knowledge internally through a train-the-trainer approach. There is no behavioral prevention program in the company.
XIII. Prepare for Emergencies Emergency drills are planned and conducted by the safety department. Procedures are adjusted when necessary. A central emergency alert system is in place and regularly practiced. Leaders and employees are trained in fire safety, first aid, and evacuation procedures. Regular large-scale emergency drills are held with rescue services. Local teams review and improve procedures continuously. No special emergency drills are conducted.
XIV. Implementation of Safety Programs, Policies and Procedures Programs and procedures are developed by the safety department to ensure compliance with legal requirements. The processes are overly complex, document-driven, and lack practical application. Programs and procedures are implemented in coordination with managers. They are simpler, and leaders actively support and promote their use. Policies are clear and concise, giving freedom within defined limits. Employee and leader feedback drives ongoing improvement. Programs and procedures are limited to fulfilling the legal minimum. No structured system exists beyond what is required by law.
XV. Safety Digitalization Separate digital tools (e.g., Excel, Word) are used for individual safety tasks like accident reporting and KPI tracking. A central IT tool records safety data. Access is limited to selected users and not yet tailored to company needs. A central IT tool meets users’ needs, includes mobile access, and simplifies workflows such as reporting, inspections, and KPI tracking. It is continuously improved. No IT-supported safety data system exists in the company.
XVI. Dealing with KPIs (Key Performance Indicators) The KPI scheme uses only lagging indicators (e.g., accident counts). Part of leader bonuses depends on them. These KPIs have little impact on decisions and do not drive continuous improvement. The company manages its safety performance primarily through leading indicators such as observations and safety walks. Lagging indicators are recorded as reference data. KPIs are easy to understand and reviewed at least monthly by management. Additional leading indicators are introduced based on proposals from employees and managers (e.g., behavior programs, contractor management, safety culture). Metrics are easy to use and widely communicated. No safety KPIs are defined in the company.
XVII. Workplace Conditions Workplace design focuses on meeting legal requirements. Improvements beyond that (e.g., ergonomics) are often not implemented. Managers ensure legal compliance and consider ergonomics. Employee satisfaction and better workplace conditions are key design drivers. Employees actively co-design their workplaces. A feedback loop continuously improves conditions based on user input. There are no concrete measures to review and improve workplace design.
XVIII. Tracking corrective and improvement actions Actions from audits, inspections, and incident investigations are tracked by the safety department via a non-standardized process. Managers track actions with support from safety specialists. Implementation progress is monitored centrally. A central IT tool tracks all actions. Teams implement measures autonomously with support, while senior management reviews progress and overdue actions. There is no process to track actions from audits, inspections, or incident investigations.
XIX. Involvement of subcontractors Safety rules for subcontractors must be confirmed in writing. Procurement requests safety data before contract award. Accidents involving subcontractors are investigated internally but not included in company statistics. Subcontractors are regularly evaluated throughout the contract life-cycle – before contract award, during project execution, and after completion. A defined risk profile supports the evaluation, and an annual Safety Day for subcontractors is organized. Subcontractor employees are treated like own staff, included in measures, processes, and communication. Behavior training is provided, and they report observations and contribute to improvement. No specific safety requirements are defined for subcontractors; each acts on its own.
XX. Work preparation and planning Work prep and planning are done by specialist departments. Instructions and risk assessments are often complex. There is no feedback loop from operations. Operational leaders are involved, but procedures remain complex. They use tools (e.g., last-minute risk assessment) and have started to simplify documentation. Employees help prepare, plan, and review user-friendly instructions. A feedback loop between experts and operations updates documents quickly. There is no safety-related work preparation or planning.

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