Leading by example: Culture, leadership, and accountability

Process safety practices and management systems have been in place for many years and have been widely credited for reductions in major accident risk. However, many organizations today are challenged by inadequate management system performance, resource pressures, and stagnant or declining process safety performance. Systems for managing process safety have not been fully successful in some organizations due to a variety of issues; major, frequent contributors include a lack of senior management commitment and poor safety culture. Senior management commitment and safety culture are inextricably linked, as the quality of an organization's leadership and their commitment will drive or limit the culture. Changes to improve management systems are relatively easy to implement, but extremely difficult to sustain without strong leadership commitment and total line management support. It is not just a case of changing the systems, but also changing the safety culture of the organization. Safety culture tends to be the result of everything that happened or failed to happen and represents the organization's shared values, beliefs, attitudes, and behaviors with respect to safety (occupational safety and process safety). To change the safety culture and sustain the change, leadership must care and explicitly show that they care all of the time. Only then can an organization begin to improve its culture. The first step for any organization is identifying and understanding their existing culture. This paper will present the essential features of a sound safety culture and a methodology for identifying safety culture weaknesses based upon a culture, leadership, and accountability (CLA) review protocol used at different levels of the organization. Other key steps involved in changing and sustaining an improved safety culture will also be addressed.