Solid compliance and risk management processes can produce disappointing or inconsistent outcomes if cultural issues are not adequately addressed

Solid compliance and risk management processes can produce
disappointing or inconsistent outcomes if cultural issues are not
adequately addressed. Over the last few years, many health and safety
professionals have begun implementing processes to gather and analyze
observational data to make incident-prevention efforts more proactive.
This is an important advance, but if companies don’t have a culture
that encourages early reporting throughout the workforce, some of
the most valuable data will not make it into those processes.
• Developing a risk severity index supported by carefully tracked metrics
represents a significant accomplishment for a company. But if the index
is not seen, understood and used by upper management, the company’s
ability to turn that information into lasting improvements may be limited
by a lack of support and conflicting top-level goals and messages to
the workforce.
• Employing the best governance processes can’t cover every situation
and decision, so a strong culture is needed to ensure that workers and
managers do “the right thing” outside such processes.7