Senior managers are always mindful of the human behavioural & cultural factors that can endanger production operations. (M,B,C) (1,2,3)

Senior management anticipate that staff will make errors from time to time and train them to detect and recover from these as they occur. (U R) (2)

Senior managers are genuinely committed to workplace safety and provide adequate resources. (S,Q) (2,5)

Safety issues are considered at high-level meetings on a regular basis, not just after an accident or incident. (E,D) (1,2,5)

Senior managers are proactive about safety.  They do most of the following:

• Actively seek out and remove the potential for human error;
• Conduct regular safety inspections;
• Strive to eliminate organizational factors likely to provoke error. (F,O) (2,3,5)

Senior managers understand that robust management of safety depends on the collection, analysis, sharing and understanding of relevant information. (P,Z) (2,5,6)

Senior management place urgency on recognising and resolving inadequate organizational factors – such as under-staffing; inexperience; poor training; inadequate tools and equipment. (R,H) (5)

Safety meetings are held regularly and always attended by staff from a wide variety of departments and hierarchical levels. (G,Q) (5)

Our internal leadership / management development process includes an assignment within the safety function / department. (Y,X) (6)

Senior management understand that commercial goals and workplace safety have the potential for conflict and have installed measures to avoid, recognise and resolve such conflicts efficiently. (S,I) (6)

Disciplinary policies are based on clearly agreed definitions of acceptable and unacceptable behaviour.  Workers recognise that some unsafe acts are indeed ‘reckless’ and warrant sanction, however it is understood that the majority of unsafe acts may be caused by error rather than violation. (J,B) (2,5)

Line managers and supervisors encourage workers to acquire the softer (mental) skills necessary to achieve safe, effective task performance.  Appropriate opportunity to develop these skills is provided. (U,K,I) (3,5)

The organization has effective, rapid, intelligent feedback channels in place to communicate lessons learned from both the reactive and active safety data systems.  Learnings are always shared across the entire organization in a structured way. (A,P) (1,2)

The organization has the commitment and resources available to acknowledge its errors, apologize for them, and reassure stakeholders (at all levels including workers and their families) that the lessons learned will assist in preventing recurrence. (U,L) (1,2)

A team-oriented focus on safety – based on trust, accountability and mutual respect – exists throughout the organization. (T,V) (1,3)

Timely, respectful and effective feedback is provided to recognise and reinforce safety behaviours (positive and negative behaviours).  Appropriate reward and recognition programs are in place to reflect this. (F,O) (5,6)

Managers (at all levels) are obligated through formal objectives to demonstrate their personal commitment to workplace safety and proactively encourage positive change through their leadership. (D,F,W) (1,5)