The Organisational Safety Culture Maturity Model is like a progress report. It shows how far an organization has come in making safety a priority, encouraging open talk about safety, and giving power to its people. This index isn’t just a number, it’s a mirror reflecting an organization’s dedication to its people’s well-being.
Now, there are some key principles that shape an organization’s safety culture. First off, leadership engagement. It’s super important. Leaders need to set clear safety goals and live these goals. Their commitment to safety should be seen and felt. They should be the role models of safe behaviour, inspiring others by their actions.
Then, we have shared values. These are the foundation of a strong safety culture. Safety should be a core value, always coming before productivity or profits. Everyone in the organization should believe in the importance of safety, and safety norms should be reinforced through policies and procedures.
Open communication, that’s the lifeblood of a safety culture. There should be a system for employees to voice their safety concerns or incidents. And this culture should be non-punitive, meaning employees shouldn’t fear retaliation for reporting safety issues. There should be ways to keep everyone in the loop about safety matters.
A learning culture, that’s the engine of continuous improvement. Incidents and near misses should be thoroughly analysed to prevent them from happening again. Lessons learned should be shared across the organization, fostering a culture of continuous learning about safety.
Risk perception, that’s the compass guiding safety actions. Employees should be aware of the risks associated with their work, and regular risk assessments should be conducted. Risks should be communicated effectively to all employees.
Employee empowerment, that’s the key to proactive safety management. Employees should be involved in safety decisions and receive regular safety training. They should have the power to stop work if they think it’s unsafe.
Accountability, that’s what holds a safety culture together. Everyone should have clearly defined safety responsibilities, and safety performance should be included in performance metrics. There should be consequences for unsafe behaviour.
Safety systems, that’s the infrastructure supporting a safety culture. A robust safety management system should be in place, including policies, procedures, and controls. Regular safety audits should assess the effectiveness of these systems, and plans should be in place for responding to safety emergencies.
Continuous improvement and innovation, those are the pathways to a leading safety culture. Safety performance should be regularly monitored and analysed. Improvement plans should be developed and implemented, and the organization should strive for innovation in safety practices and procedures.
The safety climate, that’s the weather vane indicating the direction of a safety culture. Regular safety climate surveys should assess the organization’s safety culture. Plans should be developed and implemented based on these survey results, and the results should be communicated to all employees.
The maturity levels of the Safety Culture Maturity Index range from 0 (Reactive) to 5 (Leading). Each level represents a step forward in the journey towards a culture where safety is not just a priority, but a way of life.
Let’s drill into the different elements in more detail:
Leadership Engagement
| Maturity Level | Observed Psychological Behaviour | Observed Work Practices | Process Variation and Costs | Leadership Style |
| Level 0 | Leaders are disengaged, showing no interest or involvement in safety matters. | There are no safety meetings or trainings. Safety is not a priority. | High variation in safety practices and high costs due to frequent accidents and incidents. | Leadership is autocratic, with leaders making decisions without considering safety implications. |
| Level 1 | Leaders show minimal commitment to safety, occasionally acknowledging its importance. | Safety meetings are held sporadically, but not consistently. Trainings are rare. | Some variation in safety practices remains, leading to occasional accidents and associated costs. | Leadership is task-oriented, focusing on accomplishing tasks without prioritizing safety. |
| Level 2 | Leaders start participating in safety meetings, demonstrating a growing commitment to safety. | Safety meetings become regular, and some safety trainings are introduced. | Variation in safety practices is reduced, leading to fewer accidents and lower costs. | Leadership becomes people-oriented, with leaders considering the safety of their team members. |
| Level 3 | Leaders set clear and achievable safety goals, showing their commitment to improving safety. | Safety goals are communicated to all employees and progress is tracked. | Further reduction in variation and costs as safety goals drive improvements. | Leadership evolves to a servant style, with leaders serving their teams by prioritizing safety. |
| Level 4 | Leaders act as role models, consistently demonstrating safe behaviour. | Safety behaviour is consistently modelled by leaders, setting a standard for all employees. | Low variation and costs due to a strong safety culture driven by leadership. | Leadership becomes transformational, inspiring employees to prioritize safety. |
| Level 5 | Leaders drive the safety culture, integrating safety into all aspects of work. | Safety is integrated into all work practices, from planning to execution. | Minimal variation and costs due to proactive safety management. | Leadership is authentic, with leaders genuinely committed to safety and leading by example. |
Shared Values
| Maturity Level | Observed Psychological Behaviour | Observed Work Practices | Process Variation and Costs | Leadership Style |
| Level 0 | Safety is not a priority. Employees may not be aware of safety norms or may choose to ignore them. | No safety norms established. Work practices are inconsistent and often unsafe. | High process variation and costs due to frequent accidents and safety incidents. | Leadership is reactive, addressing safety issues only after they occur. |
| Level 1 | Safety is seen as necessary but secondary to productivity. Employees follow safety norms when convenient. | Basic safety norms established but not consistently followed. Some safe work practices are in place, but they may not be adhered to consistently. | Process variation and costs begin to decrease as safety norms are implemented and some unsafe practices are eliminated. | Leadership is command and control, dictating safety norms but not necessarily following them. |
| Level 2 | Safety is seen as important and is prioritized over productivity. Employees understand the importance of safety and make efforts to follow safety norms. | Safety norms are consistently followed. Work practices are generally safe, with occasional lapses. | Process variation and costs decrease significantly due to fewer accidents and a more consistent adherence to safety norms. | Leadership is coaching, guiding employees to follow safety norms and demonstrating commitment to safety. |
| Level 3 | Safety is a core value and is prioritized over profits. Employees believe in the importance of safety and consistently follow safety norms. | Safety norms are reinforced and improved upon. Work practices are safe and employees are proactive in identifying and addressing safety risks. | Low process variation and costs due to a strong safety culture and consistent adherence to safety norms. | Leadership is participative, involving employees in safety decisions and leading by example in following safety norms. |
| Level 4 | Safety is a shared belief and everyone takes responsibility for it. Employees are committed to safety and hold each other accountable for following safety norms. | Safety norms are integrated into all work practices. Employees proactively improve safety norms and share best practices. | Minimal process variation and costs due to a proactive safety culture and continuous improvement of safety norms. | Leadership is transformational, inspiring employees to prioritize safety and continuously improve safety norms. |
| Level 5 | Safety is the organization’s identity and is ingrained in all aspects. Safety is a shared value and everyone is committed to upholding it. | Safety norms are continuously reviewed and improved. Best practices are shared across the organization and safety innovation is encouraged. | Consistent low process variation and costs due to a mature safety culture and a relentless focus on safety improvement. | Leadership is servant leadership, serving employees by providing the resources and support they need to uphold safety norms and continuously improve safety. |
Open Communication
| Maturity Level | Observed Psychological Behaviour | Observed Work Practices | Process Variation and Costs | Leadership Style |
| Level 0 | Employees are afraid of being blamed or punished for reporting safety concerns or incidents. | There is no formal system for reporting safety concerns or incidents. Incidents often go unreported. | High process variation and costs due to unreported incidents leading to repeated mistakes and accidents. | Leadership is autocratic with little to no emphasis on open communication. Safety issues are often ignored or downplayed. |
| Level 1 | Employees are hesitant to report safety concerns or incidents, but will do so if the incident is serious. | An ad-hoc reporting system is in place, but it is not user-friendly or efficient. Only serious incidents are reported. | Moderate process variation and costs as some incidents are reported and addressed, but many still go unnoticed. | Leadership is directive, recognizing the value of open communication but not fully promoting it. |
| Level 2 | Employees are willing to report obvious incidents, but may hesitate to report near misses or minor incidents. | A formal reporting system is in place and employees are encouraged to use it. Most incidents are reported. | Lower process variation and costs as most incidents are reported and addressed, leading to improvements in safety. | Leadership is consultative, encouraging open communication and taking action based on reported incidents. |
| Level 3 | Employees are proactive in reporting all incidents and near misses. They see reporting as a part of their job. | The reporting system is integrated into daily work practices. It is user-friendly and efficient. All incidents and near misses are reported. | Low process variation and costs as the organization learns from incidents and takes proactive measures to prevent them. | Leadership is participative, promoting open communication as the norm and actively participating in safety discussions. |
| Level 4 | Employees see reporting as their responsibility. They report all incidents, near misses, and even potential safety concerns. | The reporting system is continuously improved based on feedback from employees. It is seen as a valuable tool for improving safety. | Minimal process variation and costs as the organization takes proactive measures to prevent incidents based on reported concerns. | Leadership is empowering, expecting open communication from all employees and acting on reported safety concerns. |
| Level 5 | Reporting is second nature to employees. They report everything without hesitation. | The reporting system is optimized and efficient. It provides valuable insights for improving safety. | Negligible process variation and costs as the focus is on prevention rather than reaction. | Leadership is transformational, ingraining open communication into the culture of the organization. |
Learning Culture
| Maturity Level | Observed Psychological Behaviour | Observed Work Practices | Process Variation and Costs | Leadership Style |
| Level 0 | Ignorance of safety learning importance. Employees are unaware of the need for incident analysis or learning from incidents. | No incident analysis or learning from incidents. Incidents are often repeated, and no effort is made to understand their root causes or to prevent them from happening again. | High process variation and costs due to repeated incidents. The lack of learning leads to repeated mistakes and accidents, leading to high costs and inefficiencies. | Autocratic, no value for safety learning. Leaders do not encourage or value safety learning. They do not participate in safety trainings or meetings, and do not promote a culture of learning. |
| Level 1 | Awareness of safety learning importance. Employees understand the need for safety learning, but may not know how to implement it effectively. | Incident analysis is reactive, not thorough. Incidents are analysed after they occur, but the analysis is not thorough and does not lead to effective learning. | Process variation and costs start to decrease. As incidents are analysed and some learning occurs, there is a slight decrease in process variation and costs. | Directive, starting to see value in safety learning. Leaders start to see the value in safety learning and begin to encourage it, but may not fully support or participate in it. |
| Level 2 | Understanding of safety learning processes. Employees understand how to analyse incidents and learn from them, and they start to implement these processes. | Proactive incident analysis, lessons learned are shared. Incidents are analysed proactively, and the lessons learned are shared with all employees. | Further reduction in process variation and costs. As more learning occurs and is shared, process variation and costs continue to decrease. | Consultative, encourages safety learning. Leaders consult with employees on safety issues, encourage safety learning, and start to participate in safety trainings and meetings. |
| Level 3 | Valuing safety learning and continuous improvement. Employees value safety learning and strive for continuous improvement. They actively participate in safety trainings and meetings, and apply the lessons learned. | Thorough incident analysis, lessons learned are applied. Incidents are thoroughly analysed, and the lessons learned are applied to prevent similar incidents from happening again. | Low process variation and costs due to learning from past incidents. The application of lessons learned leads to low process variation and costs. | Participative, promotes a learning culture. Leaders actively participate in safety trainings and meetings, promote a learning culture, and act as role models for safety learning. |
| Level 4 | Internalization of safety learning. Safety learning becomes a part of the employees’ mindset and behaviour. They continuously seek to learn and improve. | Continuous learning is part of the job. Employees see continuous learning as a part of their job, not as an extra task. They proactively seek to learn and improve. | Minimal process variation and costs. Continuous learning leads to minimal process variation and costs. | Transformational, leads by example in safety learning. Leaders lead by example in safety learning. They continuously learn and improve, and inspire their employees to do the same. |
| Level 5 | Safety learning is second nature. Safety learning is ingrained in the employees’ behaviour. They continuously learn and improve without needing any reminders or incentives. | Learning and improvement is ongoing and proactive. Employees continuously learn and improve. They proactively analyse incidents, share the lessons learned, and apply them to prevent similar incidents from happening again. | Consistent processes and low costs. Continuous and proactive learning leads to consistent processes and low costs. | Servant leadership, facilitates safety learning. Leaders serve their employees by facilitating safety learning. They provide the necessary resources and support and create an environment that encourages continuous learning and improvement. |
Risk Perception
| Maturity Level | Observed Psychological Behaviour | Observed Work Practices | Process Variation and Costs | Leadership Style |
| Level 0 | Employees are largely ignorant of the risks associated with their work. Safety is not a priority. | No formal risk assessments are conducted. Risks are not effectively communicated. | High process variation and costs due to frequent accidents and incidents. | Leadership is negligent towards safety, often overlooking safety concerns in favour of productivity or profits. |
| Level 1 | Employees are aware of the most obvious risks but may overlook less obvious ones. Safety is seen as important but not always prioritized. | Ad-hoc risk assessments are conducted, usually after an incident has occurred. Communication about risks is inconsistent. | Process variation and costs are reduced as some risks are mitigated. | Leadership reacts to safety incidents but does not proactively manage risks. |
| Level 2 | Employees understand both obvious and less obvious risks. Safety is regularly considered in decision-making. | Regular risk assessments are conducted for high-risk activities. Risks are communicated effectively to relevant employees. | Further reduction in process variation and costs as more risks are identified and mitigated. | Leadership is proactive about safety, setting clear safety goals and expectations. |
| Level 3 | Employees anticipate potential risks and take steps to mitigate them. Safety is a key consideration in all activities. | Comprehensive risk assessments are conducted, covering all activities. Risks are communicated to all employees, fostering a shared understanding of risks. | Process variation and costs are minimized through effective risk management. | Leadership actively participates in safety activities, demonstrating a commitment to safety. |
| Level 4 | Employees continuously monitor risks and adapt their behaviour accordingly. Safety is an integral part of the organizational culture. | Proactive risk assessments are conducted with employee involvement, fostering a sense of ownership of safety. | Costs are optimized with a focus on risk reduction, leading to improved efficiency and productivity. | Leadership collaborates with employees on safety issues, fostering a sense of shared responsibility for safety. |
| Level 5 | Employees have a shared understanding and management of risks. Safety is seen as everyone’s responsibility. | Integrated risk management practices are in place, ensuring that risks are effectively managed across the organization. | Costs are minimized through effective risk management, leading to sustained improvements in efficiency and productivity. | Leadership transforms the organization’s safety culture, embedding safety in all aspects of the organization’s operations. |
Employee Empowerment
| Maturity Level | Observed Psychological Behaviour | Observed Work Practices | Process Variation and Costs | Leadership Style |
| Level 0 | Employees fear retaliation and do not report safety concerns. | No safety training is provided, leaving employees unaware of potential hazards. | High process variation and costs due to frequent accidents and safety incidents. | Leadership is autocratic, with little to no emphasis on safety. |
| Level 1 | Employees are aware of their right to report safety concerns but may still hesitate. | Basic safety training is provided, covering fundamental safety rules and procedures. | Moderate process variation and costs as safety incidents start to decrease. | Leadership is reactive, addressing safety issues as they arise. |
| Level 2 | Employees feel confident in reporting safety concerns without fear of retaliation. | Regular safety training is provided, ensuring employees are up-to-date with safety protocols. | Low process variation and costs as safety becomes more integrated into work practices. | Leadership is proactive, anticipating and addressing safety issues before they occur. |
| Level 3 | Employees actively participate in safety decisions, contributing their insights and suggestions. | Advanced safety training is provided, including training on specific hazards and risk mitigation strategies. | Minimal process variation and costs as safety practices become standardized. | Leadership is participative, involving employees in safety planning and decision-making. |
| Level 4 | Employees feel empowered to stop unsafe work, prioritizing safety over productivity. | Safety training is continuous, with regular refreshers and updates based on new safety research and regulations. | Processes are consistent and costs are controlled, reflecting the organization’s commitment to safety. | Leadership is transformational, inspiring employees to prioritize safety and strive for a zero-incident workplace. |
| Level 5 | Employees take ownership of the safety culture, actively promoting safe practices and holding each other accountable. | Safety training is part of onboarding and continuous professional development, ensuring that all employees, from new hires to veterans, have the necessary safety skills. | Continuous improvement processes are in place, making the organization cost-effective without compromising safety. | Leadership is servant-oriented, supporting employees in their safety efforts and prioritizing safety as an integral part of the organizational culture. |
Accountability
| Maturity Level | Observed Psychological Behaviour | Observed Work Practices | Process Variation and Costs | Leadership Style |
| Level 0 | Ignorance of safety responsibilities. No understanding of the consequences of unsafe behaviour. | No safety metrics in place. Unsafe behaviour is not identified or addressed. | High process variation and costs due to frequent incidents and lack of accountability. | Leaders are indifferent to safety. They do not demonstrate commitment to safety responsibilities. |
| Level 1 | Awareness of safety responsibilities but lack of adherence. Fear of consequences inhibits reporting of unsafe behaviour. | Safety metrics are defined but not consistently tracked. Consequences for unsafe behaviour are not consistently enforced. | Process variation and costs are high but recognized. Costs associated with incidents are accepted as part of doing business. | Leaders acknowledge safety but do not prioritize it. They do not consistently enforce safety responsibilities or consequences for unsafe behaviour. |
| Level 2 | Understanding of safety responsibilities and some adherence. Recognition that consequences for unsafe behaviour are part of maintaining safety. | Safety metrics are tracked but not used for decision making. Consequences for unsafe behaviour are enforced, leading to improvements in safety performance. | Some efforts to reduce process variation and costs. Recognition that improving safety performance can reduce costs. | Leaders occasionally reinforce safety. They begin to hold individuals accountable for their safety responsibilities. |
| Level 3 | Consistent adherence to safety responsibilities. Acceptance of consequences for unsafe behaviour as necessary for maintaining safety. | Safety metrics are used for decision making. Consequences for unsafe behaviour are consistently enforced, leading to a reduction in incidents. | Process variation and costs are systematically reduced. Reduction in incidents leads to lower costs. | Leaders regularly reinforce safety. They hold individuals accountable for their safety responsibilities and enforce consequences for unsafe behaviour. |
| Level 4 | Proactive identification and management of safety responsibilities. Recognition that avoiding consequences for unsafe behaviour requires proactive safety practices. | Safety metrics are integrated into performance metrics. Consequences for unsafe behaviour are seen as a deterrent, leading to proactive safety practices. | Low process variation and costs due to proactive management. Proactive safety practices lead to further reductions in incidents and costs. | Leaders model safe behaviour and hold others accountable. They enforce consequences for unsafe behaviour and reward proactive safety practices. |
| Level 5 | Safety responsibilities are a core part of the role. Understanding that avoiding consequences for unsafe behaviour requires a culture of safety. | Safety performance is a key part of overall performance. Consequences for unsafe behaviour are rare due to a strong culture of safety. | Minimal process variation and costs due to strong safety culture. A strong culture of safety leads to minimal incidents and associated costs. | Leaders actively promote and reward safe behaviour. They enforce consequences for unsafe behaviour and reward a culture of safety. |
Safety Systems
| Maturity Level | Observed Psychological Behaviour | Observed Work Practices | Process Variation and Costs | Leadership Style |
| Level 0 | Ignorance of safety systems. Employees are unaware of the importance of safety systems. | No safety management system in place. There are no formal procedures or controls for managing safety. | High process variation and costs due to accidents. The lack of safety systems leads to frequent accidents, causing high variability in processes and increased costs. | Reactive, short-term focus. Leaders react to safety incidents as they occur, rather than proactively working to prevent them. |
| Level 1 | Awareness of the need for safety systems. Employees recognize the importance of safety systems, but may not fully understand them. | Initial implementation of safety management system. Basic safety policies and procedures are established, but may not be fully implemented or followed. | Process variation and costs begin to decrease. The implementation of a safety management system leads to a reduction in accidents, decreasing process variability and costs. | Directive, compliance-based. Leaders enforce compliance with safety policies and procedures. |
| Level 2 | Understanding of safety systems. Employees understand the purpose and function of safety systems. | Regular safety audits conducted. Safety audits are performed to assess the effectiveness of the safety management system and identify areas for improvement. | Further reduction in process variation and costs. Regular safety audits lead to continuous improvements in safety, further reducing process variability and costs. | Coaching, safety is a priority. Leaders coach employees on safety and prioritize safety in decision-making. |
| Level 3 | Valuing of safety systems. Employees value safety systems and actively participate in their implementation and improvement. | Emergency preparedness plans in place. Plans are developed and practiced for responding to safety emergencies. | Low process variation and costs due to proactive measures. Proactive measures, such as emergency preparedness, lead to low process variability and optimized costs. | Participative, safety is a value. Leaders involve employees in safety decision-making and demonstrate that safety is a core value of the organization. |
| Level 4 | Internalization of safety systems. Safety systems are fully integrated into all aspects of work. Employees take personal responsibility for safety. | Continuous improvement of safety systems. The safety management system is regularly reviewed and improved. Best practices are shared across the organization. | Minimal process variation and costs. Continuous improvement of safety systems leads to minimal process variability and optimized costs. | Empowering, safety is an integral part of all operations. Leaders empower employees to take ownership of safety and integrate safety considerations into all operations. |
| Level 5 | Advocacy for safety systems. Employees advocate for safety systems and share their knowledge with others. The organization is recognized as a leader in safety. | Safety systems are a model for other organizations. The organization’s safety systems are recognized as best practice and are emulated by other organizations. | Costs are optimized, process variation is negligible. The organization’s advanced safety systems lead to optimized costs and negligible process variation. | Transformational, safety leadership is demonstrated at all levels. Leaders inspire and motivate employees to continuously improve safety. Safety leadership is demonstrated at all levels of the organization. |
Continuous Improvement and Innovation
| Maturity Level | Observed Psychological Behaviour | Observed Work Practices | Process Variation and Costs | Leadership Style |
| Level 0 | Ignorance of the need for improvement or innovation | No efforts towards improvement or innovation | High process variation and costs due to lack of improvement efforts | Autocratic, no encouragement for improvement or innovation |
| Level 1 | Awareness of the need for improvement, but not innovation | Ad-hoc efforts towards improvement | Moderate process variation and costs due to inconsistent improvement efforts | Directive, encourages improvement but not innovation |
| Level 2 | Understanding of the need for both improvement and innovation | Regular efforts towards improvement, initial efforts towards innovation | Reduced process variation and costs due to consistent improvement efforts | Consultative, encourages both improvement and innovation |
| Level 3 | Valuing of continuous improvement and innovation | Systematic efforts towards both improvement and innovation | Further reduced process variation and costs due to effective improvement and innovation efforts | Participative, actively involves employees in improvement and innovation efforts |
| Level 4 | Internalization of a culture of continuous improvement and innovation | Proactive and predictive efforts towards improvement and innovation | Minimal process variation and costs due to highly effective improvement and innovation efforts | Empowering, fosters a culture of empowerment for improvement and innovation |
| Level 5 | Championing a culture of continuous improvement and innovation | Continual refinement and reinvention of work practices | Optimized process variation and costs due to a culture of continuous improvement and innovation | Inspirational, leads by example in championing improvement and innovation |
Safety Climate
| Maturity Level | Observed Psychological Behaviour | Observed Work Practices | Process Variation and Costs | Leadership Style |
| Level 0 | Ignorance of safety climate surveys | No safety climate surveys conducted. Safety is not seen as a priority. | High process variation and costs due to lack of safety measures. Frequent incidents and near misses. | Autocratic, no involvement in safety climate. Leaders do not prioritize safety and do not encourage employees to participate in safety initiatives. |
| Level 1 | Awareness of safety climate surveys | Occasional safety climate surveys conducted. Initial steps taken to prioritize safety. | Moderate process variation and costs, initial safety measures implemented. Incidents and near misses start to decrease. | Directive, initiates safety climate surveys. Leaders start to recognize the importance of safety and initiate safety climate surveys. |
| Level 2 | Understanding of safety climate surveys | Regular safety climate surveys conducted. Safety becomes a regular topic of discussion. | Reduced process variation and costs due to improved safety measures. A noticeable decrease in incidents and near misses. | Consultative, discusses results of safety climate surveys. Leaders actively seek input from employees on safety issues and discuss the results of safety climate surveys. |
| Level 3 | Valuation of safety climate surveys | Safety climate surveys results used for improvement plans. Safety becomes a key performance indicator. | Further reduced process variation and costs due to effective safety measures. Incidents and near misses are rare and are thoroughly investigated. | Participative, involves employees in safety climate surveys and improvement plans. Leaders involve employees in the development and implementation of safety improvement plans. |
| Level 4 | Commitment to safety climate surveys | Safety climate surveys results shared with all employees. Safety is integrated into all aspects of work. | Low process variation and costs due to optimized safety measures. Safety incidents are extremely rare. | Delegative, empowers employees to take action based on safety climate surveys. Leaders delegate safety responsibilities to employees and empower them to take action based on the results of safety climate surveys. |
| Level 5 | Advocacy for safety climate surveys | Safety climate surveys integral part of organizational culture. Safety is seen as everyone’s responsibility. | Minimal process variation and costs due to proactive safety measures. Safety incidents are virtually non-existent. | Transformational, leads by example in prioritizing safety climate. Leaders lead by example in prioritizing safety and advocate for the integration of safety climate surveys into the organizational culture. |
