Safety policies, rules, systems, procedures, and training are developed with the best intentions: to enhance overall safety performance and ensure everyone returns home safely each day.

Even well-intended leaders can inadvertently communicate or act in ways that conflict with the intended culture. Leaders' behaviour strongly influences the safety culture, determining the daily reality employees experience.  

As an executive leader overseeing multiple major hazard facilities in both New Zealand and Canada, Brian has learned from personal experience how challenging it can be to ensure that my own behaviours align with and enhance the intended safety culture.  

• Even the best written rules, policies and procedures are not enough to prevent mistakes.
• Your response could enhance or limit the ability to learn when mistakes occur.
• Other, unnoticed, environmental, and cultural aspects in the workplace that shape behaviours (often after an incident these become known).
• A high level of trust and genuine care in the workplace is critical for genuine progress.
• High-trust workplaces underpin the desired safety culture.
• Developing behaviours that align with the intended safety culture.
• Avoiding behaviours that undermine the desired safety culture.
• Strategies to address behaviours that could derail the desired safety culture.