Defining safety culture and the nexus between safety goals and safety culture. 1. An Investigation Study on Practical Points of Safety Management

In a report after the Chernobyl accident, the International Atomic Energy Agency indicated the definition and the importance of safety culture and the ideal organizational state where safety culture pervades. However, the report did not mention practical approaches to enhance safety culture. In Japan, although there had been investigations that clarified the consciousness of employees and the organizational climate in the nuclear power and railway industries, organizational factors that clarified the level of organization safety and practical methods that spread safety culture in an organization had not been studied. The Central Research Institute of the Electric Power Industry conducted surveys of organizational culture for the construction, chemical, and manufacturing industries. The aim of our study was to clarify the organizational factors that influence safety in an organization expressed in employee safety consciousness, commitment to safety activities, rate of accidents, etc. If these areas were clarified, the level of organization safety might be evaluated, and practical ways could be suggested to enhance the safety culture. Consequently, a series of investigations was conducted to clarify relationships among organizational climate, employee consciousness, safety management and activities, and rate of accidents. The questionnaire surveys were conducted in 1998-1999. The subjects were (a) managers of the safety management sections in the head offices of the construction, chemical, and manufacturing industries; (b) responsible persons in factories of the chemical and manufacturing industries; and (c) general workers in factories of the chemical and manufacturing industries. The number of collected data was (a) managers in the head office: 48 from the construction industry and 58 from the chemical and manufacturing industries, (b) responsible persons in factories: 567, and (c) general workers: from 29 factories. Items in the questionnaires were selected from among those of existing questionnaires about safety culture, organizational climate, and individual safety consciousness. From the results of investigations, it was supposed that the establishment of a safety management system to which the whole organization is committed and that has top-down and bottom-up cycles is necessary to enhance organization safety. For example, it was clarified that employee safety consciousness is relevant to 'the action of safety management section' and to two kinds of organization climate, i.e., 'good human relationship' and 'frequent discussion on safety'. As for worker motivation for safety, it was clarified that commitment to safety activities was directly influenced by 'safety activities adhering to actual work sites', 'advance check', and 'frequent discussion on safety' as a result of correlation analysis among traits of safety activity, attitude during daily work, and organizational climate (Fig. 1). In addition, it was also supposed that the commitment was influenced by 'good human relationship', 'pride in work', and 'communication between head office and work sites' indirectly according to the result of the same analysis. Thus, it is supposed that ideas to make safety activities adhere to actual work sites and good human relationships are necessary for organization safety as well as for the establishment of the safety management system. The state of the organization and work sites before the safety system and activities are enforced must also be assessed. According to the results, the construction, chemical, and manufacturing industries differed in types of safety systems and activities conducted because the system types and activities to be conducted depended on the type of work or work site. Hence, to diagnose an organization and to provide an appropriate safety system and activities that reflect the diagnosis are important to enforce safety culture from the viewpoint of usability and interface of the safety management system. (authors)