HSES Organizational Culture  An HSES organizational culture can be defined as shared values (important) and people's beliefs (how the company functions), which interact within the organization's structure and control systems to produce behavioral conditions in people.
The challenge in this type of program is to have an HSES organizational culture that is “compatible” between the company and its contractors; this kind of element generates strong and ideal structures.
Inside the organization's culture ladder the focus in reduction of failures due to human factors (interaction between equipment and management systems) play a fundamental role because they implicitly help or contribute towards a reduction in accidents, incidents, near misses, interruptions, waste, expenses, and make the organization more productive.
The key factor in the TIS program is that each worksite (stations, sites, camps) is responsible for its own safety, all of this based on the worker's conviction success and the application of guiding principles for the job. These principles are:
- Understanding that all accidents, deviations and interruptions in the process can be avoided and prevented any time.
- Top management (line) is responsible for managing and defining the resources to ensure, in a sustained and consistent manner, in order to reach the targets of the HSES program.
- Safety is a employment condition (job); it begins from the person's first work day; every employee assumes his conviction and responsibility. HSES is an integral part of the person, both at work and at home.
- The need for training and improving competence in HSES is a key requirement; in order to act safely, we need to be trained.
- Audits and HSES inspections are another important element because they allow us to make sure that the company's plan and integral management are properly implemented.
- HSES is good business; optimum performance shows competitivity and additional profits.
Smart, trained and motivated workers are the most important resource of any company; Transredes' and its contractors' success depends upon them, because they contribute towards achieving the organization's results as they are the ones who apply the procedures, actively participate in the training sessions, identify the hazards, report and correct unsafe conditions. All of this makes the system a solid and consolidated structure.
The following improvement tools will be applied during the improvement:
- Understanding your culture (ETC)
- Managing rule breaking (RR)
- Improving Supervision (MS)
- Rule of Three (RT)
- Seeing oneself as others see you (VUV)
- Bringing it to life/ management system (DVS)
- Making change last (HCP)
Fig. HSES CULTURAL LADDER
The organization's HSES cultural change has a global impact due that covers the entire management system. The HSES culture should be initially measured to see the plans to be carried out; this measurement involves a survey with upper management and the work force using measuring through the “HSES cultural ladder” which presents 5 levels at whic h the organization could be located.
One end identifies the lowest level (pathological), where there are management failures reflecting poor HSES performance, and at the other end (generative), HSES practices are ideal and seen as a necessary, desired part of operations.
The challenge that is presented is basically recognizing the organization's own HSES culture and identifying how it can be improved through specific tools or actions.
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