How important is customer safety within the organization if there is a denying security culture?
- The employees involved will always be guilty if an incident has occurred.
- Security is not seen as the responsibility of the organization, incidents are not preventable.
- Employees and customers can meet someone in case of failure.
How important is the registration, evaluation and learning of incidents when there is a denial of safety culture?
These include aspects such as: if there is a reporting culture, what is being done with reports, and what is learned from the incidents.
- In a department, incidents are rarely reported.
- It is common to hide errors and nothing is learned from it.
- Management and employees do not want any hassle and are going back to work as quickly as possible.
How important is equipment, materials and space in terms of safety?
- Manufacturing is the only thing that counts, but rarely is money spent on safety (insufficient resources to work safely).
- Materials and equipment are not structurally controlled.
- Logistics processes are mainly aimed to optimize production. Safety does not play a part in this.
How is the communication about incidents (in terms of security culture) to the departments informed of each other's reports?
- Incidents are preferably not discussed. Everyone is talking in a negative sense about an incident with an emphasis on who is guilty.
- Incidents are hardly discussed or not at all.
- Customers are not informed about previous incidents.
How is the collaboration and collected feeling in the department?
- It is everyone for themselves in the department.
- There is a rigorous hierarchical structure.
- Work consultation does not take place or hardly occurs.
- Transfer between employees hardly takes place.
How is staff policy arranged to ensure optimal security?
- The occupation in the department is variable. Usually there are insufficient employees and there are regular invasion forces.
- Functional conversations do not take place.
- New employees are not structurally incorporated.
- Staff policy is rigid and rarely changes.
How is it done with the ability and safety?
- Legally required education / training in the field of safety is available or unknown.
- There is no control of participation of managers and staff in training / retraining.
- Employees are already trained to do their work so why should they need more education / training?
How is the response culture and compliance behavior within the organization?
- Nobody speaks to each other.
- Many employees only work according to the rules when control takes place, otherwise they will ignore it and work according to their own insight and habit.
- Audits are only used to point employees out on mistakes.
- Protocols are there to comply with the rules from above.
How to handle customer information and how is the availability of customer information?
- Within the department, there is little attention to the accuracy of customer information. This is often unavailable or unclear.
- There is no attention to the accuracy and accessibility of protocols.
- Information about incidents, malfunctions and equipment failures are not known.
- Being aware of risk, regarding the use of customer information is hardly known to the management and the employees.
How is the information security?
- Within the department there is no attention given to information security.
- The rules and arrangements (such as privacy rules) are almost all unknown. There is no monitoring of the follow-up and the risks have not been brought to the attention of the employees.
- Workplaces are (often) freely accessible, badges are often unsupported and passwords are on paper. Accounts are exchanged and / or shared, sometimes illegal software is used and unauthorized users have access to confidential information about customers or other interested parties.
This article has been written by Jantina van Rossum of iConact.
