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organizations (e.g. the behaviour of members of one company versus that of another company, or
government versus private sector behaviour). Organizations provide a shell for national and
professional cultures. In an airline, for example, pilots may come from different professional
backgrounds (e.g. military versus civilian experience, and bush or commuter operations versus
development within a large carrier). They may also come from different organizational cultures due
to corporate mergers or layoffs.
Generally, personnel in the aviation industry enjoy a sense of belonging. They are influenced in their
day-to-day behaviour by the values of their organization. Does the organization recognize merit?
Promote individual initiative? Encourage risk taking? Tolerate breeches of SOPs? Promote open
two-way communications, etc.? Thus the organization is a major determinant of employee
behaviour.
Chapter 4. Understanding Safety 4-13
The greatest scope for creating and nourishing a culture of safety is at the organizational level. This
is commonly referred to as corporate safety culture and is discussed further below.
4.5.23 The three cultural sets described above determine, for example, how juniors will relate to their
seniors, how information is shared, how personnel will react under stress, how particular technologies will be
embraced, how authority will be acted upon and how organizations react to human errors (e.g. punish
offenders or learn from experience). Culture will be a factor in how automation is applied; how procedures
(SOPs) are developed; how documentation is prepared, presented, and received; how training is developed
and delivered; how work assignments are made; relationships between pilots and Air Traffic Control (ATC);
relationships with unions, etc. In other words, culture impacts on virtually every type of interpersonal
transaction. In addition, cultural considerations creep into the design of equipment and tools. Technology
may appear to be culture-neutral, but it reflects the biases of the manufacturer (e.g. consider the English
language bias implicit in much of the world’s computer software). Yet, there is no right and no wrong culture;
they are what they are and they each possess a blend of strengths and weaknesses.
Corporate safety culture4
4.5.24 As seen above, many factors create the context for human behaviour in the workplace.
Organizational or corporate culture sets the boundaries for accepted human behaviour in the workplace by
establishing the behavioural norms and limits. Thus, organizational or corporate culture provides a
cornerstone for managerial and employee decision-making — “This is how we do things here!”
4.5.25 Safety culture is a natural bi-product of corporate culture. The corporate attitude towards safety
influences the employees’ collective approach to safety. Safety culture consists of shared beliefs, practices
and attitudes. The tone for safety culture is set and nurtured by the words and actions of senior
management. Corporate safety culture then is the atmosphere created by management that shapes
workers’ attitudes towards safety.
4.5.26 Safety culture is affected by such factors as:
a) management’s actions and priorities;
b) policies and procedures;
c) supervisory practices;
d) safety planning and goals;
e) actions in response to unsafe behaviours;
f) employee training and motivation; and
g) employee involvement or “buy-in”.
4.5.27 The ultimate responsibility for safety rests with the directors and management of the
organization — whether it is an airline, a service provider (e.g. airports and ATS) or an approved
4. Refer to the Human Factors Guidelines for Safety Audits Manual (Doc 9806) for a more comprehensive discussion of safety
culture.
4-14 Safety Management Manual (SMM)
maintenance organization (AMO). The safety ethos of an organization is established from the outset by the
extent to which senior management accepts responsibility for safe operations and for the management of
risk.
4.5.28 How line management deals with the day-to-day activities is fundamental to a sound safety
culture. Are the correct lessons being drawn from actual line experiences and the appropriate actions taken?
Are the affected staff constructively involved in this process, or do they feel they are the victims of
management’s unilateral action?
4.5.29 The relationship that line management has with the representatives of the regulatory authority
is also indicative of a healthy safety culture or not. This relationship should be marked by professional
courtesy, but with enough distance so as not to compromise accountability. Openness will lead to better
　
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