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return Focusing on Culture

Managing Safety CultureRTM strives for a culture of safety and actively caring. It is a culture where all employees feel motivated and empowered to go beyond the call of duty for the well being of others. All RTM leaders are educated on the concepts of culture and how it is influenced, as well as the science of behavior.

Sustainable culture teams have been established throughout the organization with all employees encouraged to participate. These teams are also trained on the science of behavior and the theories of risk psychology so that they can be champions for improvement with the understanding to make an impact. They also have specific objectives such as:

Facilitate the use of employee perception surveys Provide training on people-based safety and risk Extract, analyze publish behavioral data Form behavior improvement strategies and plans Remove barriers to the desired behaviors Recommend ideas for sites or departments Communicate to employees and promote cross communications Actively listen to employees Conduit for employee beliefs to management Coach other employees

Former ParadigmsTop-down controlExternal enforcementOutcome focusedFailure orientedNegative motivationRugged individualismIndividual fault-findingSafety as a priorityMore Effective ParadigmsBottom-up ownershipShared responsibilityProcess (behavior) focusAchievement orientedPositive motivationInterdependent teamworkSystems fact-findingSafety as a valueIt is the culture that defines us, and it is the function of leadership. In my mind, the measure of effective leadership is the ability to identify the hallmarks of a desirable culture and allow all employees to be engaged in the journey to get there. Culture is a complex mesh of perceptions that factor in emotion, logic and experience, culminating in the shared beliefs of employees which in turn translates into workplace behavior. Understanding the concept of culture how it influences employee behavior is key. Even more crucial is being conscious and deliberate in our actions and system design that underpin and support the culture. That is effective leadership.

Matt Pedersen-HowardDirector, HSE, Rio Tinto MineralsRio Tinto MineralsFocusing on CultureResults RTMs Approach to S&H ManagementCompany OverviewPart B: Assessing Safety CulturereturnGetting StartedLaunching the SurveyInterviews & WorkshopsAnalysis & ConclusionsFeedback & Way ForwardRe-assessingSurvey KickoffObjectivesData Triangulation & AnalysisReporting the FindingsWhen to Re-AssessQuestionnairePreparationSafety CultureOverall PictureDiagnosis FeedbackWho Should Re-assessFamiliarization VisitsFacilitationMaking Sense of Analysis OutcomesDigesting periodHow Should You Re-assessAdditional Data CollectionWho Should be InvolvedStrengths & WeaknessesWay ForwardInternal Buy-inPreparing the LaunchWho Should Measure?How Do You Measure Culture?

return HSE Performance

MetricsRTM had an all injury frequency rate (AIFR) of 0.36 for 2011, representing 8 reportable injuries for the year. Over 2700 near hits (events that did not result in injury, damage or loss) were reported, resolved and communicated in 2011 at RTM locations. Over 270,000 desirable behaviors were observed and documented in 2011 at RTM locationsIn the first quarter of 2012 over 50% of all documented behavior observations we completed by operators and maintenance personnel.

Introduction of the performance standardsRevised & integrated HSEQ MSIntroduction of people-based safety

RTM is one the safest mining companies in the U.S.Rio Tinto MineralsFocusing on CultureResults RTMs Approach to S&H ManagementCompany OverviewPart D: Mining Case StudiesreturnRio Tinto MineralsAlpha Natural ResourcesLuminantNASAFrequently Asked QuestionsANR Overview

Company OverviewWorld Class OrganizationCan You Change Safety Culture?Running Right Luminant SafetyChallengerWhats the Process?Focusing on Behavior to Drive the CultureFocusing on CultureColumbiaHow Long Will it Take?Results Performance Lessons LearnedWill it Last?Focusing on CultureResults RTMs Approach to S&H ManagementCompany Overview

returnBackgroundLuminant is a Texas-based electric utility, the largest power generator in the state, and a subsidiary of Energy Future Holdings. Luminant operates 15,400 MW of power generation fueled by a mixture of coal, natural gas, and nuclear, and is also one of the largest purchasers of wind energy in the country. A privately held company, Luminant employs more than 4,000 with the majority of hourly workers represented by the International Brotherhood of Electrical Workers (IBEW). It operates eight surface lignite mines and produced 32 million tons of coal in 2011.

Vision Luminants vision is to be recognized as a leader in the energy industry and an enabler of economic development and social progress by providing safe, reliable, affordable and environmentally sustainable power.

PhilosophySafety Always our first priorityOperational Excellence The foundation of our successStewardship Our commitment to the environment and our Texas market Community Our dedication to our colleagues and our neighbors

LuminantCompany OverviewLuminant SafetyFocusing on CulturePerformance Part C: Improving Safety CulturereturnIdentifying ImprovementsWalking the TalkMaking a DifferenceOpening MindsLearning to LearnDay-to-day CultureSr ManagementCommitmentImproving the HSMSEducating Senior ManagersSafety Observation Safety CommunicationJust CultureEmpowering EmployeesDeveloping Frontline LeadersConfidential ReportingStaying VigilantCommunicationUpward FeedbackIncident InvestigationSymbolic BehaviorChangeBuilding TrustPost-Incident CommunicationPlanning for Culture ChangePriorities & LimitationsUnderstanding the Culture Assessment

return Walking The Talk: Symbolic Behavior Change

OverviewSymbolic behavioral change is an important catalyst for change to safety culture.

When demonstrators want to warn their fellow citizens about a threat against freedom, they may occasionally chain themselves up to the gate of the governors palace. Such an action has no practical effect in itself. But it may well have a lot of impact because of its symbolic power.

Politicians, managers and leaders also use symbols intensively. Most of the time they do it intentionally. They show themselvesat the scene of the accident or natural disaster soon after the Event wearing a black tie and say the right things about the victims. Sometimes they do it unintentionally, e.g., a politician is photographed by the paparazzi in a luxury vacation resort immediately after announcing severe austerity measures tor the country.

Crises, conflicts, or simply periods of change, are times in which symbols are particularly sensitive issues. This is why any project to change safety culture and behaviors will have to handle symbols with caution. Managers will need to be very careful about the potential implicit meaning of what they say or do. In one organization, a safety promotion campaign had started to encourage the staff to voice their concerns about safety, and complaints had been collected about the unreliable in-house telephone system.

However, management rejected requests to replace it due to argued budget constraints. At the same time, the administration building was entirely renovated at considerable cost.

An implicit but devastating message about safety priority was conveyed. Symbols can be used to facilitate changes. For example, an unusual decision to close a sector or reduce operational hours for safety reasons due to a momentary lack of staff may send a strong signal that something has changed about priorities. This message may then lead to a corresponding symbolic change elsewhere.

Walking the TalkSymbolic BehaviorChangeJust CultureSr ManagementCommitmentCommunication

returnBackgroundAlpha Natural Resources (ANR) is a mining company built on change. Not that change was an intentional part of their strategy, but rather that change has been the consequence of an aggressive growth strategy that has seen ANR become one of America's premier coal suppliers with affiliate coal production capacity of more than 90 million tons a year. Alpha is the nation's leading supplier and exporter of metallurgical coal used in the steel-making process and is a major supplier of thermal coal to electric utilities and manufacturing industries across the country. Alpha and its affiliates employ approximately 14,000 people and operate more than 150 mines and 40 coal preparation and coal handling facilities in the regions of Northern and Central Appalachia and the Powder River Basin.

At Alpha, we believe that all injuries are preventable. That's why safety is integrated into every activity. If a task cannot be completed safely, it will not be performed. Every person has a responsibility not only for their own safety but for the safety of those around them. You'll find every level of our organization is proactive in implementing safety processes that promote a safe and healthy environment. Together, we can achieve our goal of a total health and safety culture.Kevin Crutchfield, CEOAlpha Natural ResourcesANR Overview

Running Right Focusing on Behavior to Drive the CultureResults return Focusing on Behavior to Drive the Culture

Managing Safety CultureANR has always recognized that its employees are the individuals who create and add value in the company. Focusing the collective energy of all employees has tremendous power and potential to discover and benefit from new opportunities. ANRs management believes that energy will power the engine that drives the organization forward. Working collectively with complete alignment of contribution ensures that team-based efforts continue to produce the greatest results.

Integration of Massey EnergyIn June of 2011, Alpha acquired Massey Energy. Despite this very significant integration, Alpha safety performance continues to improve and influence heritage Massey mines and minds. Using an extensive cultural and leadership transformation processes, Running Right and Leading Right, Alphas management is creating a common culture with respect for the welfare of the employee, their family, their communities and their futures. To change safety, they are changing the culture.

From To Reactive: Pro-active: Failure Oriented Achievement Oriented Rewards for Outcomes Rewards for Behaviors Top-Down Control Bottom-up Involvement Rugged Individualism Teamwork Fault Finding (blame) Fact Finding (investigate) Quick Fix Continuous Improvement A PriorityA Value

Alpha Natural ResourcesANR Overview

Running Right Focusing on Behavior to Drive the CultureResults returnSafety culture is not something you can buy.

OverviewCulture is something an organization has, and will improve or damage depending on its actions. Organizational culture is like a companys personality traits concerning hazards, risk and controls.

What Safety Culture is Not It is not something that people can easily see from inside an organization. It can be assessed, but this will take some organized effort, skills and methodology. It is not a silver bullet for safety. If there are problems with safety, its not simply that people just have a bad mindset (negative ideas or attitudes towards safety), which they could be persuaded to change through appropriate communication or training. If there are problems with safety, it is also because the work environment and conditions trigger and reinforce the mindsets, attitudes and behaviors producing the safety problems.

A Model for Mining S&H ExcellenceCulture is part of a broader picture of how safety excellence can happen. It one of 3 key components: culture, leadership and systems. It is important for mining companies to understand that each of these factors can be measured and managed.

Safety culture is generated through the interactions between people and their environment, while conversely it influences these interactions. The primary interaction is between leaders and their staff.

Safety culture improvement cannot be made independently of the work environment. Something will need to be simultaneously improved in the real environment as well, if safety and culture are to be successfully improved.

Management is charged with establishing the right direction, vision and systems, which in turn will be reflected in the culture.

Defining Safety CultureWhat is a Culture?What is Safety Culture?What is a Good Safety Culture?What Safety Culture is Notreturn Running Right OverviewANR believes that all injuries are preventable. They integrate safety into every activity. If a task cannot be completed safely, it will not be performed. Every person has a responsibility not only for their own safety but for the safety of those around them. You'll find every level of our organization is proactive in implementing safety processes that promote a safe and healthy environment. The goal of ANR is a total health and safety culture.

Running Right Characteristics Golden Rule: Treat all stakeholders as you wish to be treated. Servant Leadership: Act humbly and leave egos at the door. Deal honestly and treat everyone with respect and dignity. Listen without judgment to ideas. Respond in a timely and appropriate manner. Place the welfare of the company over personal desire. Work hard and work as a team.

Running Right Principles Everyone shall have a VOICE and a seat at the table. Each functional area shall utilize a standard card by which every employee can document safety observations and suggestions for operational improvements, and comments shall be forwarded to management in an open and unrestricted manner. Every safety observation and operational improvement suggestion shall be considered by an employee involvement group. Timely feedback shall be given to employees to facilitate transparency and trust in the process.

Alpha Natural ResourcesANR Overview

Running Right Focusing on Behavior to Drive the CultureResults return Day-to-Day Culture: Safety Communication

OverviewSafety culture is not a static entity. It changes and morphs based on changing in leadership, behaviors, priorities, and many other factors. Consistent and positive communication is one way to ensure safety culture is maintains its equilibrium.

Types of Safety CommunicationThere are a number of communication mechanisms that can be used to maintain and enhance your safety culture:

Tailgate meeting: Usually conducted at the start of the work shift, this short (5 15 minute) is a chance for managers to ensure crews and workers understand the work for the day, any safety-related issues , check the readiness of their workers, etc. E-mail & memos: Never as effective as verbal communication, email and memos serve an important means to provide safety communication as often deemed appropriate, provided your audience has access. General safety meetings: Normally conducted on a monthly or quarterly basis, this all hands approach allows management to reach a broad audience. The more involvement from workers in organizing and conducting these meetings, the better. One-on-one contacts: Arguably the most effective form of safety communication. This allows leaders to share their safety vision, provide performance feedback, say thanks, develop relationships, give direction and receive feedback. Newsletters & mailings: Like email and memos, this form is less personal, but can serve as a good platform to recognize employees, ensure they understand what is going on in the company, talk about progress or challenges Posters, banners, signs: Visual communication is an MSHA/OSHA requirement in certain instances, is a behavior antecedent, but must be managed -- Dont let the poster sit unchanged for years on end. Safety share: An important culture builder used at the beginning of all business meetings (not just safety meetings). A short (5 min) opportunity to ask for a volunteer to talk about anything that will help people work or live more safely. It doesnt need to be planned. Talk: Safety lives in conversation. The more that miners talk amongst themselves and with their managers about safety, the more engrained it becomes in the culture.

Day-to-day CultureSafety CommunicationStaying Vigilantreturn Walking The Talk: Just Culture

OverviewThis section contains a brief 'checklist' for establishing a just culture'.

Organizational JusticeAs indicated in Part A (see Section Just Culture), a just cultureis not only an ethically responsible way of dealing with inevitable human errors its a prerequisite for open reporting that enable your company to learn about employee errors, near misses, hazards and risks inherent in its operations.

The items shown opposite are the key features of a just culture.

Fair and equitable means rules and expectations have been designed so they are understandable, reasonable and as objective as possible (not open-ended and subjective); expectations are communicated and acknowledges by those affected by the rule/expectation; there is a consistent (applied evenly to all employees including managers) investigation procedure; negative consequences associated with errors and violations are consistent (no favoritism, nepotism, chronyism).

Understood standards of acceptable behavior. Fair & equitable safety rules. Fair & equitable discipline for rule violations/errors. Encouragement of error reporting. Management review of gray area violations. Action taken to address error-causing conditions. Employee input on disciplinary procedures.

Walking the TalkSr ManagementCommitmentJust CultureCommunicationSymbolic BehaviorChangereturn Making a Difference: Improving the SHMS

OverviewThis section explains the importance of empowerment as a desirable, if not essential element in the process of improving operational safety through cultural change.

The misperception is sometimes held that safety management should be based on formalized processes, detailed, prescriptive procedures and strict hierarchical control over work practices and decisions.

In reality, this is impossible. Even well-written, detailed procedures cannot prescribe people's behavior in every work situation. Neither can workers be constantly supervised, to ensure they do the right thing. Moreover, operational goals (e.g., productivity, etc.) inadvertently or intentionally encourage inappropriate action, e.g., cut corners to save time and money.

It is therefore better to share responsibility for operational safety decisions. In practice this means involving companys employees in making important decisions about the dynamic, and sometimes unpredictable, operational environment thatis typical of mining. These decisions are of course limited by clearly established guidelines and based on a known level of professional competence.

EmpowermentThe term empowerment is often used to describe this involvement. It simply means giving employees the necessary skills, knowledge, information and authority to act with a high degree of independence in achieving work objectives in the most effective, safe and efficient manner.

Empowerment also has significant additional benefits to safety. Employees gain a sense of independence and healthy self-importance when given responsibility, This is likely to encourage them to report problems and operational threats more readily, to represent safety concerns assertively, and to express higher expectations about their organization's safety and health management practices.

Making a DifferenceImproving the HSMSEmpowering EmployeesUpward FeedbackBuilding Trustreturn Analysis & Conclusions: The Big Picture

OverviewFollowing data triangulation and analysis, an overall safety culture picture is derived from the analysis results.

In order to build an overall picture of the assessed safety culture, there is a need for a theoretical model to help understanding the observational data. The results of the analysis of collected data are therefore clustered according to the particular safety culture model used as a framework by the assessment team (e.g., see figure).

Each safely culture attribute is investigated by compiling all the available evidence exploring the shared values and behaviors, as well as mismatches in responses and thus in beliefs. These mismatches occur, for example, when management and operational staff or controllers and engineers I technical staff present conflicting opinions on a given safety culture topic. For instance, managers and operational staff may present opposing opinions on whether concerns about safety are acted upon, the effectiveness of team meetings for improving safety or whether changes are communicated to staff effectively. Such mismatches indicate disparity within the organization

regarding commitment to, and management of safety, and are useful for identifying areas for improvement,

Accountability Adaptability Awareness Communication Competency Discipline Empowerment Engagement Justice Leadership Learning Reporting Trust VigilanceAnalysis & ConclusionsData Triangulation& AnalysisSafety CultureOverall PictureMaking Sense of Analysis OutcomesStrengths & Weaknessesreturn Learning to Learn: Reporting

OverviewA reporting system can be a useful way to reinforce the safety culture. Such systems complement mandatory reporting processes, and allow safety lessons to be learned from occurrences that may otherwise remain unreported. It is sometime necessary to make reporting confidential to ensure everything that should be reported is actually reported.

TransparencyUnless workers who experience or witness incidents (property damage, injuries, fires, near miss, error, unsafe behavior, etc.), are willing to report them to their management, mining companies wont have information necessary to understand how well their systems are working (trailing indicators) and to learn how to get better. Effective reporting, investigation and learning are core competencies of effective safety and health management.

To be effective, confidential reporting systems must: Be non-punitive, where 'normal error' is involved Protect the identity of the reporter (confidentiality, not necessarily anonymity); and , Be based on trust. One breach of trust will inhibit reporting and seriously disadvantage safety.

Learning to LearnSafety Observation Confidential ReportingIncident InvestigationPost-Incident Communicationreturn Day-to-Day Culture: Staying Vigilant

OverviewVigilance (aka, wariness) means being on guard or aware at all times. Vigilance is critical to not losing focus Just as an organization can demonstrate vigilance as a feature of its safety culture, teams and individuals can display vigilance at a local level, through their alertness to hazards, both seen and unseen.

What is Vigilance?At a global level, vigilance refers to the way an organization remains constantly aware of hazards, unsafe behavior, changing risk conditions, and potential failures, and prepares for unexpected although unlikely and rare events. It is perhaps one of the more subtle and obscure characteristics of a safe mining company, yet one that clearly distinguishes a positive safety culture from one that is less mature.

All employees have a role to play in being vigilant, since by definition, safety culture is based on 'shared values and norms of behavior articulated by senior management and translated with high uniformity into effective work practices at the front line. More importantly, all employees can practice vigilance when carrying out their day-to-day work. The checklist opposite suggests some behaviors at both the individual and organizational levels that demonstrate vigilance.

Vigilance ChecklistManagementMiners & WorkersConstant AssessmentWhat is the safety significance of near misses & unsafe behavior?What level of attention or action is required?Vigilance & AnticipationAccepting that failures, errors and near misses and actively anticipating them.Considering unexpected events what if occurrences.Not Being Complacent About Safety SuccessFocused on past incidents or failures as reminders. Dont let safety awards or recognition convince you to ease off safety activities.Day-to-day CultureSafety CommunicationStaying Vigilantreturn Walking The Talk: Communication

OverviewCommunication is a fundamental and essential process through which people cooperate to achieve any mutual goal. This section explains the particular communication competencies that organizational leaders can use to support safety culture enhancement.

At one level, a form of 'technical' communication will occur in a mining company to present the findings from the safety culture assessment and to explain the improvement plans.

At a second level, communication is a behavior that, like other actions, reflects collective attitudes and beliefs, and thus the organizations safety culture. For example, what people say about safety, how often they say it and who they say it to, are clear indicators of safety culture, failing to speak up (e.g., at meetings), also sends (negative) signal about safely culture.

An organization's leaders include not only the senior management team, but anyone in a position where they can influence others, e.g., team leaders, supervisors, S&H pros, etc. These people have a manifest opportunity to influence safety culture through the content and style of their personal communications.

Communicating for Safety An effective leader would support a safety culture by:

Promoting safety: as a personal value, reporting related activities and highlighting achievements. Clarifying safety goals: explaining the safety vision and expressing clear expectations about safe behavior. Interacting with miners at the face ,shovel pit, etc. Be visible. Have a personal safety vision and share it openly. Listening: to safety concerns, seeking feedback, asking about problems. Closing the loop: asking how incidents occur, communicating lessons from safety occurrences, notifying improvements made. Shaping behavior: acknowledging and rewarding good behavior, challenging and correcting inappropriate actions. Being just: communicating an understanding that people are fallible and will make errors, applying principles of just culture accordingly. Exercise caution to avoid sending mixed signals: Be safe but we need to do whatever is necessary to meet our numbers today... Be credible: when you tell an employee you will do something, be sure to keep to your word.

Walking the TalkJust CultureCommunicationSr ManagementCommitmentSymbolic BehaviorChangereturn

HSE Performance Employees at 84 locations within the Alpha mining network completed 2011 without a lost-time injury . Alphas operations and the people running them have won multiple awards for safety.

Alpha Natural ResourcesANR Overview

Running Right Focusing on Behavior to Drive the CultureResults returnA strong safety culture is a strong enabler to ensure the SHMS works in practice. The reverse can also be true: implementing a good SHMS can be an enabler for safety culture.

OverviewThis section emphasizes the importance of having a positive safety culture as well as an effective SHMS.

Safety & Health Management System (SHMS)Safety management implies a systematic approach to managing safety, including the risk management, necessary organizational structure, competencies, accountabilities, policies and procedures. For more information on developing an effective SHMS, see the NMA S&H Management System Toolbox.

Is a SHMS implementation enough to guarantee Safety?It is recognized that an effective SHMS is necessary for maintaining and improving safety in U.S. mining operations. However, it may not be adequate to guarantee adequate safety performance.

We need only look outside our own industry to see examples of high-risk organizations with very good management systems who experienced spectacular losses owing to failures of the organizational culture or the leadership that drives the culture:

NASA Challenger & Columbia Disasters

NASA organizational culture had as much to do with this accident as the foam. Columbia Investigation Report Similar losses can been experienced by British Petroleum:

Absent a healthy safety culture, even the best safety management systems will be largely ineffective Baker Commission Report.

19862003

20052010Safety Culture & SHMSIs Having an SHMS Enough?Which Comes First?Hand & Glove: Safety Culture & SHMSPart D: Mining Case StudiesreturnRio Tinto MineralsAlpha Natural ResourcesLuminantNASAFrequently Asked QuestionsANR Overview

Company OverviewWorld Class OrganizationCan You Change Safety Culture?Running Right Luminant SafetyChallengerWhats the Process?Focusing on Behavior to Drive the CultureFocusing on CultureColumbiaHow Long Will it Take?Results Performance Lessons LearnedWill it Last?Focusing on CultureResults RTMs Approach to S&H ManagementCompany Overview

return Identifying Improvements: Planning For Safety Culture Change

OverviewAs with any project, safety culture enhancement activities need to be properly planned, resourced and monitored to ensure that they achieve the intended objectives. Steps in Planning & Managing Cultural Change

Establish commitment to the project.Clearly defined scope, objectives and timeframe.Identify and allocate funding. Agree in advance the measures of success.Prepare a project plan (summarizing issues above).Identify risks and ways to manage them.Assign responsibilities for activities.Develop monitoring processes (for resources, objectives, outputs and timeliness).9.Report progress and communicate achievements. 10. Celebrate success! Flexibility is required to deal with unforeseen events and complications along the way.

It is important to allow for the possibility that unforeseen events will disrupt the way the project is carried out:

Expect that not everything will go according to plan.Clarify exactly what has changed and what needs to be done.Be flexible in adjusting plans, main objectives and timeframes 4. Communicate what has changed and why to stakeholders, and document these. Remember that cultural change projects are somewhat intangible, in that the desired changes in altitudes may be hard to see, and the behavioral effects may be gradual and subtle. This means momentum for the project may fall away unless commitment and project controls are actively maintained, and the project is given ongoing prominence in the organization - through regular reporting and communication of progress.

Identifying ImprovementsPlanning for Culture ChangeUnderstanding the Culture AssessmentPriorities & LimitationsreturnAn internal champion ensures a successful safety assessment process.

OverviewThe presence and commitment of an internal champion, an enthusiastic supporter and defender of the safety culture assessment process and objectives , is desirable for ensuring a successful result.

The Champions RoleThe champion plays an important role in supporting and promoting the assessment process by:

Acting as an interface between the external assessment team and company management, board of directors (as required) unions, staff and other stakeholders. Setting the scene for the assessment campaign and assisting it along the way until the implementation of the action plan., and later with the re-assessment process. Assisting the assessment team by making them aware of relevant information, such as recent incidents, re-organizations, or SHMS implementation. Promoting the safety culture assessment campaign internally, in order to get as much buy-in as possible from managers and staff.

Selecting a ChampionThe champion can be selected from among the members of the safety team, human resources, or senior management. The champion should be well informed about the process, expected outputs, time scales and other critical aspects of the assessment.

How Do You Measure Culture?Who Should Measure?Internal Buy-inPreparing the LaunchGetting StartedPart AInside Safety CulturePart BAssessing Safety CulturePart CImproving Safety CulturePart DMining Case Studies Defining Safety CultureSafety Culture in contextChanging Safety CultureEnablers & DisablersSafety Culture & SHMSGetting StartedLaunching the SurveyInterviews & WorkshopsAnalysis & ConclusionsFeedback & The Way ForwardRe-assessingIdentifying ImprovementsWalking the TalkMaking a DifferenceOpening MindsLearning to LearnDay-to-day Safety CultureRio Tinto MineralsAlpha Natural ResourcesLuminantNASAFAQCORESafety Safety Culture Enhancement Toolboxreturn58Part AInside Safety CulturePart BAssessing Safety CulturePart CImproving Safety CulturePart DMining Case Studies Defining Safety CultureSafety Culture in contextChanging Safety CultureEnablers & DisablersSafety Culture & SHMSGetting StartedLaunching the SurveyInterviews & WorkshopsAnalysis & ConclusionsFeedback & The Way ForwardRe-assessingIdentifying ImprovementsWalking the TalkMaking a DifferenceOpening MindsLearning to LearnDay-to-day Safety CultureRio Tinto MineralsAlpha Natural ResourcesLuminantNASAFAQCORESafety Safety Culture Enhancement Toolboxreturn85