Safety Culture Survey

Instructions:

The questions below pertain to 12 categories of a workplace culture where safety is prized. The rankings provided indicate safety culture in each of these 12 categories.

For each category of safety culture, you will have information on strengths and opportunities for improvement. These can be used to make an organizational action plan to achieve and sustain a strong and positive culture of safety.

This survey has not been validated or reliability-tested. The questionnaire is designed not to produce scientific results but to raise awareness of safety culture considerations in the professional context, and to provide non-scientific information that can help inform work to sustain or improve workplace safety culture.

Select the response from the drop-down menu that best reflects your experience of the safety culture in your professional environment. When you submit the survey, your score and explanation will appear.

My supervisor recognizes others when they see a job done according to established safety procedures.

Speaking up about safety problems might threaten my job.

After we make changes to improve safety, we evaluate their effectiveness.

Sometimes nothing changes, even if I speak out.

When an incident occurs, sometimes I don’t hear about it.

I feel free to question the decisions or actions of those with more authority.

Management focuses on money and other priorities more than safety.

My department is in a silo and does not work closely with others on safety concerns.

If a mistake is made, we don’t automatically blame the person, but examine our culture and practices.

The organization strikes a balance between following the rules and thinking for one’s self.

My organization’s safety vision statement and aspirational end state are clear and consistently communicated.

My organization’s CEO and leadership team effectively build enthusiasm for and understanding of my organization’s safety vision statement.

The organization makes continuous efforts to improve risk management.

If I don’t act, I wouldn’t feel responsible if something happened.

Staff need more risk management training than they receive.

People don’t consistently follow safety policies and procedures when doing so is the safest course of action.

Individuals are not punished for raising safety issues or confronting supervisors about unsafe practices.

I don’t know what our risk management mission statement says.

I am rarely or never asked about safety improvement ideas.

There is a good balance between safety and other organizational priorities.

People here take safety seriously.

My supervisor overlooks safety problems that happen over and over.

Staff work together up and down the organizational hierarchy and across departments on safety issues.

Leaders are open to hearing new ideas about risk management.

My ideas are valued and taken into consideration.

The equipment I have is suitable for good safety management.

The words and actions of management with regards to safety are sometimes inconsistent.

Performance assessments and incentives for the organization’s leadership don’t include safety culture metrics and performance.

Incidents are not used as learning tools to improve risk management.

When an incident occurs, we focus on the incident, not root causes.

Staff feel like their mistakes are held against them.

Staff tend to keep quiet if they see a safety issue.

We think about the interrelationships between different risks and other organizational elements.

Different areas of the organization compete for safety-related resources and hoard information and other resources.

Sometimes when time, money or other resources are tight, safety is compromised.

I feel safe here.

Safety Culture Survey

Instructions:

Results

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