Workplace Safety and Health Council (WSHC), formed in April 2008, is an industry-led statutory board that works alongside the Ministry of Manpower and other agencies. It’s main aim is to develop programmes and strategies to boost awareness of Workplace Safety and Health (WSH) problems in Singapore.

WSHC embarked on its change management initiative, CultureSAFE in September 2012. This initiative is directed at empowering organisations to review and adopt a WSH focused culture in entirety, across the organization, right from the CEO down to the final worker.

WSCH aims to do this by providinga 5-step cyclical methodology that helps organisations achieve WSH excellence. Sumitomo Chemical Singapore, an organisation that takes pride in its WSH values and practices, embraced this concept ofCultureSAFE with open arms. CultureSAFE Perception Survey, the first faltering step of this program, was launched to SCS site employees on 8 March 2016. The key goal of this activity was to simply help the council better understand the present safety culture profile of SCS. Managers, supervisors, and workers in a2:3:10 ratio wererecommended for the survey. SCS not just exceeded the suggested sampling ratio, but also achieved 98% survey participation rate. While 43% of survey responses, comprising the manager and supervisor level employees were received online, the others were provided in the proper execution of printed survey forms.

Here would be the survey link between the CultureSAFE Perception Survey of Sumitomo Chemical Singapore:

• SCS has in position a Proactive Safety Culture. Which means employees are mindful of HSE issues within their routine work and take the initiative to boost safety.
• For rankings of six organisational attributes that form the foundation of HSE practices, perceptions and beliefs of stakeholders, SCS scored 4 out of 5 on Leadership & Commitment, Governance, Communication & Reporting, and Ownership & Teamwork. This proved the strong emphasis of WSH.
• Theorganisational hierarchy (managers, supervisors and workers) were on the same page regarding their knowledge of HSE matters.
• There’s room for improvement in Work Management Systems and increasing the WSH Competence & Learning at an organisational scale.

As from some other survey, the learnings out of this survey should go quite a distance in enabling the HSE Department to develop a highly effective action plan and drive the safety culture cultivation that can help attain HSE excellence.

 

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Workplace Safety and Health Council (WSHC), formed in April 2008, is definitely an industry-led statutory board that works alongside the Ministry of Manpower and other agencies. It’s main aim is to produce programmes and strategies to improve awareness of Workplace Safety and Health (WSH) problems in Singapore.

WSHC embarked on its change management initiative, CultureSAFE in September 2012. This initiative is directed at empowering organisations to study and adopt a WSH focused culture in entirety, across the corporation, from the CEO down to the final worker.

WSCH aims to do this by providinga 5-step cyclical methodology that helps organisations achieve WSH excellence. Sumitomo Chemical Singapore, an organisation that takes pride in its WSH values and practices, embraced this concept ofCultureSAFE with open arms. CultureSAFE Perception Survey, the first faltering step of the program, was launched to SCS site employees on 8 March 2016. The main goal with this activity was to greatly help the council better understand the prevailing safety culture profile of SCS. Managers, supervisors, and workers in a2:3:10 ratio wererecommended for the survey. SCS not just exceeded the suggested sampling ratio, but additionally achieved 98% survey participation rate. While 43% of survey responses, comprising the manager and supervisor level employees were received online, the remainder were provided in the proper execution of printed survey forms.

Here will be the survey results of the CultureSAFE Perception Survey of Sumitomo Chemical Singapore:

• SCS has in place a Proactive Safety Culture. This means that employees are mindful of HSE issues within their routine work and take the initiative to improve safety.
• For rankings of six organisational attributes that form the cornerstone of HSE practices, perceptions and beliefs of stakeholders, SCS scored 4 out of 5 on Leadership & Commitment, Governance, Communication & Reporting, and Ownership & Teamwork. This proved the strong emphasis of WSH.
• Theorganisational hierarchy (managers, supervisors and workers) were for a passing fancy page regarding their understanding of HSE matters.
• There is room for improvement in Work Management Systems and increasing the WSH Competence & Learning at an organisational scale.

As from any other survey, the learnings out of this survey should go quite a distance in enabling the HSE Department to produce a successful action plan and drive the safety culture cultivation that will assist attain HSE excellence.

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