Organisations can improve their safety efforts and build resilience against catastrophic events by increasing the level of care demonstrated by people in their decision making and behaviour.
The three elements of the Culture of Care are (1) people, (2) processes and procedures, and (3) plant and equipment.
In a Culture of Care, those working within it are collectively motivated to show interest in, and concern for, what’s important. This mindset is evident through the decision making, behaviour, and language of leaders – the owners of the culture. And it is felt by everyone who comes in contact with it: employees, contractors, and visitors, alike. Discretionary effort flourishes, procedures are understood and functionally applied, and people protect each other from harm.
When care is demonstrated, organisations can also gain greater productivity, predictability, and efficiency in how things and people work. This drives the resiliency necessary to prevent, control, and respond to upset conditions.
This care is built around a principle that safety is not the absence of incidents but the presence of barriers and that our people are viewed as the solution and not the problem. Takeaways
• Understand what is meant by a Culture of Care, how is it measured
• Discover what it takes to influence decision making and behaviour
• How Care goes beyond complianceMark WalkerMark Walker, Vice President of Dekra, is an experienced consultant specialising in cultural change and leadership coaching. His wide range of hands-on experience working with organisations both on and offshore worldwide have made him a sought-after trainer and change leader. Mark is committed to help each of his clients improve decision-making and achieve reliable performance. He has worked with various companies, globally across diverse conditions to transform the behaviours of leaders and workers so that projects are delivered on time and safely. He has helped create cultures based on caring for the systems and processes, plants and people, thereby increasing not only safety but also productivity and engagement—even in the midst of trying economic times.
Mark has trained leaders to leverage skills based on humanity, integrity, and competency in order to create a workplace environment that has trust and respect at its heart. Through his work, he provides scientific tools to track culture from its current status to its desired state. In this way, and by ‘holding up the mirror’ to leaders’ behaviours via coaching, Mark assists organisations facilitate lasting change. Mark has a BSC HONS in combined social sciences.