The Relationship between the Maturity of Safety Management Practices and Performance

Abstract

The construction industry requires an ability to assess the organizational performance with respect to occupational health and safety and to identify areas in need of improvement. For this purpose, a model has been developed to evaluate a safety management program with an emphasis on organizational processes. The result is an organizational safety management maturity model based on the hypothesis that continuous improvement of the safety program denotes higher organizational maturity and greater safety performance. This paper presents the researchers' development of the model; its application in collaboration with practitioners; and a sample of results to date. The model was developed through a literature review of safety performance, safety culture, safety climate, and maturity modelling research. Validation of the model includes elicitation from occupational health and safety experts, and application of the model to a representative set (in size and expected maturity) of construction organizations. The validation and data collection processes are completed in collaboration with the New Brunswick Construction Safety Association and WorkSafeNB (regional government's occupational health and safety organization). Only sample results to date are provided, to demonstrate how the model can be used to focus on the larger opportunities for improvement with respect to the factor groupings of 1) management commitment, 2) policy and standards, 3) worker involvement and commitment, 4) hazard management, 5) equipment, materials, and resources, and 6) working environment, and within each factor grouping the management cycle steps of 1) plan, 2) do, 3) check, and 4) act.