Best Practices: Promoting Safety Culture Among the Transit Workforce

When considering something like safety culture, there is a need to reflect on the way in which culture changes. Culture beliefs change slowly. Cultural beliefs morph based on shifts in social norms, which typically stem from interactions with other cultures that have different beliefs, behaviors and assumptions.  

Innovation is another trigger of cultural change, as innovation can change our approach or change our thought process. In other words, as we learn that we can do better, we do better; but as a society, we are not always quick learners. In general, we want to know how we will benefit from something before we are willing to invest any effort.  

This aspect of human nature makes it difficult to impact safety culture, especially for those that live by the mantra, “we’ve always done it this way.” Trust takes a long time to build and only a moment to lose, yet it is an essential element found in a mature safety culture.  

While a safety culture is complex and multifaceted, this article will focus on two interconnected and vital aspects that will make or break the  safety culture in an agency: the ability to promptly and easily report safety events, near misses or other risks, and the communication structure that describes the immediate and ongoing support that is provided to employees as they face safety and security challenges.   

Ability to report easily and quickly   

One of the most effective ways to build trust is to provide opportunities for employees to report hazards to the transit agency in a confidential and transparent manner without fear of punishment or retribution. This allows the agency to collect information about hazards from those that experience them firsthand, providing an opportunity for mitigation of the hazards prior to an undesirable outcome of a safety or security event. When agencies take preventative approaches to improve the safety of the system, employees feel valued and safer.  

However, providing an outlet for employees to report is somewhat of a double-edge sword, as transit agencies must continuously communicate the ways in which they are listening and responding to the hazard reports. No one wants to report an event if they don’t think anyone is listening, or they don’t think any action will be taken.  

One detail worth noting relates to reporting verbal and non-serious assault events. When local and state laws do not match transit agencies’ definitions, there will be an inevitable tension between convincing employees to report events for documentation purposes and convincing employees that the agency cares and supports them as they face these events. 

Encouraging reporting beyond what is legislatively punishable will require an extensive effort to communicate the value of the information and the purpose of data collection. When employees understand that the improved data collection provides an opportunity to measure and manage the challenges, and they are confident that the agency is using that data to make their working environment safer and more secure, then they may be more willing to invest the necessary time in providing that data.     

Communication is key   

If you want to build trust with anyone, consistency is key. The relationship between management and front-line employees is no different, meaning consistent communication and responses that prove you are listening will help to build trust. Let’s face it, many of the hazards that front line employees report are truly out of our control.  

For example, uncoordinated signal timings might require coordination with the local city or county to resolve. While the transit agency might not have the ability or authority to improve signal coordination, the agency can influence those with control, and we have the responsibility to communicate what steps we have taken even when the results are not quite as fruitful as intended.  

Another example is when first implementing an employee safety reporting program, many transit agencies receive reports about trees that are obstructing views and potholes along routes. Both of these are hazards that require someone outside of the transit agency to act. However, transit agencies can contact the appropriate entities to explain the impact of the hazard, and in some cases, work in conjunction to get the hazard resolved. In other cases, we may be forced to explain why that hazard is beyond a transit agency’s control and examine approaches within the agency’s control to minimize the associated risks.  

No matter what the response, communication about the decision and the justification behind the decision will help to build trust among your entire workforce. Trust, which is earned through consistent communication and follow through, is the foundation on which a safety culture is built.