This paper discusses research examining the relationship between safety performance and safety culture (including trust) in five mine sites within a single Australian coal mining company. Although operating under the same corporate OHS strategy and management tools, there was considerable variation in OHS outcomes achieved at each site. The paper examines the causes of this variation in performance, including the potential influence of site specific cultural variables, focusing on the relationship between safety culture and safety management initiatives. Also discussed are the the particular characteristics of the coal mining industry that shape both culture and safety outcomes, and concludes with some insights of more general application.
Gunningham, Neil, 2012, WP 83 - ‘Culture eats systems for breakfast’: On the limitations of management-based regulation, National Research Centre for OHS Regulation, Canberra