It is well-known in the safety community that for companies to implement effective safety programs, they must have a safety culture. And who can deny having a solid culture of safety is vitally important in the roofing industry? The Occupational Safety and Health Administration (OSHA) uses the term "safety culture" frequently as something to which employers should aspire. And OSHA has used its "good faith reduction," which is a recognition of an employer's effort to implement effective safety and health management systems, as a determinant for increasing, decreasing or vacating citation-related penalties.
Here's where the confusion begins. It is easy to infer that culture means having an effective safety and health management system. As an employer, it would be reasonable to ask: "How good is my company's safety culture, and is it good enough to warrant a break if my company were cited by OSHA?"
In other words, does the commitment you make to creating a safe workplace (developing a safety program, hiring a safety director, conducting training, providing proper incentives, etc.) rise to the level of a safety culture strong enough to reduce a penalty? Can you measure culture and if so, what are the metrics?
What is culture?