| Abstract [eng] |
Background: Occupational Safety and Health (OSH) culture is one of the key factors ensuring a safe working environment. It shows employees’ values, attitudes, competencies, and behaviours related to safety and health. Increasing attention to OSH culture shows that only formal safety procedures are insufficient. Employee involvement, management commitment, and the consistent application of safety principles in daily activities are very important. Aim: To evaluate the maturity of the occupational safety and health culture in company X and identify opportunities for its improvement. Objectives: 1. To determine employees’ opinion about occupational safety and health and assess the OSH culture maturity level in company X; 2. to evaluate managers’ attitudes toward OSH culture, its development and maintenance; 3. to identify the strengths and areas for improvement of the OSH culture; 4. to analyse occupational safety and health indicators in company X. Methods: A mixed-method approach was used combining quantitative and qualitative research methods as well as OSH indicators analysis. The quantitative study consisted of a questionnaire survey involving 189 employees, while the qualitative study included semi-structured interviews with 8 managers. Data analysis included descriptive statistics, Spearman correlation, Chi-square test, Fisher’s exact test, Mann–Whitney test, and multiple linear regression analysis. Results: The results showed that the OHS culture maturity level in company X corresponds to the independent level according to the DuPont Bradley model. 95,7% employees positively evaluated the OSH culture. Employees demonstrated personal responsibility for safety, trust in management, and willingness to report unsafe situations. No significant differences between sociodemographic groups were identified. However, communication inconsistencies between employee groups: insufficiently adapted training for infrastructure teams, and psychosocial issues such as fatigue and exhaustion were identified. Manager interviews showed a gap between the declared and practically implemented safety culture, as safety and health do not always remain a priority under time pressure. OHS Indicators analysis showed a low number of occupational accidents but an increasing number of identified non-conformities, indicating strengthening preventive activities. Conclusions: The OHS culture in company X is in a transitional (independent) stage. Although the organization demonstrates the main elements of safety culture, further improvement is needed in practical safety implementation, employee involvement, communication consistency, and psychosocial risk management. Keywords: occupational health and safety, safety culture, safety culture maturity, DuPont Bradley model, employee engagement, psychosocial factors. |
