Employee perceptions of safety culture and the effects on safety performance at A.P. Moller Terminals (APM Terminals) Cape Town.

Abstract

ABSTRACT Safety culture has become the buzzword in determining an organisation’s safety performance and as such, it has become imperative for organisations to be aware of the state of their safety culture as a tool to driving organisational performance. This study aims to investigate employee perceptions of safety culture at APM Terminals, Cape Town branch, and the effects on safety performance. The study was approached from the positivist philosophy using the quantitative methods with a five-point Likert scale questionnaire used as the data collection instrument. Data were gathered from a population of 110 employees, from which a sample of 80 participants was selected using the stratified random sampling technique. Data analysis was conducted on SPSS version 24, using descriptive and inferential statistical methods. The results of the study indicated that the safety culture maturity level at APM Terminals borders between the reactive level, calculative level and the proactive level. The participants observed visible management commitment to safety. However, at a departmental level, the participants’ perceived absence of safety. The culture of reporting incidents was perceived to be that of no blame, this is indicative of a proactive safety culture. The existence of these organisational characteristics is indicative of a calculative safety culture. However, the participants perceived that production was prioritised over safety, which is indicative of a reactive safety culture. On the factors that affect safety culture, the participants felt informed on safety issues, they perceived leadership involvement as important, however, the factor on supervisor attitudes was perceived to be negative. There was a strong emphasis placed in the reporting of incidents and near misses, there was presence of a learning culture to prevent the reoccurrence of incidents. The study recommended that supervisors should ensure continuous role modelling by utilising skills obtained from the safety leadership program, practical initiatives to promote safety at departmental level were provided and safety culture training was suggested to allow employees to understand their roles in building a positive safety culture. vi Key words: employees; safety culture; safety culture maturity level; safety performance and safety leadership.