Assessment: Corporate Culture

It has long been understood that the workplace requires focused attention on safety issues to be resilient. Consequently ‘safety culture’ became part of organisational culture. Honest reporting of mistakes and accidents (negative surprises) was a crucial pillar within this approach to facilitate ‘Learning From Incidents’ (LFI). This led to specific reporting requirements. However, human nature is such that people are inclined to pass the blame for incidents to others rather than acknowledging them. The term ‘Just Culture’ was coined to articulate this complexity of interactions in the workplace and the need for openness in order to facilitate learning based on correct operational assessments. It is imperative that both management and the workfloor develop a more compassionate relationship with failure.

The rationale for a ‘Just Culture’ is simple. If we hope to respond to the challenges of fundamental uncertainty, whether a fragile monetary/financial system or a fragile health or pension system, then unethical decisions, unfair policies, harmful behaviours and dishonest reporting are not going to result in making these systems more resilient. Importantly as much as these principles play on the macro and meso level, they do so equally on the micro level for personal development.

This workshop explores the intricacies of this balancing act with lectures, interactions and practical examples. The course contains two modules.

MODULE 1: General Principles & Perspectives

The development of a 'Just Culture' has been extensively implemented in both the airline industry, as well as the healthcare and nursing professions, and is highly suitable for parties in the commodity & energy markets. At the same time, it continues to present an ongoing challenge, finding a balance between unintentional mistakes and wilful negligence as well as balancing opportunities for learning with repercussions for wrongdoing. Embracing these challenges and further developing their implementation requires an ethical component in order for the needed honesty and openness to become pervasive throughout the organization. The 'Just Culture' conveys that message and finds that balance. The development of a 'Just Culture' is in part the complex result of a multitude of human interactions, but not exactly the result of something meticulously planned and designed, rather, emergence of a new operational resilience within organisations.

In this workshop attention is given to recognition and it builds on these crucial insights for its own application of 'Just Culture'. This module explores the foundations for the thinking behind 'Just Culture' and the often required attitudinal shift required for its implementation.

MODULE 2: Historical Developments & Applications

Looking at history it is clear that there have been countless efforts to discover, articulate and pursue an ever more 'Just Culture' in the broadest sense of the term, i.e. just laws and just government to lead better lives that are fair and just. There are endless wise sayings and proverbs scattered throughout classical literature and religious texts. The ancients and the wise have intuitively understood that the foundations for effective and harmonious living must include some set of principles ensuring continuity and prosperity for the tribe, the village or township. From the Code of Hammurabi to Moses to Jesus and today, mankind has tried to come up with some all-encompassing golden rule or set of rules to accomplish this purpose. The medical profession is credited to have coined the "First, Do-No-Harm" principle. Christians have come up with the famous "Do unto Others as You wish Them to do unto You". From the tiniest business community to the largest cities, people have organically developed principles and rules to ensure their livelihoods and civilizations would evolve, survive and prosper. These guiding principles require people to act responsibly. However, in the absence of that personal responsibility and accountability there needs to be a 'culture' in place that supports effective responses to those situations. It is precisely that type of 'culture' we aim to dissect, study, adapt and adopt to make today's workplace and society more resilient and sustainable.

DurationTwo times a half-day session
IncludedOn-site or online
PriceOn request - contact us at


  • All mentioned prices are excl. 21% VAT. Outside Europe: VAT reversed.
  • Besides English, some tests are available in several other languages.
  • Extra reporting requests (on top of our standard), if possible and approved, will result in a surcharge.
  • Data privacy & security: The setup we have created for assessments in our online portals meets all required standards and it meets the data protection rules.
Our Labels
Entrima and Market Abuse Centre (MAC) are the two labels we operate to provide learning services for professionals in the commodity & energy markets.

Content & Context

Entrima’s mission is to transfer knowledge regarding the business, controls & operations of parties in (or relating to) the wholesale markets.

Conduct & Culture

MAC’s mission is to facilitate the prevention & detection of misconduct and to foster proper behaviour in organisations. This is achieved via training, periodic updates and increased awareness.