ORGANISATIONAL RESILIENCE AS A DRIVER OF SAFETY: A MODEL BASED ON THE IRON FOUNDRY INDUSTRY

Abstract

This study aimed to develop a model for managing organisational resilience (OR) in iron foundries, positioning resilience as a key driver of safety performance. The model is designed to support managers in analysing, evaluating, responding to, and continuously improving OR within complex industrial environments. Drawing on a literature review, the study adopted key concepts of resilience, situational awareness, proactive attitudes, and safety. Empirical research was carried out in 15 Polish foundries during the COVID-19 crisis, involving 510 employees. A survey of 48 items measured OR attributes (38 items), situational awareness (SA), and proactive attitudes (PA) – two factors closely related to resilience (10 items). To complement the quantitative results, in-depth interviews were conducted with 10 managers. Findings revealed that OR is both dynamic (responsive to disruptions) and complex (multi-attribute in nature), with an average OR score of 3.71, corresponding to 74.2% of its maximum potential. Importantly, higher levels of SA and PA were strongly correlated with greater resilience potential, confirming their role as safety-enhancing capabilities. Based on these findings, a practical model for developing OR was proposed, grounded in the Deming cycle. It encompasses five stages: diagnosing OR through the questionnaire, evaluating results, preparing an action plan, implementing improvement measures, and monitoring outcomes. The model contributes to strengthening decision-making, risk management, and ultimately the safety of foundry operations.