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<article article-type="research-article" dtd-version="1.3" xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xml:lang="ru"><front><journal-meta><journal-id journal-id-type="publisher-id">mirtr</journal-id><journal-title-group><journal-title xml:lang="ru">Мир транспорта</journal-title><trans-title-group xml:lang="en"><trans-title>World of Transport and Transportation</trans-title></trans-title-group></journal-title-group><issn pub-type="ppub">1992-3252</issn><publisher><publisher-name>Russian University of Transport (RUT)</publisher-name></publisher></journal-meta><article-meta><article-id pub-id-type="doi">10.30932/1992-3252-2019-17-3-234-245</article-id><article-id custom-type="elpub" pub-id-type="custom">mirtr-1684</article-id><article-categories><subj-group subj-group-type="heading"><subject>Research Article</subject></subj-group><subj-group subj-group-type="section-heading" xml:lang="ru"><subject>ОБРАЗОВАНИЕ И КАДРЫ</subject></subj-group><subj-group subj-group-type="section-heading" xml:lang="en"><subject>EDUCATION AND HRM</subject></subj-group></article-categories><title-group><article-title>Культура безопасности как элемент организационной культуры транспортных компаний</article-title><trans-title-group xml:lang="en"><trans-title>Safety Culture as an Element of Organisation Culture of Transport Companies</trans-title></trans-title-group></title-group><contrib-group><contrib contrib-type="author" corresp="yes"><name-alternatives><name name-style="eastern" xml:lang="ru"><surname>Ефимова</surname><given-names>О. В.</given-names></name><name name-style="western" xml:lang="en"><surname>Efimova</surname><given-names>O. V.</given-names></name></name-alternatives><bio xml:lang="ru"><p>доктор экономических наук, профессор, заведующая кафедрой экономики, организации производства и менеджмента Института экономики и финансов</p><p>Москва ovefimova@mail.ru</p></bio><bio xml:lang="en"><p>D.Sc. (Economics), professor, head of the of department of economics, organization of production and management of the Institute of Economics and Finance</p><p>Moscow</p></bio><email xlink:type="simple">ovefimova@mail.ru</email><xref ref-type="aff" rid="aff-1"/></contrib><contrib contrib-type="author" corresp="yes"><name-alternatives><name name-style="eastern" xml:lang="ru"><surname>Комарова</surname><given-names>Ю. В.</given-names></name><name name-style="western" xml:lang="en"><surname>Komarova</surname><given-names>Yu. V.</given-names></name></name-alternatives><bio xml:lang="ru"><p>ведущий инженер Кабинета программы МВА отдела современных форм обучения Высшей транспортной бизнес-школы Института экономики и финансов</p><p>Москва </p></bio><bio xml:lang="en"><p>leading engineer of the Cabinet of MBA programs of the department of modern studies of the Higher Transport Business School of the Institute of Economics and Finance</p><p>Moscow</p></bio><email xlink:type="simple">yuvkomarova@gmail.com</email><xref ref-type="aff" rid="aff-1"/></contrib></contrib-group><aff-alternatives id="aff-1"><aff xml:lang="ru"><institution>Российский университет транспорта</institution><country>Россия</country></aff><aff xml:lang="en"><institution>Russian University of Transport</institution><country>Russian Federation</country></aff></aff-alternatives><pub-date pub-type="collection"><year>2019</year></pub-date><pub-date pub-type="epub"><day>28</day><month>06</month><year>2019</year></pub-date><volume>17</volume><issue>3</issue><fpage>234</fpage><lpage>245</lpage><permissions><copyright-statement>Copyright &amp;#x00A9; Ефимова О.В., Комарова Ю.В., 2019</copyright-statement><copyright-year>2019</copyright-year><copyright-holder xml:lang="ru">Ефимова О.В., Комарова Ю.В.</copyright-holder><copyright-holder xml:lang="en">Efimova O.V., Komarova Y.V.</copyright-holder><license xml:lang="ru" license-type="creative-commons-attribution" xlink:href="https://creativecommons.org/licenses/by/4.0/" xlink:type="simple"><license-p>Данная работа распространяется под лицензией Creative Commons Attribution 4.0.</license-p></license><license xml:lang="en" license-type="creative-commons-attribution" xlink:href="https://creativecommons.org/licenses/by/4.0/" xlink:type="simple"><license-p>This work is licensed under a Creative Commons Attribution 4.0 License.</license-p></license></permissions><self-uri xlink:href="https://mirtr.elpub.ru/jour/article/view/1684">https://mirtr.elpub.ru/jour/article/view/1684</self-uri><abstract><p>Для выполнения основных функций управления необходима развитая организационная культура. В её основе лежит система общих для всех сотрудников данной организации ценностей, убеждений и норм, которые формируются в результате сложного процесса взаимодействия.В статье предложено считать «культуру безопасности» (в том числе, например, движения, экологической безопасности, трудовой деятельности) взаимосвязанным со всеми другими элементом организационной культуры. Особенно актуальным это является для транспортных компаний, в том числе ОАО «РЖД», где высокими темпами идут процессы внедрения технологий и усложнения техники и где по объективным причинам, связанным с характером деятельности, высок уровень производственного травматизма.В статье организационная культура рассматривается как совокупность функциональных культур в области управления, взаимодействия и коммуникации внутри компании, организации труда, культуры безопасности, взаимодействия с внешними клиентами.ОАО «РЖД» в своей деятельности применяет современные технологии, сложную технику, при этом имеются инфраструктурные ограничения; всё это источник рисков и угроз в области безопасности. Поэтому уровень зрелости культуры безопасности, а также её оценка имеют огромное значение как для развития организационной культуры, так и для компании в целом.</p></abstract><trans-abstract xml:lang="en"><p>To perform the basic management functions, a developed organizational culture is required. It is based on a system of common values, beliefs and norms that are formed for all employees of a given organization as a result of a complex process of interacting.The article proposes to consider the «safety culture» (including, for example, traffic safety culture, environmental safety, labor activity safety culture) as an element interconnected with all other elements of organizational culture. This is especially relevant for transport companies, including JSC Russian Railways, where technology development and technological sophistication are progressing rapidly andwhere, for objective reasons related to nature of the activity, the level of occupational injuries is high.Organizational culture is considered in the article, as a set of functional cultures in the field of corporate management, interaction and communication, labor organization, safety culture, and interaction with external clients.JSC Russian Railways uses modern technologies and sophisticated technology in its activities, while there are infrastructural restrictions; all this is a source of safety risks and threats. Therefore, the maturity level of safety culture, as well as its assessment are of great importance both for development of the organizational culture, and for the company.</p></trans-abstract><kwd-group xml:lang="ru"><kwd>транспорт</kwd><kwd>организационная культура</kwd><kwd>корпоративная культура</kwd><kwd>культура безопасности</kwd><kwd>функциональная культура</kwd><kwd>элементы организационной культуры</kwd></kwd-group><kwd-group xml:lang="en"><kwd>transport</kwd><kwd>organizational culture</kwd><kwd>corporate culture</kwd><kwd>safety culture</kwd><kwd>functional culture</kwd><kwd>elements of transport</kwd><kwd>organizational culture</kwd></kwd-group></article-meta></front><back><ref-list><title>References</title><ref id="cit1"><label>1</label><citation-alternatives><mixed-citation xml:lang="ru">Бурганова Л. А., Савкина Е. Г. 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