A good safety culture is widely characterised as communications founded on mutual trust, shared perceptions about the importance of safety, and confidence in harm prevention and protection measures. It provides any organisation both safety and financial benefits. Safety Culture first appears in literature in the mid-1960s but did not take hold as concept until the mid-1980s and different models have been developed to assess the Safety Culture of an organisation over the past 30 years. Many of these safety culture models measure a snap shot of characteristics but do not address the aspects of organisational change. Organisational models have been developed since the early 1960s, normally with the aim to model and understand the organisation’s performance and potential effects of change. I have conducted research on combining both organisational models and safety culture models over the past few years, leading to a list of factors/characteristics that could aid development of a combined Organisational and Safety Culture Model. In turn, this improved understanding could help organisations predict the effect of enforcing a particular change and detecting any weaknesses in the organisation structure. In addition, a combined model would aid risk management techniques such as Cost Benefit Analysis and in general, the overall process of measuring the health and safety performance of the organisation.