what is safety culture
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11/04/23
Safety Culture?Safety Culture?
How to Improve HSE Performance through Measuring and Developing Safety Culture
Summary of Summary of PresentationPresentation
Purpose and Objectives What is Safety Culture? What influences Safety Culture? When to use Behaviour
Interventions Diagnostic and Measuring Tools
• Advantages and Disadvantages ModuSpec Self Assessment Process
• Report Information
Summary of Presentation Summary of Presentation (cont)(cont)
Climate Survey demo Conclusions
ObjectivesObjectives
To provide:• An insight into the topic of Safety
(HSE) Culture and what it takes to establish a successful culture
• An understanding of why measuring safety culture is an important pre-cursor to applying any Behavioural Safety intervention or modification
• An overview of a Safety Climate process through demonstration and use of the tools
Poor Safety CulturePoor Safety Culture
“Accidents that result in severe injuries may not be random events, rather their causal factors may derive from an accumulation, over time, of deficiencies in an organization’s safety culture”
We are convinced that the management practices overseeing the Shuttle program were as much a cause of the accident as the foam that struck the left wing CAIB Report
A Good Example of Safety A Good Example of Safety CultureCulture
E. I. Dupont starting manufacturing explosives in the early 1800s
Developed concept of separation distances for the powder mills and designed buildings so that explosions would go upwards or away from occupied buildings
Built his house inside the plant and insisted managers also live inside the plant
Developed plant rules and procedures
DefinitionsDefinitions
Safety Culture• The collective values and attitudes
of people in the organization Step Change Behavioural Issues Task Group
• The knowledge, values, norms, ideas and attitudes which characterize a group of people
• Seldom a unified or homogenous quantity, usually diversified, fragmented and split into sub-cultures
DefinitionsDefinitions
Safety Climate• Surface snapshot of the state of safety
providing an indicator of the underlying safety culture Step Change Behavioural Issues Task Group
Behavioural Aspects of Safety• The way organizations act out their
safety management systems and how systems operate in reality. Includes safety culture, safety leadership and behaviour modification
Safety Culture – What Safety Culture – What is it?is it?
The product of individual and group values, attitudes, perceptions, competencies and patterns of behaviour that determine the commitment to and style and proficiency of an organization’s health and safety management ACSNI 1993
The way we do things around here” CBI 1990
Safety Culture – What Safety Culture – What is it?is it?
As the Board investigated the Columbia accident, it expected to find a vigorous safety organiztion, process and culture at NASA, bearing little resemblance to the ineffective “silent safety” system identified during Challenger Disaster (’86)
NASA’s initial briefings to the Board on its safety programs espoused a risk averse philosophy that empowered any employee to stop an operation at the mere glimmer of a problem
Unfortunately, NASA’s views of its safety culture, did not reflect reality CAIB Report
Imagine the difference if a Shuttle Program Manager had simply asked “Prove to me that Columbia has not been harmed by the foam strike”
Frequently Asked Frequently Asked QuestionsQuestions
What does a good safety culture look like?
How do you know if the safety culture is improving?
What are the key issues to focus upon first?
When to stop working on a specific safety culture issue and move onto the next
Is it always necessary to survey staff to measure safety culture?
How does behaviour modification link to safety culture improvement?
Improvements in Safety Improvements in Safety PerformancePerformance
Road to QHSE Road to QHSE CultureCulture
- Warning signs- Training- Inspections / Maintenance plans- Regulatory compliance- Incident reporting / investigations
- Performance Analysis- Refresher training- Auditing and Management Review- Change Management process
- Human Behavioural Implications- Procedural compliance- Obligation to intervene- Empowerment to stop the job
Reduction through TRADITIONAL QHSE PROGRAMS
Reduction through further addition of MODERN APPROACHES
Reduction through addition of ADVANCED APPROACHES WITH SUPPORTING SYSTEMS
Time - Maturity of QHSE Approach
Inci
den
t F
req
uen
cy
Safety Culture ChangeSafety Culture Change
“Peoples attitudes and opinions have been formed over decades of life and cannot be changed by having a few meetings or giving a few lectures”
(Mao Tse Tung)
Sound Safety CultureSound Safety Culture
A sound safety culture is INFORMED• Good reporting systems• Just and fair• Learning from experiences• Flexible and adaptable
James Reason 2001
Sound CultureSound Culture
Reporting Culture• Organizations with little trust often find
it difficult to get people to admit to their own mistakes
Just and Fair• Reaction to the reporting of events
should be proportionate to the intentions behind and the consequences of an action
• Organizations which apply sanctions in a fair and just manner will build trust and creativity
Sound CultureSound Culture
Flexible and adaptable• Organizations which want
creative contributions from its employees must have a degree of tolerance. E.g. value a verbal exchange of experience and creativity if it means work will be safer.
Sound Safety CultureSound Safety Culture
Learning• The ability to share knowledge
across organizational boundaries is a key aspect of a sound safety culture e.g. are employees fully involved in decisions affecting their safety and health?
• Conflicting objectives are a way of life i.e. do the job quickly and efficiently, but do it safely without getting hurt
Management and Management and CultureCulture
The significance of the way managers speak and behave is often underestimated
Managers who only get involved after the event e.g. an accident will not enjoy the same credibility as those who were involved all the time
Behavioural IssuesBehavioural Issues
Behavioural issues are extremely important• Behaviour turns systems and procedures
into reality• Good safety performance is determined
by the way an organization “lives” its systems and processes
Example of airlines - • Fly similar aeroplanes• Similar standards of pilot training• Risk to passengers varies by a factor of
42
What Influences Safety What Influences Safety Culture?Culture?
Interaction between:• The person• The job• Organizational factors
Unsafe behaviour may have been the final act in an accident sequence, but worker behaviour will have been influenced by the job, work environment and the organization
What Influences Safety What Influences Safety Culture?Culture?
Person
JobOrganization
Safety Culture
Safety
Climate
What Influences Safety What Influences Safety Culture?Culture?
Safety performance is improved when all factors job, environment and organization are considered
Requires behavioural changes at all levels in the organization, not just at workplace
People behave the way they do because of the consequences that result for themselves after doing it.
Who Influences Safety Who Influences Safety Culture?Culture?
If there are safety problems, it is because the behaviours producing the problems are being reinforced
Managers and supervisors change worker behaviours by their own action or inaction
Focusing only on the front line worker will not result in positive changes
Who Influences Safety Who Influences Safety Culture?Culture?
Management has the most influence
How do they “walk the talk” and demonstrate safety leadership?• Field visits to talk knowledgeably
about safety e.g. accident stats and near misses
• Safety manager is a full member of the senior management team
Demonstrate Management Demonstrate Management CommitmentCommitment
Senior managers meet to discuss safety performance against objectives and targets
Time off provided for safety training. Managers safety leadership appraisal
and self assessment questionnaire Managers lead Safety Orientation training Adequate # of safety professionals are
available to assist operational and field staff. (Not to take over!!)
Behaviour Modification Behaviour Modification Pre-conditionsPre-conditions
Is a significant proportion of accidents primarily caused by the behaviour of front line workers?
Do a majority of managers and supervisors want to reduce the current accident rate?
Will management be comfortable with empowering and delegating some authority for safety to workers?
Is management willing to trust the results produced by the workers?
Are the workers willing to trust management?
Behaviour Modification Behaviour Modification Pre-conditionsPre-conditions
Is there a high level of management involvement in safety?
Is management willing to provide the necessary time and resources for workers to be trained and to carry out observations?
Has a program “champion or champions” been identified?
Are the existing communication processes adequate for the increased communication and feedback between management and workers?
Behavioural Change Behavioural Change ConclusionsConclusions
Any behavioural modification program needs a strongly implemented and robust HSE MS as a foundation
Research and practical evidence shows significant improvements can be achieved by implementing appropriate behaviour interventions
Behavioural modification initiatives unlikely to be successful unless job environment and organization factors also considered
Behavioural Change Behavioural Change ConclusionsConclusions
Intervention tools which work at one location, may not work at another
Suitability of behavioural tools is influenced by the existing safety culture
A Safety Culture model provides a framework to identify current level and identify appropriate action to improve and move to next level
Emerging Level 1
Managing Level 2
ContinuallyImproving
Level 5
Cultural maturity model
Involving Level 3
Cooperating Level 4
Develop management commitment
Involve frontline staff and develop personal responsibility
Develop cooperation between management and frontline workers
Ensure consistency
Impro
ving
Safety C
ulture
Reinforc
emen
t of d
esire
d
behaviours
Kiel Centre
The Journey
ForwardsBackwards
Sta
bili
ty
HSE MATURITY CHART
• Administrator driven• Loose systems, elements of
NOSA• Re-active risk assessment• Minimum legal compliance• Apply PPE as a way of
eliminating exposure• Incident investigation and root
cause analysis (AOR)•Remedial action•Incident inquiry•Video conference
• Waste recognised but no plans• Ad hoc occupational hygiene and
environmental surveys• Reactive medical monitoring• Ad hoc HSE inspections
• Co-ordinator driven• NOSA 5 star system and ISO
9002 or equivalent• Risk assessment through existing
systems• Total legal compliance• Strictly enforce the use of PPE
where required (knowing risk)• Incident knowledge sharing
across departments• Waste sorting at source• Planned Occupational hygiene /
environmental monitoring• Periodical medical examinations• Planned HSE audits• Safety talks• Planned task observations
• Line driven• ISO 14001 and OHSAS 18000 or
equivalent• Pro-active formal risk assessment• Beyond legal compliance• Seek to actively engineer out
process/equipment inadequacies• Incident knowledge sharing at all
levels between individuals• Active waste reduction initiatives• Focus on control rather than
monitoring• Integrated audits• Peer evaluation and discussion
• Individually internalized• Integrated management
systems• Risk assessment integrated
into all systems• Self regulating• Eliminate problems before
they occur• Waste elimination as far as
possible• International recognition
through externalevaluation
• Un-coordinated• No system• No risk assessment• Legal non compliance• Accept equipment /
process decay• Superficial incident
investigation• Waste a necessary evil• Poor equipment condition• Permit non-compliance• Potential illegal practices
• Compliance culture• Participation• Near miss discussions
• Acceptable training/awareness• Established and good
communication channels• Safety half hour for people
involvement and focus
• Ownership culture• Involvement at floor level• Near miss involvement
• High level of training/awareness• Communication at a high level
hiding nothing
Improve the workingenvironment
Proactive
Regressive
Accept that incidentshappen
Prevent incidentsbefore they occur
Planned
Reactive
Prevent a similarincident
Stable
HSE culture
Var
iab
ility
• No care culture• Apathy/resistance• Near misses not
recognized• Negligence• Dishonesty• Hiding incidents
• No or little training• Poor or no communication
• Blame culture• Acceptance• Near miss reporting• Potential for window
dressing e.g. pre-inspectioncleanups and light duty
• Disciplinary action• Minimum training• Some communication on a need
to know basis
• Way of life• Comes natural• Personal involvement
by all to preventincidents
• Complete understanding• All informed at all times
about everything
Safety Culture Safety Culture AssessmentAssessment
Diagnostic tools• Safety climate surveys• Structured workshops• Combination of the above
Results assist in selection of appropriate behaviour modification program and planning in how to implement
Tools to Improve Tools to Improve SafetySafety
Diagnostic• Used to identify issues, which require
improvement
Intervention• Improve safety by addressing specific safety
behaviours
Establishing where an organization’s safety culture maturity lies is key to selecting appropriate behaviour modification programs and implementing them effectively
Safety Culture Safety Culture Improvement ProcessImprovement Process
Assess current level Develop plan to improve Implement plan Monitor implementation Re-assess to evaluate success and
identify further actions
Questionnaires Pros and Questionnaires Pros and ConsCons
Wide coverageCan ask for yes/no or sliding scale responsesFlexible timing for respondentsStandard format easy to summarize
Limited explanation, understanding of responsesNo discussion of remedies, improvementsNo commitment to change
Regular Meetings Pros Regular Meetings Pros and Consand Cons
Regular, frequent opportunitiesReal players are in the roomDecisions can be madeCommitment to act
Regular agenda items intrudeNo fresh perspectivesUnequal status of participantsInternal problems go unchallenged
Self AssessmentSelf Assessment
Carefully considered evaluation resulting in a judgment of the effectiveness and efficiency of the organization and the maturity of its HSE Management System
Self Assessment provides fact based guidance on where to invest resources for optimum improvement
Self Assessment and Self Assessment and AuditAudit
Self Assessment• those who have the knowledge and
expertise perform the evaluation
Audit• auditee provides information to
auditor who performs the evaluation
ModuSpec Self ModuSpec Self Assessment Process Assessment Process
Combination of Survey Questionnaire and Facilitated workshop
Complements the audit process by focusing resources on prioritized areas
Where to use?• Need to measure status of HSE MS
performance and the safety culture
Self Assessment Self Assessment DeliverablesDeliverables
Comprehensive review of HSE MS to provide status of:• Compliance, performance and effectiveness
Reliable identification of HSE Culture and all major concerns and strengths
Full understanding of underlying factors Prioritized action plan for continual
improvement Commitment and support from all
levels
Facilitated Workshop Pros Facilitated Workshop Pros and Consand Cons
Brainstorming plus standard questionsKey players in roomFocus and equalityDeep discussionNew benchmarksElectronic voting = speed, anonymity
Time consuming for participantsLimited coverageParticipants all come to locationIs there adequate time to develop action plans?
Workshop principlesWorkshop principles
Open, frank communication Trust Everyone's input is important The person who performs the task
understands it better than anyone else
Group comments may be shared externally but individual anonymity is preserved
Combination HSE Self Combination HSE Self Assessment ProcessAssessment Process
Decisions
Analyze
EmployeeQuestionnaire
PreliminaryAnalysis
Mixed TeamWorkshops
ManagementWorkshop(s)
No Action
Audit Key Risks
PrioritizedAction Plan
Combination Combination AdvantagesAdvantages
Wide coverage to gather data Deep discussion to understand Managers/staff collaborative effort Accurate final analysis Graphic + Qualitative reporting Save audit for key risk areas Management workshop takes
decisions and feeds into business (action) plan
This Company Walks the This Company Walks the Talk on SafetyTalk on Safety
1
4
7
Stronglydisagree
Stronglyagree
Just What We’re Looking Just What We’re Looking ForFor
2
4
6
1 2 3 4 5 6 7
Disagree Agree
0
1
2
3
4
5
6
7
Votes
This company walks the talk on safety.
A Specific Problem – A Specific Problem – Known Only to a FewKnown Only to a Few
2
1 1
3
5
1 2 3 4 5 6 7
Disagree Agree
0
1
2
3
4
5
6
7
Votes
This company walks the talk on safety.
Abandon Ship!!Abandon Ship!!
6
4
2
1 2 3 4 5 6 7
Disagree Agree
0
1
2
3
4
5
6
7
Votes
This company walks the talk on safety.
HSE Corporate ProfileHSE Corporate Profile
0
1
2
3
4
5
BU ComparisonsBU Comparisons
0
1
2
3
4
5
North South Central
Workshop OutputWorkshop Output
ConclusionsConclusions
The need to understand Safety Culture or Human Factors is the way of the future if we are to improve safety performance
Everyone’s doing it! • UK - Culture Maturity Model and Climate
Questionnaires• Canada – Safety Stand Down Week Perception
Survey, Imperial, CPC, Shell Hearts and Minds• US – Dan Petersen Perception Surveys started
in the early 90s on railroads
ConclusionsConclusions
In the 80s, there was UPITFOS, which initiated the Basic Safety Program (BSP) and Certificate of Recognition (COR)
Is Safety Culture the step change needed for the beginning of the 21st century?
Should we draw closer parallels to Quality Management and use Six Sigma Safety Culture approach?
Statistical information from the UK offshore and North America would suggest that significant improvements are resulting from Safety Culture initiatives
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