Safety Culture

1
Safety Culture?

• How to Improve HSE Performance through Measuring
  and Developing Safety Culture

2
Summary of Presentation

• 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

3
Summary of Presentation (cont)

• Climate Survey demo
• Conclusions

4
Objectives

• 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

5
(No Transcript)
6
(No Transcript)
7
(No Transcript)
8
(No Transcript)
9
Poor 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 organizations 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

10
A Good Example of Safety Culture

• 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

11
Definitions

• 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

12
Definitions

• 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

13
Safety Culture What 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 organizations health
  and safety management ACSNI 1993
• The way we do things around here CBI 1990

14
Safety Culture What 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)
• NASAs 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, NASAs 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

15
Frequently Asked Questions

• 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?

16
Improvements in Safety Performance
17
Road to QHSE Culture

• Warning signs
• Training
• Inspections / Maintenance plans
• Regulatory compliance
• Incident reporting / investigations

• Performance Analysis
• Refresher training
• Auditing and Management Review
• Change Management process

Reduction through TRADITIONAL QHSE PROGRAMS
Incident Frequency

• Human Behavioural Implications
• Procedural compliance
• - Obligation to intervene
• Empowerment to stop the job

Reduction through addition of ADVANCED
APPROACHES WITH SUPPORTING SYSTEMS
Time - Maturity of QHSE Approach
Reduction through further addition of MODERN
APPROACHES
18
Safety 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)

19
Sound Safety Culture

• A sound safety culture is INFORMED
• Good reporting systems
• Just and fair
• Learning from experiences
• Flexible and adaptable
• James Reason 2001

20
Sound 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

21
Sound 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.

22
Sound 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

23
Management and Culture

• 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

24
Behavioural 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

25
What Influences Safety 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

26
What Influences Safety Culture?
Safety Climate
27
What Influences Safety 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.

28
Who Influences Safety 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

29
Who Influences Safety 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

30
Demonstrate Management Commitment

• 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!!)

31
Behaviour Modification Pre-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?

32
Behaviour Modification Pre-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?

33
Behavioural Change Conclusions

• 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

34
Behavioural Change Conclusions

• 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

35
Cultural maturity model
Improving Safety Culture
Ensure consistency
Develop cooperation between management and
frontline workers
Involve frontline staff and develop personal
responsibility
Reinforcement of desired behaviours
Develop management commitment
Kiel Centre
36
The Journey
37
Safety Culture Assessment

• 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

38
Tools to Improve Safety

• Diagnostic
• Used to identify issues, which require
  improvement
• Intervention
• Improve safety by addressing specific safety
  behaviours
• Establishing where an organizations safety
  culture maturity lies is key to selecting
  appropriate behaviour modification programs and
  implementing them effectively

39
Safety Culture Improvement Process

• Assess current level
• Develop plan to improve
• Implement plan
• Monitor implementation
• Re-assess to evaluate success and identify
  further actions

40
Questionnaires Pros and Cons

• Wide coverage
• Can ask for yes/no or sliding scale responses
• Flexible timing for respondents
• Standard format easy to summarize

• Limited explanation, understanding of responses
• No discussion of remedies, improvements
• No commitment to change

41
Regular Meetings Pros and Cons

• Regular, frequent opportunities
• Real players are in the room
• Decisions can be made
• Commitment to act

• Regular agenda items intrude
• No fresh perspectives
• Unequal status of participants
• Internal problems go unchallenged

42
Self 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

43
Self Assessment and Audit

• Self Assessment
• those who have the knowledge and expertise
  perform the evaluation
• Audit
• auditee provides information to auditor who
  performs the evaluation

44
ModuSpec Self 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

45
Self Assessment Deliverables

• 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

46
Facilitated Workshop Pros and Cons

• Brainstorming plus standard questions
• Key players in room
• Focus and equality
• Deep discussion
• New benchmarks
• Electronic voting speed, anonymity

• Time consuming for participants
• Limited coverage
• Participants all come to location
• Is there adequate time to develop action plans?

47
Workshop 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

48
Combination HSE Self Assessment Process
Employee Questionnaire
Preliminary Analysis
Mixed Team Workshops
Analyze
Management Workshop(s)
Prioritized Action Plan
Decisions
No Action
Audit Key Risks
49
Combination Advantages

• 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

50
This Company Walks the Talk on Safety
51
Just What Were Looking For
52
A Specific Problem Known Only to a Few
53
Abandon Ship!!
54
HSE Corporate Profile
55
BU Comparisons
56
(No Transcript)
57
Workshop Output
58
Conclusions

• The need to understand Safety Culture or Human
  Factors is the way of the future if we are to
  improve safety performance
• Everyones 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

59
Conclusions

• 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