Transcript Safety Culture Maturity - International Rail Safety
F
ROM SURVEYS TO MATURITY MODELS
M
Y
20 Y
EAR
S
AFETY
C
ULTURE
J
OURNEY
D R . M ARK F LEMING CN P ROFESSOR OF S AINT M ARY ’ S S AFETY U C ULTURE NIVERSITY MARK .
FLEMING @ SMU .
CA
V1.2
Outline
Background
In the beginning it seemed simple
Challenges along the way
Approaches that show promise
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Safety culture improvement system
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Safety culture improvement audit
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Safety culture metrics
Conclusions V1.2
Cross industry collaboration
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Piper Alpha
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Safety Culture Definition
“Safety culture is the product of individual and group values, attitudes, competencies and patterns of behaviour that determine the commitment to, and the style and proficiency of an organization’s health and safety programmes.” (Advisory Committee for Safety in Nuclear Installations, 1993; p. 23)
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Initially focused on assessment
Adopted a psychometric approach
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Self completion questionnaire
Purpose
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Obtain a baseline
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Benchmarking
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Identify areas of strength and weakness
Utility of results
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Mixed at best
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“Safety culture surveys are a bit like describing the water to a drowning man, they tell you how bad things are but do not help you to solve the problem”.
Phil Ley (safety manager)
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Pathological Level 1 Reactive Level 2 Bureaucratic Level 3 Proactive Level 4 Generative Level 5
Cards sorting
Ten sets of five cards, (one for each safety culture element) Participants read the five cards for each element (e.g. supervision) and selected the card that best describe their experience of working within this organization
Descriptor: Supervisors are disinterested in health
and safety
Other indicators:
Supervisors are invisible when it comes to health and safety issues. They view health and safety management as a barrier to getting the job done.
Descriptor: Supervisors only get involved in health
and safety following an accident
Other indicators:
Line management is held accountable for safety, but supervisors often feel this is unfair.
Supervisors blame worker attitude or competency following an accident.
Descriptor: Most supervisors are actively involved
in improving health and safety
Other indicators:
The majority of supervisors truly believe that health and safety is important. They actively involve their team in health and safety and value their contribution.
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Systems approach
Policy Improvement Audit Organizing Evaluation Planning and implementing V1.2
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Safety culture improvement system
Safety culture vision Review and refine Audit Responsibilities Assessment Plans and actions
Safety culture vision
Similar to general health and safety policy
States the desire to continuously strive to improve the safety culture in pursuit of perfection
May include a definition of a positive (ideal) safety culture
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Responsibilities
Defines responsibility and accountability for key groups in creating and maintaining a positive safety culture
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Managers
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Supervisors
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Contractor management
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Non managerial staff
Presents a safety culture framework
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Effective leader behaviours
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Coaching employees
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Plans and actions
Review current practices (e.g. using safety culture improvement tool)
Sets short and long term safety culture improvement objectives
Specifies processes to promote a positive safety culture
Links with other aspects of the SMS (e.g. training, incident reporting)
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Sample: Commitment to safety
Managers Visiting the Worksite
Managers do not visit worksite to specifically discuss safety Managers visit worksite regularly to discuss safety as specified by a formal policy/ program (e.g. STOP) There is a formal manager worksite visit program that specifies the number of visits to be conducted by each manager and tracks completion.
There is a comprehensive program that specifies how to perform a worksite visit, trains managers how to conduct a visit, evaluates managers to ensure they are competent and tracks frequency of visits and close out of actions.
Select level
0 1 2 3 There is a comprehensive program described above plus the quality of the managers’ visits is evaluated by workers and anonymous feedback is provided.
4 V1.2
Assessment
Episodic (biannual)
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Multi method safety culture assessment (e.g. questionnaire, interviews, document review)
Continuous
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Safety culture metrics
• Capturing the markers left by safety culture on daily operations (e.g. the quality of safety reports) V1.2
Safety culture metrics
Continuous safety culture improvement indicator
Tracks the output of safety culture
Provides a simple indication of change over time
Focuses on the key aspects of safety culture
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Metric assess 4 dimensions
Leadership commitment to safety
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Words, actions and decisions
Employee empowerment and accountability
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Active engagement of employees
Resiliency
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Capacity to manage risk and change
Vigilance
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Learning from events, encourage reporting
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Sample metrics
Number
1
Dimension
Leadership
Rating Metric criteria Metric data collection Dis improvement
The amount and degree of Review minutes/ notes/ integration of safety discussion action items from daily in operational meetings is a reflection of leader priority for safety. Ideally safety will be discussed as a part of every item on the agenda.
operational meetings. Select 10 meetings at random and review the minutes or notes Less discussion of safety and compare to previous reporting period.
No change Improvement
No change More integrated discussion of safety
Metric score
9
Presence of safety in daily meetings
The degree of compliance to and Accountability safety rules and procedures is a reflection of employee Empowerment commitment to safety. The higher the degree of compliance the better.
Review records of management inspections and count the number of observed procedural noncompliance during the reporting period and compare to previous reporting period.
-1 Less compliance (greater number of observed non compliance) No change Increased compliance (fewer observations of non compliance) -1.00
Compliance with rules and procedures
0 0.00
Summary statistics
Total Leadership Empowerment and accountability Resiliency Vigilance Total dis-improved Total no change Total improved 7 9 4
2 2 2 0 4 1 4 1 2 0 2 0
Average -0.15
0.00
0.00
-0.29
-0.33
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Audit
Assessing the implementation of safety culture improvement processes:
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Compliance with specified plan (e.g. leadership training plan)
Assessing the effectiveness of the processes
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Extent to which process met desired objective (e.g. change leader behavior)
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Review and refine
Review
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Safety culture assessment
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Audit
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Other safety performance information (e.g. incident reviews)
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External (e.g. research, other organisations)
Refine safety culture management system
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Conclusions
It has been an interesting journey, with many side trips along the way
Too much focus on assessment in isolation of improvement
Integrated improvement framework pulls everything together
I wonder what the next 20 years will bring?
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