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Can safety culture be measured? . DNV Solutions. DNV contact person: [email protected] . A simple model of key business elements. How the work is done. Ambition. Resources. Framework conditions. Is safety going the wrong direction?.

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Can safety culture be measured l.jpg

Can safety culture be measured?

DNV Solutions

DNV contact person: [email protected]


A simple model of key business elements l.jpg
A simple model of key business elements

How the work is done

Ambition

Resources

Framework conditions



Slide4 l.jpg
Studies in various industries demonstrates that more than 90% of all serious accidents are triggered by at least one unsafe human act

  • An unsafe act or condition is an incident that did, or potentially could have, caused damage

Violation of procedures is a typical unsafe act

To improve operational performance, the key is to understand how to improve


Cross industry studies summarise some circumstances that increases likelihood of violations l.jpg

Perceived low likelihood of detection 90% of all serious accidents are triggered by at least one unsafe human act

Inconvenient to follow procedures

Status to violate and override instructions

Copying behaviour

No disapproving authority figure present

Expectations to obey authority figure

Gender (Male)

Perceived group pressure

Cross industry studies summarise some circumstances that increases likelihood of violations

There is a relationship between violations and risk behaviour implying that there is a significant improvement potential in safer shipping

Surveys for 15 000 seafarers shows that roughly 50% admit that they break procedures on a general basis


Is ism implemented l.jpg
Is ISM implemented? 90% of all serious accidents are triggered by at least one unsafe human act

  • Distribution of non-conformities

    • Mapping of 8000 ISM non-conformities

    • 54% are of a “Plan” character


Safety culture in shipping l.jpg
Safety culture in shipping 90% of all serious accidents are triggered by at least one unsafe human act

Observable circumstances: Visible behaviors such as organizational structures, practices and processes, technology, routines, and language

Risk assessment is completed before start-up

An incident reporting system is in place

§ The captain has the overriding authority

“Safety First” is painted on the bulkhead

Expressed truth: Is a set of beliefs on “what ought to be”

“Safety is our first priority!”

“We have a no-blame policy”

“The captain has the last word”

“It is important to be proactive!”

The procedures are there only to reduce management responsibility

If I report that I have failed, I will be sanctioned

It is only fools that causes accidents

To stop the job is not an acceptable option

To speak up is an offence to the person in charge

Behavioral drivers: Underlying assumptions that are unconscious, taken-for-granted


There are different maturity levels of safety culture l.jpg
There are different maturity levels of safety culture … 90% of all serious accidents are triggered by at least one unsafe human act

Ability to learn and actively avoid and recover from critical situations. Interdependent/just culture

Learning Culture

Safety is seen as business critical and must actively be created by everyone independent of HSE departm.

Aware Culture

Safety is documentation of rules. Ignores warning signs, many audits, focus on PPE. Safety is dependent on rules.

Bureaucratic Culture

Safety is something you have or not. The greatest threat is seen as . human error. Safety is dependent on HSE department.

Ad-hoc Culture

Safety Culture Maturity

Accidents are part of the business. Blame and train, sack the idiot. Reactive approach to safety.

Ignorant Culture

Safety performance


Significant safety improvement achieved by addressing safety culture l.jpg

Rapid improvement on safety performance is achievable 90% of all serious accidents are triggered by at least one unsafe human act

Annual insurance claims down from 10 to 1

50% reduction serious accident frequency over three years

An annual saving of 10 million dollar

Improved safety reputation

Improved organisational learning

Significant safety improvement achieved by addressing safety culture


So can safety culture be measured l.jpg
So… can safety culture be measured? 90% of all serious accidents are triggered by at least one unsafe human act

How the work is done

Ambition

Resources

Framework conditions

There are variances in the efficiency of safety cultures

It is possible to assess these variances IF the people involved is willing to “open up”

So, yes to that extent we can measure safety culture


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Safeguarding life, property 90% of all serious accidents are triggered by at least one unsafe human actand the environment

www.dnv.com


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