ACI World Safety Seminar 2008 Human factors in safety: Understanding the

complexities of human involvement

Developing Developing A Safety CultureA Safety Culture

Civil Aviation Authority of SingaporeCAASCAAS

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OUTLINE OF PRESENTATIONINTRODUCTION

SAFETY TRENDS

DEFINITION

LEARNING MORE ABOUT SAFETY CULTURE

CASE STUDY – RUNWAY RESURFACING

CONCLUSION

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INTRODUCTION

Airports – Safety Polices & Procedures

Written Laws – Not Contributing to less accidents

Truly Effective Safety Culture?

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Statistics – 80% accidents due to unsafe acts

Proactive vs Reactive

“Safety Culture”– Integration into Normal Operation practices

INTRODUCTION

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Over the last 60 years or so, industry first reduced accident rates by improving:

-hardware (effective guards, safer equipment); then

-improved employee performance (selection and training, incentives and reward schemes) and, then

-changed the way they manage and organise, especially by introducing safety management systems

SAFETY TRENDS

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SAFETY TRENDSFrom the safety trends since 1940s, each improvement reduced accidents down to a ‘plateau’ level where further improvement seemed impossible

What’s Next? “SAFETY CULTURE”

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Now, most accidents stem from employee errors or violations

The Next BIG step = Developing Good Safety Culturespositively influence human behaviour at work to reduce errors & violations

SAFETY TRENDS

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What is “Safety Culture”?- According to The Confederation of

British Industry: “Culture” = The mix of Shared values, Attitudes and Patterns of Behaviour that give the organisation its particular Character

DEFINITION

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What is “Safety Culture”?- The Confederation of British Industry

further suggested that:“Safety Culture” = Described as the Ideas and Beliefs that All members of the organisation Share about Risk, Accidents and Health

DEFINITION

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Safety Culture = Difficult Idea?

Concepts are Trust, Values & Attitudes

What are the factors contributing to a Good safety culture?

LEARNING ABOUT SAFETY CULTURE

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A healthy safety culture is one where there is…

Commitment to safety by managementWorkforce Participation & Ownership TrustGood CommunicationsCompetent Workforce

LEARNING ABOUT SAFETY CULTURE

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Commitment to safety by managementThis is shown when management…

Make regular site visitsDiscuss safety with frontline staffTime & Money on SafetyActively “brainstorm” solutions

LEARNING ABOUT SAFETY CULTURE

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Workforce Participation & OwnershipThis is shown when management…

Seeks workforce participation in Safety Policies and ObjectivesConsults all levels on Safety mattersComply more than minimum

LEARNING ABOUT SAFETY CULTURE

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Trust Between Working Levels & ManagementThis is shown when management…

Treats the workforce with respectRelationship & high moraleJob satisfaction

LEARNING ABOUT SAFETY CULTURE

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Good CommunicationsThis is shown when management…

Provides good written materialsProvides good daily briefings Encourage Feedback & Listening

LEARNING ABOUT SAFETY CULTURE

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A Competent WorkforceThis is shown when management…

Ensure Good Competence Assurance SystemProvide Competence TrainingsConfirm Effectiveness of Trainings

LEARNING ABOUT SAFETY CULTURE

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Changi Airport SingaporeRunways 1 & 2Length 4km 60 metres wide for each runwayDuration : 9 monthsContract Sum : S$26 million

Case Study : RUNWAY RESURFACING PROJECT “SAFETY CULTURE”

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Case Study : RUNWAY RESURFACING PROJECT 2007 (Layout)

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150mm

475mm

50mm HMAC

50mm HMAC

150mm

Base Course

Surface Course

50mm HMAC

50mm SMAC

Base Course

50mx60m

Day 2Day 3Day 4

Case Study : RUNWAY RESURFACING PROJECT 2007 (Scope of Work)

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Manpower & Machinery Histogram

0

20

40

60

80

100

120

140

160

2300-2400

0000-0100

0100-0200

0200-0300

0300-0400

0400-0500

0500-0600

0600-0700

0700-0800

0800-0900

0900-1000

1000-1100

1100-1200

1200-1300

1300-1400

1400-1500

1500-1600

No of Manpower No of Machinery

RUNWAY RESURFACING PROJECT - Resources

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RUNWAY RESURFACING PROJECT - Resources

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RUNWAY RESURFACING PROJECT - Resources

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Commitment To Safety By Management

Work Force Participation & Ownership

Good Communications

Competent Workforce

RUNWAY RESURFACING PROJECT - Development of a Safety Culture

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Contractor’s Project Director and Manager to submit Safety Assessment

Monthly CAAS Safety Action Group (SAG) Meeting chaired by the Director of Engineering (CAAS) for “Brainstorming”

COMMITMENT TO SAFETY BY MANAGEMENT

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Regular Visits to SiteDiscuss Safety Matters with Frontline Staff

COMMITMENT TO SAFETY BY MANAGEMENT

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Commitment & Concern for Wider IssuesTime & MoneyFour Flood Light with 4 spot-lights at 3.8m height to illuminate a 60x60 m work sectionThe Flood Lights are distanced 5m away from edge of M&P to avoid clashing with any traffic or roller during milling and paving operation.

COMMITMENT TO SAFETY BY MANAGEMENT

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Initiatives From Workforce

WORKFORCE PARTICIPATION & OWNERSHIP OF SAFETY PROBLEMS

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Lighted Cross

WORKFORCE PARTICIPATION & OWNERSHIP OF SAFETY PROBLEMS

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Provide Methods To Encourage Participation

WORKFORCE PARTICIPATION & OWNERSHIP OF SAFETY PROBLEMS

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Daily Briefings @ Runway Entry/Exit Point

GOOD COMMUNICATIONS

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Control Briefings @ Runway Entry/Exit Point

GOOD COMMUNICATIONS

Holding Area

1 2 3

4 5 6

Exit

1 2 31 2 3

4 5 6

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Using Photographs To Illustrate

GOOD COMMUNICATIONS

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Good Training Materials

200m 250m

GOOD COMMUNICATIONS

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Good Training Materials

GOOD COMMUNICATIONS

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Informal Safety Meetings, Listening and Feedback – Encourage Open Communication

GOOD COMMUNICATIONS

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Pre-Training for All (from Top Management to Workers)

A COMPETENT WORKFORCE

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Pre-Training for All (from Top Management to Workers)

A COMPETENT WORKFORCE

Pre-Training for All (from Top Management to Workers)

A COMPETENT WORKFORCE

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Pre-Training for All (from Top Management to Workers)

A COMPETENT WORKFORCE

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Continuous Classroom Training for All (from Top Management to Workers)

A COMPETENT WORKFORCE

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Commitment : By Management

Ownership : Safety Problems and Solutions

Development : Competent Workforce

Engagement : Good Communications

C O D E : To SAFETY CULTURE

CHECKLIST FOR SAFETY CULTURE

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CONCLUSION

In the development of a Safety Culture, an organisation can expect to realise:

Reducing workplace accidents and their associated costs, including decreased productivity, employee morale, and increased hiring and training costs

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CONCLUSION

As with all safety programs, a visible commitment by senior management to the program is key to its success

Finally, this commitment must be communicated throughout every level of the organisation

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