Torkel Soma 25. August 2010 Can safety culture be measured? DNV Solutions DNV contact person: [email protected]

Torkel Soma25. August 2010

Can safety culture be measured?

DNV Solutions DNV contact person:

[email protected]

© Det Norske Veritas AS. All rights reserved.

01 April 2009

A simple model of key business elements

Ambition

Framework conditions

Resources How the work is done


01 April 2009

Is safety going the wrong direction?Navigational accident frequency for various ship segments

0

0,002

0,004

0,006

0,008

0,01

0,012

0,014

0,016

0,018

0,02

1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009

Year

Se

rio

us

acc

ide

nt

fre

qu

ency

(N

um

ber

of

acc

ide

nts

/ n

um

ber

of

ship

)

Crude oil tankers over 100,000 dwtChemical tankers over 10,000 dwtContainer vessels over 20,000 dwtRoRo cargo ships over 10,000 dwtBulkers over 50,000 dwt


01 April 2009

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

Unsafe human acts (96%)

Unsafe conditions(4%)

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

Violation of procedures is a typical unsafe act


01 April 2009

Cross industry studies summarise some circumstances that increases likelihood of violations

Perceived low likelihood of detection

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

How often do you break procedures?

0 %

10 %

20 %

30 %

40 %

50 %

60 %

Never (0-20% of occations) Often (20-60% of occations) Mostly (60-100% of occations)

Pe

rce

nta

ge

of

res

po

nd

en

ts

Procedures in general

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


01 April 2009

Is ISM implemented?

Distribution of non-conformities- Mapping of 8000 ISM non-conformities- 54% are of a “Plan” character

0 %

20 %

40 %

60 %

Plan Do Check Act·Development of plans for shipboard operations·Objectives and functional requirements·Maintenance system·Document control

·Maintenance of vessel & equipment·Familiarisation and training·Emergency preparedness·Promotion of reliability

·Reports and analysis of non-conformities, accidents and hazardous occurences·Internal audits·Inspection intervals·Ensuring vessel is maintained·Investigation and analysis

·Implementation of corrective actions·Corrective action·Timely corrective action


01 April 2009

Safety culture in shipping

“The captain has the last

word”

“Safety is our first priority!”

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

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

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

§ The captain has the overriding

authority

Risk assessment is completed

before start-up

An incident reporting system

is in place

“Safety First” is painted on the

bulkhead

“It is important to be proactive!”

“We have a no-blame

policy”

If I report that I have failed, I will be

sanctioned

To stop the job is not an acceptable

option

The procedures are there only to reduce management responsibility

It is only fools that causes accidents

To speak up is an offence to the person in charge


01 April 2009

There are different maturity levels of safety culture …

Safety performance

Saf

ety

Cul

ture

Mat

urity

Bureaucratic Culture

Ignorant Culture

Ad-hoc Culture

Aware Culture

Learning Culture

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

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

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

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

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


01 April 2009


01 April 2009

Significant safety improvement achieved by addressing safety culture

Rapid improvement on safety performance is achievable

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


01 April 2009

So… can safety culture be measured?

Ambition

Framework conditions

Resources How the work is done

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


01 April 2009

Safeguarding life, property and the environment

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Torkel Soma 25. August 2010 Can safety culture be measured? DNV Solutions DNV contact person: [email protected]