Safety Culture Maturity Model (SCMM)

1. Safety Culture Maturity Model(SCMM)

2. Technology and standards HSE Management Systems Improved culture Improvements in HSE Performance • Behaviour • Visible leadership / personal accountability • Shared purpose & belief • Aligned performance commitment & external view • HSE delivers business value • Engineering improvements • Hardware improvements • Safety emphasis • E&H Compliance • Integrated HSE-MS • Reporting • Assurance • Competence • Risk Management Incident rate Time

3. Tool & technique to improve safety performance Systematic process to assist in : the establishment of the current culture ; and identifying actions necessary to reach the next level. Developed by the Kiel Centre & HSE to tackle the behavioural & cultural issues offshore. Identifies five cultural levels : Cultural level measured by evaluating against 10 elements : management commitment & visibility, communication, safety v’s production, learning organisation, safety resources, participation, shared perceptions, trust, IR/job satisfaction & training. SCMM - what is it ?

4. SCMM - the 5 Stages. Develop consistency & fight complacency. Engage all staff : co-operation & commitment GENERATIVE HSE is how we do business round here PROACTIVE we work on the problems that we still find Realise importance of frontline staff & dev personal responsibility CALCULATIVE we have systems in place to manage all hazards Management Commitment REACTIVE Safety is important, we do a lot every time we have an accident Increasing Trust/Accountability PATHOLOGICAL who cares as long as we’re not caught Increasingly informed

5. chronic unease – believe accidents • safety seen as a profit centre • new ideas are welcomed GENERATIVE • resources are available to fix things before an accident • management is open but still obsessed with statistics • procedures are “owned” by the workforce PROACTIVE • we cracked it! • lots and lots of audits • HSE advisers chasing statistics CALCULATIVE • we are serious, but why don’t they do what they’re told? • endless discussions to re-classify accidents • you have to consider the condition under which we are working REACTIVE PATHOLOGICAL • the lawyers/regulator said it was OK • of course we have accidents, it’s a dangerous business • sack the idiot who had the accident SCMM - Characteristics?

6. Interactive workshop format, which allows participants to use a card-sort method to identify the current levels of safety culture maturity for each of the 10 elements. Working in pairs, participants used the card-sort method to identify current levels of safety culture maturity for each of the 10 elements. Individual ratings summarised on a wall chart. Working through each of the 10 elements, participants : explained why they chose this level of safety culture maturity; and identified practical and realistic action which they believed would move forward safety culture to the next level of maturity. SCMM – Delivery.

7. End 2001 FPS level general view between levels 2 & 3. • we cracked it! • lots and lots of audits • HSE advisers chasing statistics 3 - CALCULATIVE • we are serious, but why don’t they do what they’re told? • endless discussions to re-classify accidents • you have to consider the condition under which we are working 2 - REACTIVE SCMM – Where are we ? • End 2003 & 2004 Kinneil – progress review • sessions. • End 2003 Dalmeny & HP

8. Output - Leadership.

9. Output -Shift Teams.

10. Output - Contractors

11. resources are available to fix things before an accident • management is open but still obsessed with statistics • procedures & actions are “owned” by the workforce 4 - PROACTIVE Next Level – A Step Change QUESTION :How do we hold onto these gains, and establish the basis for the next step change in our culture maturity?

12. ….as Others See Us Seeing Ourselves……. Simple tool & technique for comparing how you see yourself, & how others see you. Based on set of visible / audible HSE behaviours for Managers, Supervisors, non managers/supervisors & Contractors. Perceived frequently with which we demonstrate good HSE behaviours – gap analysis. Aligned to learnings from Texas City.

13. Texas City pre-read & question set at point of registration for the session via peoplesoft. Interactive workshop format, which discusses HSE behaviours using their participants experience & Texas City pre-read work. Participants use a gap analysis work book to assess their own HSE behaviours on a scale of 1 – 5 against those best practice behaviours. Participants assess their line manager & subordinate team members behaviours on a scale of 1 – 5. Analysis of behavioural ratings to identify areas for improvement. Commitment to making a specific change to behaviours to prevent potential for an event such as Texas City – send postcard to DM. Seeing Ourselves-delivery

14. Improvement – Virtous Cycle. Active Monitoring Culture Permit Audits HSE Inspections ASA’s Re-active Monitoring Trends Incidents Events Investigations Internal & External Audits Learning Research Industry Bodies Best Practices Group & SPU Regulatory OUTPUT Seeing Ourselves as Others See Us Risk Assessed Plans Organisation : 4 C’s Step Change in HSE Performance • Plan & Implement Delivery • Year 1, Year 2, Year 3 Audit & Review