Can safety culture be measured?

1. Can safety culture be measured? DNV Solutions DNV contact person: Borre.Johan.Paaske@dnv.com

2. A simple model of key business elements How the work is done Ambition Resources Framework conditions

3. Is safety going the wrong direction?

4. 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

5. 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 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

6. Is ISM implemented? • Distribution of non-conformities • Mapping of 8000 ISM non-conformities • 54% are of a “Plan” character

7. Safety culture in shipping 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

8. There are different maturity levels of safety culture … 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

10. 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 Significant safety improvement achieved by addressing safety culture

11. So… can safety culture be measured? 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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