SAFETY CULTURE

Presented by :

RIDWAN Z SYAAF

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 scope of discussion

• understanding the Safety Culture Concept as a

part of Organizational Culture
what
• understanding the indicators of safety culture and
its measurement to describe its maturity level
how
• understanding the influence of safety culture in
safety practice in the organization related to risk
control and incident/accident occurence

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 Origin of the term ‘safety culture’
The term ‘Safety Culture’ irst made its appearance in the International
Atomic Energy Agency’s initial report following the Chernobyl disaster (1986)

Organizational Culture Theory :

Edgar Schein

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the term ‘safety culture’
1986 2020

➡ Academics
➡ Consultants
➡ Professional Organization
➡ Mining
➡ Industries
➡ Manufactures
➡ Transportation : • Road
• Rail Roads
• Marine
• Aviation

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➡ Variety of Safety Culture Model
➡ Organizational Culture of Safety
➡ Human and Organization

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What are the indicators of
an organization’s safety culture ?

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Dominic Cooper’s model safety culture model in Aviation

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 safety culture model in Aviation
James Reason’s model

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 safety culture model in Aviation
Safety behaviours: human factors for pilots 2nd edition

James Reason’s model Resource booklet 2 Safety culture

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 • Reporting culture
▪ people are encouraged to voice safety concerns, report their errors or near-misses
▪ when safety concerns are reported they are analysed and appropriate action is taken

• Flexible Culture
▪ a culture capable of adapting e ectively to changing demands
▪ ability to switch from bureacratic, centralized mode to a more decentralized
professional mode

• Learning Culture
▪ people are encouraged to develop and apply their own skills and knowledge to
enhance organizational safety
▪ sta are updated on safety issues by management
▪ safety reports are fed back to sta so that everyone learns the lessons

• Just culture
▪ people are encouraged, even rewarded, for providing essential safety-related
information
▪ errors must be understood but wilful violations cannot be tolerated
▪ the workforce knows and agrees on what is acceptable and unacceptable

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 safety culture model in Aviation

Figure 1. Organizational indicators of safety culture. Adapted from Gibbons, von Thaden, and Wiegmann (2006).

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Therry von Thaden (2011). safety culture model in Aviation

SAFETY CULTURE

ORGANIZATIONAL OPERATIONS FORMAL SAFETY INFORMAL SAFETY

COMMITMENT INTERACTION SYTEM SYTEM

SAFETY SAFETY GOING BEYOND OPERATION REPORTING RESPONSE AND SAFETY

SUPERVISOR TRAINING SYSTEM PERSONNEL ACCOUNTABILITY AUTHORITY PROFESSIONALISM
VALUES FUNDAMENTALS COMPLIANCE CONTROL FEEDBACK

SAFETY BEHAVIOR

PERSONAL ORGANIZATIONAL
RISK RISK

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 ORGANIZATIONAL
COMMITMENT

SAFETY SAFETY GOING BEYOND

VALUES FUNDAMENTALS COMPLIANCE

Organizational Commitment - the degree to which an organization’s leadership

prioritizes safety in decision-making, and allocates adequate resources to safety.

Safety Values – Attitudes and values expressed (in words and actions) by leadership
regarding safety.
Safety Fundamentals – Compliance with regulated aspects of safety (e.g., training
requirements, manuals and procedures, and equipment maintenance), and the
coordination of activity within and between teams/units.
Going Beyond Compliance – Priority given to safety in allocation of company
resources (e.g., equipment, personnel time) even though not required by
regulations.

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 OPERATIONS
INTERACTION

OPERATION
SUPERVISOR CONTROL TRAINING

Operations Interaction - The degree to which those directly involved in the

supervision of employees’ safety behavior are actually committed to safety and
reinforce the safety values espoused by upper management (when these values are
positive)

Supervisors/foreman – Their involvement in and concern for safety on the part of

supervisory and ―middle‖ management at an organization (e.g. Chief Fleet Pilot).
Operations Control – E ectively managing, maintaining, and inspecting the safety
integrity of the equipment, tools, procedures, etc. (e.g. Dispatch, Maintenance
Control, Ground Operations, etc.).
Instructors/Training – Extent to which those who provide safety training are in
touch with actual risks and issues.

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 FORMAL SAFETY
SYTEM

REPORTING RESPONSE AND SAFETY

SYSTEM FEEDBACK PERSONNEL

Formal Safety System - Processes for reporting and addressing both occupational
and process safety hazards.

Reporting System – Accessibility, familiarity, and actual use of the organization’s

formal safety reporting program.
Response and Feedback – Timeliness and appropriateness of management
responses to reported safety information and dissemination of safety information.
Safety Personnel – Perceived e ectiveness of and respect for persons in formal
safety roles (e.g., Safety O icer, Vice President of Safety).

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 INFORMAL SAFETY
SYTEM

ACCOUNTABILITY AUTHORITY PROFESSIONALISM

Informal Safety System - Includes unwritten rules pertaining to safety, such as

rewards and punishments for safe and unsafe actions. Also includes how rewards and
punishments are instituted in a just and fair manner.

Accountability – The consistency and appropriateness with which employees are

held accountable for unsafe behavior.
Employee Authority – Authorization and employee involvement in safety decision
making.
Employee Professionalism – Peer culture employee group norms pertaining to safe
and unsafe behavior.

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 SAFETY BEHAVIOR

PERSONAL ORGANIZATIONAL
RISK RISK

Safety Behavior - Re lects personal and organizational perception of safety;

attitudes and beliefs

Personal Risk – The personal level of acceptable risk on behalf of each employee.
Re lected in the employees’ actual safety practice and the their perception of how
others in the organization practice safety.

Perceived Organizational Risk – The perception of the likelihood that the

organization will be involved in an accident or incident.

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RISK PERCEPTION
PSYCHOMETRIC APPROACH - CULTURAL APPROACH

AT-RISK BEHAVIOR
ERROR
VIOLATION

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Assessment of Safety Culture Safety Culture Maturity Scale

SAFETY CULTURE

ORGANIZATIONAL OPERATIONS FORMAL SAFETY INFORMAL

COMMITMENT INTERACTION SYTEM SAFETY SYTEM

SAFETY SAFETY GOING BEYOND OPERATION REPORTING RESPONSE SAFETY

FUNDAMENTAL SUPERVISOR TRAINING AND FEEDBACK PERSONNEL
ACCOUNTABILITY AUTHORITY PROFESSIONALISM
VALUES COMPLIANCE CONTROL SYSTEM
S

SAFETY
BEHAVIOR

PERSONAL ORGANIZATIONAL
RISK RISK

safety climate

Methods : Questionaire - Interview - Focus Group Discussion - Observation - Documents

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 Organizational Maturity
SAFETY : Safety Maturity Scale - Risk Management Maturity Scale - Safety Culture Maturity Scale

Safety Culture Maturity Scale

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Maturity Level

Maturity Pro le

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 Why do accidents happen?
Gibbons, von Thaden, and Wiegmann (2006).

the irst stage of scienti ic theorizing about the causes of accidents is commonly referred
to as the technical period, during which developments in new mechanical systems were
rapid and most accidents were viewed as being caused by mechanical malfunctions,
particularly in the structural integrity and reliability of equipment (Wiegmann and
Shappell 2001)

The second stage is known as the period of human error, where limitations of the human
operator rather than catastrophic mechanical malfunctions were identi ied as the source of
system breakdowns, shifting the attention of safety analyses from mechanical aspects to the
person directly involved in committing the error (Rochlin and Von Meier 1994; Coquelle, Cura,
and Fourest 1995).

The third stage is referred to as the sociotechnical period, during which the negative
impact that poor ergonomics and systems design have on the interaction between humans
and technical factors was often cited as a cause of errors and accidents.

Finally, recent years have witnessed the development of a fourth stage, which is often called
the “safety culture” period (Gordon et al. 1996; Wilpert 2000)

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 scienti c studies proved that safety culture:

associated with employees’ safety-related behavior in

industries

predict on-thejob injury and accident rates in

manufacturing irms, o shore oil and gas companies
and also in broad cross organizational studies of workers
in general

may not be the only determinant of safety in

organizations, it plays a substantial role in encouraging
people to behave safely.

the concept of safety culture may also prove applicable

to tra ic safety.

Gibbons, von Thaden, and Wiegmann (2006).

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 NOTE FOR THE INVESTIGATOR

➡ Proactively reviewing safety culture as part of the

investigation process, it may be possible to determine
some of the systemic underlying drivers for individual
safety behaviours

➡ This process can assist the investigator in the

development of systemic recommendations, aimed at
improving overall organisational safety performance..

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 SUMMARY

RISK CONTROLS
(RECOVERY)
SAFETY CULTURE

INCIDENTS
SAFETY ISSUES SAFETY INDICATORS

INDIVIDUAL
ACTIONS
ORGANIZATION
RISK
CONTROLS
LOCAL PRODUCTION
(PREVENTIVE)
CONDITIONS
TECHNICAL GOALS
FAILURE
MECHANISM

SAFETY ISSUES SAFETY INDICATORS

ACCIDENTS
SAFETY CULTURE
RISK CONTROLS
(RECOVERY)

Human and Organization

Safety : Human and Organization Factors in Socio-Technical System

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KOMITE NASIONAL KESELAMATAN TRANSPORTASI