Safety Culture Process Barry KIRWAN - EUROCONTROL email@example.com European Organisation for the Safety of Air Navigation
Real Safety Culture, real safety issues. A controller makes a mistake, but no one sees it. Does he report it? A supervisor sees ‘cowboy’ behaviour by a controller, but the supervisor is no longer connected with the teams. Does he act? Two Department Heads (Ops & Eng) know their departments don’t work well together. Do they ignore it?
The Safety Culture Process Preparation Meeting (Oct) Launch (Jan) Questionnaire (Jan) First Diagnosis (March) Workshops (April) Analysis & Recommendations Presentation to Management (May) Report (June) Presentation to Staff (June) Action Plan (Sept) Results of a Safety Culture Survey at XXXXX Version: 1.0 Date: 3 June 2011 Confidential
The Process – High Level • Decide to embark on the Safety Culture Process • Elect a champion, back the champion • Engage internal stakeholders • Launch the Process • Ensure good participation • Expect a mixture of news • Strengths • Areas for improvement • Give feedback to participants • Build on the Results Prepare Launch Learn Run
Step 1. Prepare (1/2) • Consider Benefits & Costs • Better risk picture & management; Staff engagement in safety vision • Costs of staff involvement (time); External supply costs • Consider Breadth & Timing • Participation: ATCOs, Engineers, Managers, All? • Locations: HQ, ACCs, Towers, other? • Other initiatives? Ongoing problems/issues? • Elect Champion & Support Champion • Trusted by both staff & management; visible management commitment (CEO/Board announcement); • Inform Internal Stakeholders • Heads of Departments; Staff Committees; Unions; etc.
Step 1. Prepare (2/2) • Select Approach • Questionnaire; focus groups • Select Technique • Off-the-shelf; Bespoke • Eurocontrol; Keil Centre; other • Select Outside Agency • Eurocontrol; Consultancy; University • Determine Launch Date • Best if not during summer period
Step 2. Launch • Management Briefing • All Staff Briefing • Multi-Centre • Explain Why, What, So What • Stress independence/anonymity • Practical Points (POCs; Timings) • Survey team familiarisation and observation, walk-rounds, etc.
Step 3: Running the Survey - The Heart of the Process Questionnaire Analysis Survey the population 1. General section 2. Controllers/Assistants 3. Maintenance/Engineering 4. Managers Identify Key Issues Understanding the Issues Analysing the Issues Workshops Prioritising the Issues Solution proposals Feedback to Management & Staff After the workshops Improvement Strategy
Commitment Teaming Involvement SAFETY CULTURE Learning & Reporting Responsibility Communications & Trust
Questionnaires Controllers Engineers Managers General
Focus Group Process • 4-6 GROUPS (mixed) + Facilitators • Key issues • Ensure understanding • Consider causes and consequences • Potential solution paths • Key ways forward • Mode: Facilitated Process
Output: Confidential Report to ANSP • ‘Diagnosis’ of ANSP Safety Culture • Detailed Results by Group & Region • Suggested Ways Forward: • Quick wins & longer term solutions Results of a Safety Culture Survey at NAV PORTUGAL Version: 3.0 Date: 30 April 2007 Safety culture : qualitative and quantitative assessment Project Coordination: Sílvia Agostinho da Silva CIS/DEPSO/ISCTE/PORTUGAL firstname.lastname@example.org
ANSP Safety Culture Enhancement Strategy • Decide the options and the priorities • Strategic – e.g. safety culture campaigns • Tactical – e.g. improve computerised incident reporting system • Allocate responsibilities & resources • Be realistic about the time it can take to change culture • Track & Monitor Progress • Communicate, communicate, communicate
Timescale of the Survey Process Strategic review 2nd Measurement Mid-term Review Improvement Strategy Focus groups Analysis Launch 0 1m 3m 6m 1yr 3 years
Example ‘Board Level’ Picture • Positive safety culture • ‘Passion for safety’ • High Risk Awareness • Involvement in Safety Risk Awareness Teamwork Involvement SAFETY CULTURE ELEMENTS 5. Pace of change 6. Communications 7. Learning from incidents 8. Trust between Teams Commitment & Responsibility Learning and Trust Communications
Example Recommendations Supervisor is a key asset – re-assess safety function of supervisor, especially how to support safety culture in the shift ‘teams’ Enhance the speed and transparency in incident feedback to controllers – and extend the process to maintenance engineers Deal with certain safety ‘hotspots’ identified in the survey Review OJTI training protocols in high intensity work situations Determine top ten ‘hit-list’ of safety issues for the organisation Evaluate extent of ‘workarounds’ Gain more operational involvement in HAZOPs etc. Clarify safety responsibilities for all staff including corporate management Prioritise safety resources Renew Team Resource Management
Support • Getting Started • White Paper; ‘Brochure’; Safety Culture Toolbox • Technical Support • EUROCONTROL Safety Team; CANSO; FAA • Consultancies (e.g. the Keil Centre in the UK; NLR in Holland); • Universities (various, e.g. Aberdeen [UK], Lund [Sweden]; Leiden [Holland] etc.) • Continued Support • EUROCONTROL, CANSO and FAA all have placed Safety Culture as a strategic objective over the next 5 years. • Peer Support • EUROCONTROL planning ANSP regional workshops in 2009 onwards
Summary • The measurement of safety culture is relatively mature • There is an agreed process: although some individual tools may differ, they deliver similar results • It is not a painful process • There is support available • More and more European Member States signing up
Questions? Costs Safety