1 Pathological
- Who cares as long as we’re not caught.
- No one cares about health and safety and are only driven by the threat of punishment.
2 Reactive
- Safety is important. We do a lot every time there is an accident.
- Safety is only taken seriously when things go wrong.
3 Calculative
- We have systems in place to manage hazards.
- There is a focus on data collection and higher analysis regarding safety. Higher numbers of audits take place. The information is not always shared in a useful manner.
4 Proactive
- Safety leadership and values drive continuous improvement.
- Everyone who words for the organisation is engaged in its safety. The organisation recognises the value of continuous improvement.
5 Generative
- Health and safety is how we do business around here.
The organisation sets high standards and expects to exceed them. Accidents, incidents and near misses are used for learning. Time is invested in continuous learning for all. There is an understanding that mistakes are inevitable and so preparation is key.
Reaching any of the higher levels on the ladder relies on commitment from managers and all seafarers. Several individual, environmental and organisational factors can influence our perception of risk and risk-taking behaviour.
When an organisation
encourages continuous improvement, it strengthens its ability to deal effectively with inevitable incidents. The International Safety Management (ISM) Code is designed to encourage continual improvement – through the company’s safety management system (SMS), it encourages the self-regulation of safety. The critical link to accomplishing effective self- regulation is by setting safety goals and targets.
Culture of compliance While a culture of compliance is
certainly better than a culture of non- compliance, rules and regulations only define the minimum standards that should be met. In safety-critical organisations, new risks can arise at any moment.
Culture of continual
improvement
An organisational culture that values continual improvement should constantly be seeking out information and ideas to improve safety onboard, to make risks in the working environment as low as reasonably practicable.
Continuous improvement means that:
- scenarios are anticipated and planned for in advance;
- fewer emergency responses are needed as proactive management is in place;
- complacency is reduced because risks are continuously monitored and new ways of dealing with things are considered.
Measurement is an important step in any management process and forms the basis of continual improvement. If measurement is not carried out correctly, the effectiveness of the health and SMS is undermined and there is no reliable information on how well the health and safety risks are controlled.
Safety officials should be given relevant information such as industry guidance as well as:
- findings of the risk assessment and measures for protection in place;
- information on any other factors affecting the health and safety of those working on the ship;
- statistical information that needs to be considered when conducting risk assessments.
Learning culture arises from a culture of reporting, and focuses on how people, organisations and entire industries learn from past incidents and near misses, as well as successes, to become safer. The simple argument is that if you have just culture, you get good reporting, and if you have good reporting you can learn to be safer, which leads to a better safety culture.
Leaders can develop and encourage the use of a reporting system by:
- identifying staff who can champion the reporting system;
- providing relevant training on the reporting system;
- being open to feedback from your team, ensuring that concerns are taken seriously, and changes are made accordingly;
- taking safety committees and the role of safety officials seriously.
Developing a positive safety culture and achieving high standards of safety depend on whole-hearted support of management and all
THE REPORT | MAR 2024 | ISSUE 107 | 111
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