Professional Documents
Culture Documents
Safety Culture
Definition and
Enhancement
Process
Safety Culture Definition Contents
and Enhancement Process
1_ Background_p3
2_ Safety Culture Definition and Elements_p3
2.1_ Proposed Safety Culture Definition_p3
2.2_ Safety Culture versus Safety Climate_p3
2.3_ Proposed Safety Culture Elements_p4
3_ Systematic Safety Culture Enhancement Process_p6
3.1_ Define the Safety Culture_p7
3.2_ Identify Drivers of a Safety Culture_p8
3.3_ Measuring the Safety Culture_p9
3.4_ Evaluating the Measures_p10
3.5_ Improving the Safety Culture_p10
3_ Conclusions_p11
1
Background
The detailed work plan for Year One for address the fact that a safety culture is
the CANSO Safety Culture Workgroup (CSCWG) demonstrated through attitudes, accepted norms
identified a number of activities. Two key and behaviours. It is about how things work and
deliverables for the year are: “the way things are done around here.”
Finally, the safety culture definition should
1. CANSO Safety Culture Definition be related directly to the safe provision of air
2. Safety Culture Enhancement Process navigation. On the other hand, it should not include
Model worker safety which comes under the purview
of occupational health and safety, which is not
This document was prepared by the CANSO in the scope of the CSCWG. However, it can be
Safety Culture Workgroup. It presents a proposal assumed, that a good safety culture focused on
for the above deliverables for review, comment service provision also has a positive effect on
and acceptance by the CANSO Safety Standing occupational health and safety.
Committee (SSC). Based on the review, further discussion and
the elements presented above, a safety culture
2 definition for use by CANSO was developed. The
Safety Culture Definition and Elements proposed definition is:
“Safety culture refers to the enduring value,
2.1_Proposed Safety Culture Definition
priority and commitment placed on safety by every
A review of a number of definitions of safety
individual and every group at every level of the
culture was conducted by the CSCWG. This review
organisation. Safety culture reflects the individual,
included identifying the strengths and weaknesses
group and organisational attitudes, norms and
of each definition.
behaviours related to the safe provision of air
The review identified a number of elements
navigation services.”
necessary for a good safety culture definition.
First and foremost the definition should recognise
2.2_Safety Culture versus Safety Climate
that a safety culture reflects individual, group and
One of the issues highlighted in the literature
organisational attitudes, norms and behaviours.
is the lack of universal consensus regarding the
Safety culture is not just a reflection of the individuals
terms safety culture and safety climate. Much
that make up an organisation; an organisation’s
debate still continues over the definition and
safety culture is more than the sum of its parts.
application of the terms and they are often used
Secondly, a safety culture definition must
interchangeably. For the purpose of CANSO and
recognise that safety culture is reflected in the
its related safety culture work, there will be a
value of, priority of and commitment to safety. An
distinction between the two terms.
organisation with a strong safety culture values
Safety Culture has been defined above
the importance of safety; it recognises that safety
and is seen as representing the more enduring,
is a business imperative. Safety is also afforded
underlying culture surrounding safety in an
the highest priority over commercial, operating,
organisation whereas safety climate represents
environmental and social pressures. And finally,
what people feel and their perceptions about
there is a commitment to safety; safety issues
safety at a given point in time. There safety
receive the attention warranted by their significance.
climate measurement provides a snap-shot of
A safety culture definition should also
the state of an organisation’s safety. Typically 2.3_Proposed Safety Culture Elements
the safety climate is measured using quantitative As well as a definition, the CSCWG is
questionnaires while assessing safety culture proposing that safety culture may be further
requires more qualitative methods. defined by eight key elements: Informed Culture,
As presented by Cox and Cox (1996), safety Reporting Culture, Just Culture, Learning Culture,
culture can be likened to personality, whereas Flexible Culture, Risk Perception, Attitudes to
climate is likened to mood. Both can change within Safety and Safety-Related Behaviour. These
an organisation. However, like one’s personality, elements were chosen as they reflect work by
safety culture takes time to grow and change; you James Reason and add three elements that were
can not “implement” a safety culture but it can be identified previously by the CANSO safety culture
re-directed through concerted effort and action working group (see Figure 1). Table 1 (see page
by an organisation. Safety climate, as with one’s 5) presents the definition and an explanation of
mood, can change more quickly and dramatically each element. It is important to note that there
given the circumstances and current conditions are interrelationships between the elements. For
being faced by an organisation and the resulting example, an informed culture must relay on a good
actions taken. You try to shape the culture over reporting culture, which it turn depends upon a
time by changing the climate. just culture. Not only must the interrelationship
between the elements be considered but the role of
management in establishing the policies, procedures
and tools to foster those elements and committing
to their success. With these, an organisation can
achieve a strong, positive safety culture.
Safety Risk
Related Perception
Behavior
Attitudes
to Safety
Safety Culture Definition 4_5
and Enhancement Process
Just Culture An atmosphere of trust in which An informed culture relies on a reporting culture which in turn
people are encouraged for relies on a Just Culture. All employees must clearly understand
providing essential safety-related and recognise that it is unacceptable to punish all errors and
information, but in which they unsafe acts regardless of their origins and circumstances
are also clear about where the while it is equally unacceptable to give blanket immunity
line must be drawn between from sanctions to all actions that could, or did, contribute
acceptable and unacceptable to organisational accidents. A prerequisite for engineering a
behaviour. just culture is an agreed set of principles for drawing the line
between acceptable and unacceptable actions.
Reporting Managers and operational The issue is not whether the organisation has a reporting
Culture personnel freely share critical system; it is whether, as a matter of practice, errors, near
safety information without the misses, hazards and risks are reported. A reporting culture
threat of punitive action. depends, in turn, on how the organisation handles blame and
punishment. If blame is the routine response to error, then
reports will not be forthcoming. If, on the other hand, blame is
reserved for truly egregious behaviour, involving recklessness
or malice, reporting in general will not be discouraged. Rather
than a blanket no-blame approach, what is required, Reason
argues, is a just culture.
Informed Those who manage and operate Management fosters a culture where people understand
Culture the system have current the hazards and risks inherent in their areas of operation.
knowledge about the human, Personnel are provided with the necessary knowledge, skills
technical, organisational and and job experience to work safely, and they are encouraged
environmental factors that to identify the threats to safety and to seek the changes
determine the safety of the necessary to overcome them. An informed culture relies on
system as a whole. having a strong reporting culture.
Learning An organisation must possess the Reports are only effective if an organisation learns from them.
Culture willingness and the competence Learning will occur from both reactive and proactive safety
to draw the right conclusions assessments and is promoted by an inherent organisational
from its safety information system willingness to adapt and improve.
and the will to implement major
reforms.
Flexible A culture in which an organisation A culture of safety is flexible, in the sense that decision-
Culture is able to reconfigure themselves making processes vary, depending on the urgency of the
in the face of high tempo decision and the expertise of the people involved.
operations or certain kinds of
danger – often shifting from the
conventional hierarchical mode to
a flatter mode.
Risk Individuals at all organisational It has been found that misperceptions of the seriousness of
Perception levels need to have the same risks occur frequently at all levels in an organisation (HSC,
perceptions and judgments of 1993). The perception of risk or people’s judgments of
the seriousness of risks, as these riskiness is influenced by different attributes of hazards, e.g.
perceptions affect risk behaviour controllable-uncontrollable. Misjudgements of risks may
and appropriate decisions with cause risk behaviour and inappropriate decisions with regard
regard to safety issues. to safety measures and ordinary occupational accidents as
well as large-scale accidents (Rundmo, T., 1997. Associations
between risk perception and safety. Safety Science 24 (3),
197-209).
Attitudes to Attitudes (especially Research has shown that attitudes to safety can be associated
Safety management’s) in relation to with risk perception and safety-related behaviours.
safety, risk and production.
Safety- Safety-related behaviour has Having accurate risk perceptions does not necessarily result
related to do with directly complying in correct risk and safety related behaviours. Ignorance or
behaviour with procedures, rules and deliberate violations to safety rules and procedures are often
regulations, but also to aspects due to employee attitudes towards risk and safety (HSC,
such as coaching, recognising, 1993). Hale (2003) advances the shared purpose in safety
communicating, demonstrating, performance, i.e. the involvement felt by all parties in the
and actively caring. organisation, especially the workforce, in the process of
defining, prioritising and controlling risk.
3
Systematic Safety Culture Enhancement Process
Once it has been decided to enhance an What was going to be measured was defined in
organisation’s safety culture, a systematic, closed- the first step; next, how, who, and when must be
loop process for doing so must be selected. determined.
A typical enhancement process is presented Once the measurement activities have
in Figure 2. First and foremost, what is meant been completed, the results must be evaluated.
by safety culture in your organisation must be Interpreting the results can be challenging and the
understood. How will safety culture be defined? results need to have credibility both internally and
What will be the sub-components? What will be externally.
the characteristics? Before something can be After the evaluation has been completed
measured, you must first define and describe what and interpreted, an action plan needs to be
it is that you want to measure. developed to address any identified weaknesses.
The next step involves identifying the drivers The enhancement process then repeats itself in
of safety culture. If you know who or what drives due time, in order to check the new level of safety
culture then you are in a better position to know culture reached and to confirm if the actions taken
who or what you can elicit to help change or have been effective providing measures over time.
maintain it. It is important to note that safety culture measures
The third step involves measuring the safety are but one metric that can be used to evaluate
culture. Tools and process must be selected the “safety state” of an organisation and in order
that best meet the organisation’s requirements. to obtain a full picture other safety performance
measures should be established.
{
Define a Safety
Culture Model
Understanding
Safety Culture
Identify Rivers
}
of Safety Culture
{
Measure Safety
Culture
Assessing
Safety Culture
Continuous
Evaluate the Measures Enhancement
(Closed Loop)
Enhancing
Safety Culture
{ Enhance Safety
Culture
Safety Culture Definition 6_7
and Enhancement Process
Safety Culture
“Safety culture refers to the enduring value, priority and commitment placed on safety by every
individual, group and organisational attitudes, norms and behaviors related to the safe provision
of air navigation services”
labour groups. Just some of the many possible define safety culture and its key indicators.
individual drivers include the CEO, Senior These tools and frameworks allow
management, safety personnel, “champions” and organisations to determine the extent to which
of course the employees themselves. the indicators of a strong safety culture exist in
Knowing the key drivers will be important an organisation and/or have been instilled in the
when it comes to evaluating any measurement behaviours of managers and employees.
results and planning safety culture enhancement The selection of the tool or tools that will be
strategies. An organisation can use these drivers to used depends upon a number of factors, including
develop and implement strategies for improving its what will be measured, resources and schedule.
safety culture. Going back to our model of a safety culture (See
Figure 5), you can see that different tools are used
3.3_Measuring the Safety Culture depending upon which aspects of a safety culture
There are many tools that have been you want to assess. For example, questionnaires
developed to measure the various aspects of can be used to assess the psychological or
safety culture. Some focus only on operational behavioural aspects. It is important to realise,
safety (keeping the public safe from accidents and when using them to assess what people do, they
incidents), others looks primarily at Occupational will collect data about what people believe or
Health and Safety (keeping workers safe), while perceive that they do and not what they actually
others look at both. This is why it is so important do. On the other hand, audits and observations
for an organisation to determine how it wants to are tools that when applied properly will more
Safety Culture
4
Conclusion
to develop enhancement strategies and formulate The achievement of an effective safety
action plans. Enhancement strategies will focus on culture is recognised to be a vital element of
weaknesses identified by your safety indicators. achieving and maintaining satisfactory levels of
Do you have weaknesses in the area of trust, safety performance. A Systematic Safety Culture
communications, learning or perhaps perceptions Enhancement Process is a managerial tool
on consistency between words and actions? allowing organisations to identify areas where
Action plans must be realistic and safety culture may be enhanced. The process of
employees must be able to see the links between enhancement begins with a model of an effective
the action plans and the identified weaknesses safety culture – in other words a safety culture
in safety culture. Don’t forget to consider your definition and its elements as presented previously
organisation’s vision or mission. Make sure that in Section 2.
the actions tie into the business plan if you hope The enhancement process moves onto
to have senior management support and the measuring and evaluating the safety culture.
necessary resources to undertake the planned There are many available tools for measuring and
actions. Here is where you look back to those evaluating safety culture. The selection of the
safety culture drivers. Look to see how you can appropriate measurement tools begins with the
best use them to drive your action plans. model and takes many factors into effect including
Finally remember that timely feed-back and but not limited to cost, time, confidentiality
follow-up is critical - do this as soon as possible requirements, ease of data analysis and usefulness
after completion of the assessment so that staff of output for planning of enhancement actions. The
sees that momentum is being maintained. If your CSCWG will begin to look at developing such tools
are providing feedback following the introduction in future years.
of enhancement actions or other changes, make It is important to recognise that the
clear how the changes relate to the findings of the Systematic Safety Culture Enhancement Process
safety culture assessment, what the changes are is a closed loop system. Following implementation
and what employees can expect to see. Do this at of enhancement actions, an organisation must
the beginning of the feedback process. begin again by measuring the safety culture to
determine the impact of those actions. Did they
have the intended effect? Are there areas that
require further enhancement or fine tuning? As
Mao Tse Tung once said, “Peoples attitudes and
opinions have been formed over the decades of life
and cannot be changed by having a few meetings
or giving a few lectures”.
And finally, a last thought from James
Reason:
If you are convinced that your organisation
has a good safety culture, you are almost certainly
mistaken ... a safety culture is something that is
striven for but rarely attained. The virtue – and
the reward – lies in the struggle rather than the
outcome.
CANSO Members
CANSO—–—The—Civil—Air—Navigation—Services—
Organisation—–—is—the—global—voice—of—the—companies—
that—provide—air—traffic—control,—and—represents—
the—interests—of—Air—Navigation—Services—Providers—
worldwide.—
CANSO—members—are—responsible—for—supporting—over—
85%—of—world—air—traffic,—and—through—our—Workgroups,—
members—share—information—and—develop—new—
policies,—with—the—ultimate—aim—of—improving—air—
navigation—services—on—the—ground—and—in—the—air.—
CANSO—also—represents—its—members’—views—in—major—
regulatory—and—industry—forums,—including—at—ICAO,—
where—we—have—official—Observer—status.—For—more—
information—on—joining—CANSO,—visit—www.canso.org/
joiningcanso.—
Lighter—areas—represent—airspace—covered—by—CANSO—Members
Full Members - 78
—— Aeronautical—Radio—of—Thailand—(AEROTHAI) —— Luchtverkeersleiding—Nederland—(LVNL) —— Adacel—Inc.
—— Aeroportos—de—Moçambique —— Luxembourg—ANA —— ARINC
—— Air—Navigation—and—Weather—Services,—— —— Maldives—Airports—Company—Limited—(MACL) —— ATCA—–—Japan
CAA—(ANWS) —— Malta—Air—Traffic—Services—(MATS) —— ATECH—Negócios—em—Tecnologia—S/A
—— Air—Navigation—Services—of—the—Czech—Republic— —— NATA—Albania —— Aviation—Advocacy—Sarl
—— Avibit—Data—Processing—GmbH
(ANS—Czech—Republic) —— National—Airports—Corporation—Ltd.
—— Avitech—AG
—— Air—Traffic—&—Navigation—Services—(ATNS) —— National—Air—Navigation—Services—Company— —— AZIMUT—JSC
—— Airports—and—Aviation—Services—Limited—(AASL) (NANSC) —— Barco—Orthogon—GmbH
—— Airports—Authority—of—India—(AAI) —— NATS—UK —— Booz—Allen—Hamilton,—Inc.
—— Airports—Fiji—Limited —— NAV—CANADA —— Brüel—&—Kjaer—EMS
—— Airservices—Australia —— NAV—Portugal —— Comsoft—GmbH
—— Airways—New—Zealand —— Naviair —— CGH—Technologies,—Inc
—— Angkasa—Pura—I —— Nigerian—Airspace—Management—Agency—(NAMA) —— Abu—Dhabi—Department—of—Transport
—— Austro—Control —— Office—de—l’Aviation—Civile—et—des—Aeroports— —— Dubai—Airports
—— Avinor—AS (OACA) —— EADS—Cassidian
—— EIZO—Technologies—GmbH
—— AZANS—Azerbaijan —— ORO—NAVIGACIJA,—Lithuania
—— European—Satellite—Services—Provider—(ESSP—SAS)
—— Belgocontrol —— PNG—Air—Services—Limited—(PNGASL)
—— Emirates
—— Bulgarian—Air—Traffic—Services—Authority— —— Polish—Air—Navigation—Services—Agency—(PANSA) —— Entry—Point—North
(BULATSA) —— PIA—“Adem—Jashari”—-—Air—Control—J.S.C. —— Era—Corporation
—— CAA—Uganda —— PT—Angkasa—Pura—II—(Persero) —— Etihad—Airways
—— Civil—Aviation—Authority—of—Bangladesh—(CAAB) —— ROMATSA —— Guntermann—&—Drunck—GmbH
—— Civil—Aviation—Authority—of—Botswana —— Sakaeronavigatsia—Ltd —— Harris—Corporation
—— Civil—Aviation—Authority—of—Singapore—(CAAS) —— S.E.—MoldATSA —— Helios
—— Civil—Aviation—Regulatory—Commission—(CARC) —— SENEAM —— Honeywell—International—Inc.—/—Aerospace
—— Department—of—Airspace—Control—(DECEA) —— Serbia—and—Montenegro—Air—Traffic—Services— —— IDS—–—Ingegneria—Dei—Sistemi—S.p.A.
—— Indra—Navia—AS
—— Department—of—Civil—Aviation,—Republic—of—Cyprus Agency—(SMATSA)
—— Indra—Sistemas
—— DFS—Deutsche—Flugsicherung—GmbH—(DFS) —— Serco
—— INECO
—— Dirección—General—de—Control—de—Tránsito—Aéreo— —— skyguide —— Inmarsat—Global—Limited
(DGCTA) —— Slovenia—Control —— Integra—A/S
—— DSNA—France —— State—Airports—Authority—&—ANSP—(DHMI) —— Intelcan—Technosystems—Inc.
—— Dutch—Caribbean—Air—Navigation—Service—Provider— —— State—ATM—Corporation —— International—Aeronavigation—Systems—(IANS)
(DC-ANSP) —— Tanzania—Civil—Aviation—Authority —— Iridium—Communications—Inc.
—— ENANA-EP—ANGOLA —— The—LFV—Group —— Jeppesen
—— ENAV—S.p.A:—Società—Nazionale—per—l’Assistenza—al— —— Ukrainian—Air—Traffic—Service—Enterprise— —— JMA—Solutions
Volo (UkSATSE) —— LAIC—Aktiengesellschaft
—— Entidad—Pública—Aeropuertos—Españoles—y— —— LEMZ—R&P—Corporation
—— U.S.—DoD—Policy—Board—on—Federal—Aviation
—— LFV—Aviation—Consulting—AB
Navegación—Aérea—(Aena)
—— Micro—Nav—Ltd
—— Estonian—Air—Navigation—Services—(EANS) Gold Associate Members - 14 —— The—MITRE—Corporation—–—CAASD
—— Federal—Aviation—Administration—(FAA) —— Abu—Dhabi—Airports—Company —— MovingDot
—— Finavia—Corporation —— Airbus—ProSky —— New—Mexico—State—University—Physical—Science—Lab
—— GCAA—United—Arab—Emirates —— Boeing —— NLR
—— General—Authority—of—Civil—Aviation—(GACA) —— BT—Plc —— Northrop—Grumman
—— Hellenic—Civil—Aviation—Authority—(HCAA) —— FREQUENTIS—AG —— NTT—Data—Corporation
—— HungaroControl—Pte.—Ltd.—Co. —— Project—Boost—
—— GE—Air—Traffic—Optimization—Services
—— Israel—Airports—Authority—(IAA) —— Quintiq
—— GroupEAD—Europe—S.L.
—— Iran—Airports—Co —— Rockwell—Collins,—Inc.
—— ITT—Exelis —— Rohde—&—Schwarz—GmbH—&—Co.—KG
—— Irish—Aviation—Authority—(IAA) —— Lockheed—Martin —— RTCA,—Inc.
—— ISAVIA—Ltd —— Metron—Aviation —— Saab—AB
—— Japan—Civil—Aviation—Bureau—(JCAB) —— Raytheon —— Saab—Sensis—Corporation
—— Kazaeronavigatsia —— SELEX—Sistemi—Integrati—S.p.A. —— Saudi—Arabian—Airlines
—— Kenya—Civil—Aviation—Authority—(KCAA) —— Telephonics—Corporation,—ESD —— SENASA
—— Latvijas—Gaisa—Satiksme—(LGS) —— Thales— —— SITA
—— Letové—prevádzkové—Služby—Slovenskej— —— STR-SpeechTech—Ltd.
Republiky,—Štátny—Podnik —— TASC,—Inc.
Silver Associate Members - 62 —— Tetra—Tech—AMT
—— Washington—Consulting—Group
—— WIDE
Correct—as—of—11—April—2013.—For—the—most—up-to-date—list—and—organisation—profiles—go—to—www.canso.org/cansomembers