1. Safety Culture Services
Experience in using Frameworks in Safety Culture assessment

2. Objectives of a safety culture assessment
To understand what is the Culture in the Organization that directly affects Safety?
By identifying:
How does the attitudes and beliefs that impact on safe operation?
What behaviours and expectations of safety standards are translated into every day tasks?
What behaviours and expectations do managers, leaders, & team members hold in the organization and how do they influence safe operations?
What external influences on safety do the managers and leaders manage? Are they successful?

3. Behaviours and Culture
Leaving flammable material in battery room
Attitudes
Behaviour and practice not challenged
Values
Other “safety issues” are more important
This is only one example amongst many examples (facts)
This is how culture influence thinking and behaviours
Understanding
Basic Assumption
Fires will not happen here 3

4. Change causes mistrust in General Public
Team Training
8/28/2018
Fukushima Daiichi Lessons
Belief in the home standards and practices
‘Construct Level’
‘Basic assumptions’
Belief in their Nuclear Technology
Reinforced
Reinforced
Belief that they had an adequate approach to risk assessment for Earthquake and Tsunami
Reinforced
Reinforced
Change causes mistrust in General Public
The complexity and possibility of internal and external events with severe consequences not fully considered
Delays in decisions concerning interim and timely measures with respect to plant protection
Adoption of International Standards not implemented and participation in international discussions minimal
Decision and Policy Level

5. IAEA Safety Standard - Characteristics and Attributes for Strong Safety Culture
(GS-G-3.1) 5

6. Using several assessment methods
The IAEA Safety Culture Assessment Methodology
Using several assessment methods
Interviews
Document Review
Observations
Surveys
Focus Groups

7. Who will be engaged in the assessment?
Looking at the Overall Culture, Sub-cultures and the Overall cultural influences
Interfaces
Leadership Levels
Functions
Core+support

8. Descriptive/Normative
Descriptive must come before the Normative!
Normative
‘should’
Based on data, a theory of culture and a norm
Descriptive
‘is’
Based on data and a theory of culture
Being descriptive helps to pick up weak signals
Being descriptive means having a broad agenda for dialogue
It sets standards for behaviour and values
It is related to practices known to lead to safety
It focuses on certain limited aspects of the organization
Relate this to the course, we postpone the normative until the very end.

9. Descriptive analysis: Images of culture
Each stream of data treated individually
The larger picture is combined after what the different methods say independently

10. Descriptive Analysis: Images of culture
Normative analysis
Normative, evaluative analysis
Descriptive Analysis: Images of culture
Interview data
Cultural facts
Cultural themes
Survey data
Cultural facts
Cultural Themes
Focus group data
Cultural facts
Cultural Themes
Document data
Cultural facts
Cultural Themes
Observation data
Cultural facts
Cultural Themes
The framework comes in, how does it compare to the images of culture generated?

11. Experience using the assessment process : Descriptive

12. Description Leadership and communication
Understanding the safety strategy
Waiting for orders, lack of engagement
Two buses but one without a driver and the other without a route map. Strategy and communication lacking.

13. Normative Leadership and communication
Understanding the safety strategy
Waiting for orders, lack of engagement
Two buses but one without a driver and the other without a route map. Strategy and communication lacking.

14. Standards for the Normative
Safety culture
Leadership for safety
Management system
Assessments/Review
(in-house/external)
Compliance/Effectiveness
Continuous improvement
What are the expectation ?
How safety culture is supported/captured in the management system?
Whether, and if yes, how, leadership supports safety culture ?
Whether, and if yes, how, leadership supports the management system ? ….
38 CSS meeting
November 2015

15. Results Engagement with a working group to refine the findings.
Identify the cultural themes – strengths and aspects that potentially affect safety.
Report and discuss with senior leadership.
Identify how to take forward actions from the findings.
Identify communication strategy.

16. Benefit
Identify drivers for behaviours and expectations inside the organisation
Identify key cultural and external influences that can impact on safe operation.
Identify improvement actions that would directly address cultural themes.
Identify strengths of the organisation that needs to be preserved.