Assuring safety of your organization
ISRS and Safety Culture Assessment
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DNV GL
GL ©
© 2013
2013
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Contents
 Background
 ISRS
 Why DNV GL
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Background
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Safety Doesn’t Happen by Accident!
Source: WSH council
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Safety Doesn’t Happen by Accident!
Source: Straits Times
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Safety Doesn’t Happen by Accident!
Source: Straits Times
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Costs of An Accident
 Property damage and other
uninsured costs
– property damage
– production stoppages
– replacement of equipment
– emergency supplies, cleanup costs
– investigation costs
– legal procedures and costs
– penalties, fines, future liabilities and
additional conditions
– morale and motivation of workers
and new hires
– loss of reputation, goodwill and
business opportunities
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Background



Overseas and domestic leading companies are trying to establish high level of EHS culture, to assess and control the
changes for achieving loss reduction, improvement of occupational environment, and their social responsibilities.
They are using quantitative assessment tools to compare their achievements with other industries, their competitors
and preceding performance.
DNV-GL’s ISRS has been applied to the 3 companies of global top 5, the 23% of Fortune 100 companies, and the 27%
of Fortune 500 companies.
Industrial Classification and Global Level
Space, abyss, etc.,
extreme working
Including nuclear
power plants
Refining/ petroleum
Machinery, Automotive, Electronics, Heave Industry, etc.
Aviation/ Marine
ISRS
Level
General
feature
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Only the EHS manager/
department is interested,
and controls legal, any
types of system certification
requirements. Management
and site-manager shows a
low concern degree.
5
6
EHS management is
conducted under sitemanager’s leading.
Management has a high
level of interest in
improving EHS culture.
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7
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The basic awareness level of
site-staffs toward EHS is
remarkably high on the extent
to which they voluntarily
perform risk assessment,
evaluation, management in
appropriate, and management
provides good examples.
9
10
The level of scientific and
statistical EHS management
in terms of analyses
stochastically for every
parts and human
behavioral errors and
failures, and coping with
solutions to them.
%
Steps to improve safety
5
3
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Technical
Mngt’
15
Reactive Mode
Compliance
25
Survival of the Fittest
100
Proactive Mode
Time
Management
system approach
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Safety Culture Approach
Safety Culture
Safety Culture
Values ​that individuals and organizations that
determine the power / mode of safety
management within the organization have ,
attitudes , perceptions , and behaviour
Organization culture
A set of attitudes that are shared
characterizing the institution or organization ,
values ​, goals, and guidelines
Culture (society)
Customary beliefs, social norms , and ethnic ,
religious, or major characteristics of social
groups, characterized by the nature of the
everyday life of people sharing in any place or
time,
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ISRS Introduction
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ISRS Background
 A quantitative assessment of behaviors based safety culture;
 Methodology focuses on what the members perceive and accept, and what
behavior they do;
 This methodology is usually used for the assessment of Safety and Health
Management System with the ISRSTM assessment.
Establish strategic directions and objectives for improvements
by quantitative diagnosis for the safety culture of an organization.
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Why ISRS?
 A management system is a framework of controls to
manage key processes, organisational risks and drive
continual improvement.
Your management system
 The management system is important to the operation
of every business because it guides the behaviour of
personnel. ISRS is a behaviour based approach to
improving safety and sustainability. ISRS helps change
people’s behaviour by systematically building Risk
Competence
 All companies have a management system but many
struggle to get their management system
implemented effectively.
 ISRS can help.
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Your business processes
A management system
based on ISRS assures
the health of your
business processes
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ISRS: A Systematic Approach to Changing Behaviour
Risk Competence
Desired
Behaviour
External Environment
e.g. management systems and
working environment
Continual
Improvement
Set
Expectations
Review
Plan
Monitor
& Measure
Implement
& Operate
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Based on Albert Bandura’s social cognitive theory.
Bandura, 1997, Self Efficacy: The Exercise of Control
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Human-oriented risk management
An organization consists of persons.
The effective risk management means that the
members act right and safely.
Safe behavior is decided by the Risk competence.
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What is Risk Competence?
Risk Perception
Individual awareness of true risk.
Risk Acceptance
Accept appropriate values, beliefs and
attitudes concerning risk
Knowledge and Skills
Application of desired behaviour.
Develop practical know-how to
identify and control risks.
Commitment to
Norms and Rules
Assimilation of desired behaviour.
Demonstrate commitment to rules,
procedures, and social norms.
Adolph, L; Urwin, C. 2007
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Prevention Barriers
Control,
alarm,
and
shutdown
system
HAZARD
Plant
Design
Lessons
from
accidents
Extraction
and
Release
System
Audits and
internal
regulations
Operation
Process
Maintenance
and Check
Work
Control
Effective
Monitoring
change
management
Monitoring
Education
and
competence
e.g.
hydrocarbon
inventory
within plant
and storage
facilities
Loss of
containment
Ignition
Fire / Explosion
Facilities
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HAZARD
REALIZATION
Process
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Person
ISRS Structure
23 specifics from 15 areas
Strategy &
policy
Management
Review
Planning
Monitoring and
Measurement
Implementation
& Operation
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ISRS Assessment
 Tailored to organisation’s needs
 Thorough evidence based assessment involving intervie
ws with process owners and document checks
 Assesses management system and physical conditions/
barriers
 Award levels recognise achievement
 Detailed report including suggestions for improvement
and noteworthy efforts
 Competent auditors
 Consistent scoring
 Benchmark within the ISRS community
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The Components of Safety Culture?
 Management commitment
The visibility of management’s will
The commitment of management to health and safety leads to higher levels of motivation and conc
ern for health and safety throughout the organisation.
It is indicated by; the priority given to health and safety, the resources allocated to health & safety a
nd the visibility and accessibility of management
 Involvement
Effective communication based on workers’ participations
Involvement of all in the health and safety system, including senior management, supervisors and e
mployees. The involvement of people at all levels within the organisation can lead to shared solution
s which in turn can help promote a safe working environment. It is indicated by: active participation,
consultation and communication
 Risk Competence
Training can assure members’ competence
Safety is integrated into all workplace activities; safety rules and procedures are accepted, and the or
ganisation is learning-driven. It is indicated by: being a learning organisation, trust between staff at
all levels, effective and integrated job and safety training, the existence of realistic and workable saf
ety procedures, systems and rules
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Survey
 The questionnaire consists of 150 questions for 23 elements
 It asks similar questions repeatedly for the consistency.
 Any given antinomic answers will be exposed through the program
helps determines reliability and output from a survey.
 correspondents’ answers undergoes comparative analyses which any
also determines reliability and output from a survey.
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Interview
 for whom:
– Top management is required to participate
– Sampling should be conducted from all sections
 the time required:
– 30 minutes
– Net interview time required: 20~25 minutes
(movement/break time between interviews included)
 Interview method:
– An interviewee answers given questions from an interviewer considering her or his own knowledge
or view of the 23 elements
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Why combining survey and interview?
Survey
•
Suitable for benchmarking/
comparative purposes
•
Economical assessment tool
•
Answers “what”
but not always “why”
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Interview
•
•
•
•
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In depth analysis (Explain
and confirm survey results)
Explorative
Method is time and resource
consuming
Results:
• Harder to compare
• used internally
ISRS Result of Safety Culture Assessment
(Sample)
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Analysis of organization Safety
culture based on DNV-GL’s Loss
Control Management
•
Address conventional way of
improvement
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Report contents
1.0 DNV GL SAFETY CULTURE ASSESSMENT (INTRODUCTION)
2.0 ASSESSMENT SUMMARY
3.0 ISRS-C RESULT
3.1 Performance Summary
3.1.1 Graphic Evaluation Summary
3.1.2 Score Summary
3.1.3 P-D-C-A (Analysis for Management Status)
3.1.4 Analyses on age and continuous service year
3.1.5 Benchmark
4.0 ELEMENT SCORE
5.0 CONCLUSIONS
5.1 Improvement Priority
5.2 Improvement Program Proposal
6.0 APPENDIX
6.1 Overall results data
6.1 Benchmarking results
6.1 Results on age and continuous service year (11 areas)
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Grade result
DNV GL SAFETY Culture Assessment
Manager: 3.69
 Extended / (D)
Employees: 2.33
 Core / (D)
Grade Expiration Date: 01/24/2014 ~ 01/23/2015 (1 year)
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Result Graph
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Benchmarking
What is Benchmarking?
Searching for and comparing with best practice to improve or demonstrate performance.
Why do HSEQ Benchmarking?
To answer the following questions:
Is our HSEQ management good enough?
•
How good are we compared to our peers in the Oil & Gas industry?
•
Where do we stand when compared to world class?
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How can we demonstrate our performance to our key stakeholders?
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What are our strengths and weakness?
•
Where do we need to improve?
HSEQ Management Performance
(ISRS Score)
•
Average 63%
Sites
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The Benchmarking Wheel. (Andersen, B.,
Petersen P. G.; 1994; Benchmarking Handbook)
Why DNV GL
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DNV GL
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DNV GL Business Assurance - A broader view
Position
People
Presence
A world-leading certification
body for management
systems, products, persons ,
supply chains and facilities.
We are 2000 highly skilled
employees with a reason to
get up in the morning.
We have presence in over 300
offices, in over 100 countries
Partnership
Innovation
Trust
Working with our customers to
take a broader view in order to
build sustainable business
performance and create
stakeholder trust.
Certification, verification,
assessment, training and
sustainability advisory services
that help companies meet
changing demands.
We help 70 000 customers in
187 countries, in most
industries, along entire value
chains.
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How DNV GL can help
ISRS
BSCAT
Alpha
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Modern Safety
Management
Process Safety
Management
Incident
Investigation
Safety
Benchmarking
The ISRS family of tools,
techniques and services
Leadership Training
Synergi Life
Book of Knowledge
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Global ISRS Practitioner
Network
Assessment (Global partner)
Geostock Geosel
Geogaz
Sonatrach
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Raise Risk competence
“. Companies must continue to build the competency of their
employees by sending them for relevant WSH training such
as risk assessment, working at height, and
behaviour observation and intervention “
Source: WSH Council
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THANK YOU
Contact us:
Ros OH (Mr.)
Business Development Manager
Ros.Oh@dnvgl.com
Ms Christine Low
+65 9686 9802
+65 9624 5866
Assistant Sales Manager
Christine.Low@dnvgl.com
www.dnvgl.com
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