Lessons Learned from Applying Safety Culture Maturity Model in Thailand

Bordin Vongvitayapirom, Punnamee Sachakamol, Hanna Kropsu-Vehkapera, Pekka Kess

Abstract


Purpose – The purpose of this paper it to provide practitioner and researcher lessons learned from applying a  safety culture maturity model in the oil and gas industry in Thailand. It proposes a  roadmap to improve safety culture maturity in an organization
Design/methodology/approach – A  safety culture maturity of 5 levels was chosen (Hudson’s model) to be applied in oil and gas company, and a  questionnaire survey was conducted with 2,251 employees or 74% of the target group across the company. The results were used to develop a  roadmap to improve the safety culture maturity of the company.
Findings – Results from questionnaire survey showed a  safety culture maturity level of the company is at 3.3, or calculative, with correlations among competency, work planning, worksite techniques, hazard reporting, responsibility and benchmarking elements. Using these findings, a  roadmap was developed into 5 action plans to improve the safety culture maturity level for the company in the long term.
Practical implications – This paper could serve practitioners as a  guideline and a  tool to understand and implement safety culture maturity concept in an organization. Originality/value - This paper also furnishes lesson learned for practitioners in the same and different industries on safety culture maturity implementation and assessment in organizations.


Keywords


Synergy; Research; Lessons learned; Safety culture maturity; Oil and Gas; Thailand

Full Text:

PDF

References


Board of Investment (BOI) (2012), The Report Thailand 2012, Ministry of Industry, Bangkok, Thailand.

British Petroleum (2011), “Statistical Review of World Energy 2011”, [Online] Available at: http://www.bp.com/assets/bp_internet/globalbp/globalbp_uk_english/reports_and_publications/statistical_energy_review_2011/STAGING/local_assets/pdf/statistical_review_of_world_energy_full_report_2011.pdf. [accessed 8 July 2013].

Department of Mineral Fuel (DMF) (2011), Annual report, Ministry of Energy, Bangkok, Thailand

European Agency for Safety and Health at work (EU-OSHA) (2011), Occupational Safety and Health culture assessment – A Review of Main Approaches and Select Tool, European Agency for Safety and Health at Work.

Flin, R., Mearns, K., O’Connor, P. and Bryden, R. (2000), “Measuring Safety Climate: Identifying the Common Features”, Safety Science. Vol.34, No.3, pp. 177–192.

Filho, A.P.G., Andrade, J.C.S. and Marinho, M.M.O. (2010), “A Safety Culture Maturity Model for Petrochemical Companies in Brazil”, Safety Science, Vol. 48, No. 5, pp. 615–624.

Guldenmund, F.W. (2000), “The Nature of Safety Culture: A Review of Theory and Research”, Safety Science, Vol. 34, pp. 215–257.

Guldenmund, F.W. (2010), “(Mis)understanding Safety Culture and Its Relationship to Safety Management”, Risk Analysis, Vol.30, pp. 1466–1480.

Hudson, P. and Willekes, F.C. (2000), “The Hearts and Minds Project in an Operating Company: developing tools to measure cultural factors”, paper presented at SPE International Conference, Texas.

Hudson, P. (2007), “Implementing a Safety Culture in a Major Multi-National”, Safety Science, Vol. 45, No.6, pp. 697–722.

Industrial Standard Institute (1999), Thailand Industrial Standard-Occupational Safety and Health Management System, Ministry of Industrial, Bangkok, Thailand.

International Labor Office (ILO) (2001), Guidelines on Occupational Safety and Health Management System, International Labor Office, Geneva.

International Atomic Energy Agency (IAEA) (1991), Safety Culture, International Atomic Energy Agency, Vienna.

International Association of Oil and Gas Producers (OGP) (2010), A guide to selecting appropriate tools to improve HSE Culture report 435, International Association of Oil and Gas Producers, London.

Lawrie, M., Parker, D. and Hudson, P. (2006), “Investigating Employee Perceptions of a Framework of Safety Culture Maturity”, Safety Science, Vol. 44, No. 3, pp. 259–276.

Ministry of Labor (2012), 2012 Annual Report, Ministry of Labor, Bangkok, Thailand.

Parker, D., Lawrie, M. and Hudson, P. (2006), “A Framework for Understanding the Development of Organizational Safety Culture”, Safety Science, Vol. 44, No.6, pp. 551–562.

Reason, J. (1997), Managing the Risks of Organizational Accidents, Ashgate Aldershot.

Schein, E.H. (2004), Organizational Culture and Leadership, Jossey-Bass, San Francisco, CA.

Weick, K.E. (1987), “Organizational Culture as a Source of High Reliability”, California Management Review, Vol. 29, No. 2, pp. 112–127.

Westrum, R. (1991), “Cultures with Requisite Imagination”, in Wise, J., Stager, P., and Hopkin, V. D. (Eds.), Verification and Validation in Complex Man-Machine Systems. Springer Berlin Heidelberg, New York, pp. 401–416.

Westrum, R. and Adamski, A.J. (1999), “Organizational Factors Associated with Safety and Mission Success in Aviation Environments”, in Garland, D. J., Wise J. A., and Hopkin, V. D. (Eds), Handbook of Aviation HumanFactors. Lawrence Erlbaum, Mahwah, NJ, pp. 67–104.




DOI: http://dx.doi.org/10.17951/ijsr.2013.2.1-2.5
Data publikacji: 2013-07-14 00:00:00
Data złożenia artykułu: 2015-07-18 02:29:36

Refbacks

  • There are currently no refbacks.


Copyright (c) 2015 Bordin Vongvitayapirom, Punnamee Sachakamol, Hanna Kropsu-Vehkapera, Pekka Kess

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.