The Britannia Steamship Insurance Association Limited

Transcription

1 The Britannia Steamship Insurance Association Limited

2 Risk assessment and safety culture Shajed Khan

3 Estimated retained claims Above USD 1 million ( ) Fire/Explosion 6.4% Wreck Removal 0.0% Other 7.2% Spillage 8.5% Collision 22.6% Cargo 19.1% Crew 7.0% Damage to Property 21.3% Grounding 8.0%

4 Estimated retained claims Below USD 1 million ( ) Other 3.9% Spillage 1.7% Fire/Explosion 0.5% Wreck Removal 0.2% Collision 9.9% Grounding 0.6% Cargo 40.3% Damage to Property 10.2% Crew 32.7%

5 Claims Claims above USD 1 million, 2015/16: 20 claims, USD 84 million Significant issues in major incidents: Human error, poor ship design Navigation issues, poor bridge team management and over-reliance on pilots

6 Root causes Underlying root causes (multiple) Complacency Procedures lack of, by passing, ignoring or inadequate Communication and cultural differences Lack of training and mentoring Lack of experience Fatigue

7 The basics from the ISM Risk assess actual accidents, injuries or illnesses as well as the near misses Analyse root causes and contributory practices Assess ways to minimise recurrences Assess corrective or preventative action is effective Monitor

8 Risk assessment Identify a potential loss, risk or hazard Ascertain severity of harm Determine likelihood of occurrence Reduce the hazard to the lowest manageable level Constantly monitor and re-assess

9 The basics of Risk Assessment Risk assessment the basics

10 Risk Assessment consideration Regulations generic Code of Practice best practice Company SMS broad focus Shipboard detailed specific focus Personal perception of risk, job focus, knowledge and experience of every person involved

11 Common sense SIGHT does it look right? SMELL the smell or the absence of any smell HEARING what you hear or don t hear TOUCH does it feel appropriately hot or cold COMMON SENSE use your brain!

12 Risk assessment - working aloft

13 Working aloft

14 Risk Assessment Hazard: Crew may fall down Likelihood: Unlikely/Highly unlikely Severity : Harmful Control: wear safety belt (Tolerable risk) Hazard: Gangway might be broken Likelihood: Highly unlikely Severity : Extremely Harmful Control: Confirm SWL 1.2 select crew who are not heavy (moderate risk)

15 Safety culture A definition: Values and practices that management and personnel share to ensure that risks are always minimised and migrated to the greatest degree possible: Commitment from the top Measuring current performance and behaviour and Modifying behaviour

16 A just culture A definition: Atmosphere of responsible behaviour and trust whereby people are encouraged to provide essential safety information without fear of retribution A distinction is drawn between acceptable and unacceptable behaviour. Unacceptable behaviour will not necessarily receive a guarantee that a person will not face consequences

17 Safety climate/ safety culture

18 Safety culture If accidents are occurring during even the most straightforward operations, should you be concerned? When even the Master doesn t bother to look out of the bridge windows when leaving port, you probably have a problem with your safety culture..

19 Where is your organisation in the chart below?

20 Key components to improve safety culture Leadership Create barriers Reporting, investigation and lesson learnt Intervention Training, mentoring and drills

21 Leadership

22 A good leader Values: Style: Self-Awareness Inspiring Empathy Influencing Responsible Challenging Sincere Engaging

23 A good leader Setting and Sponsoring Goals: Planning and resourcing Conducting tours Reviewing performance His commitment should be: Visible Impactful Personal Sustained

24 Leadership Test case entry into enclosed spaces

25 Contrasting case Forward bow thruster room Electrician went down, AB was standby on top Few minutes later Electrician seen flat on his back The AB raised alarm Followed all the procedures

26 Near Miss reporting A sequence of events and/or conditions which could have resulted in a loss. The loss was prevented only by a fortuitous break in the chain of events or conditions The potential loss could be human injury, environmental damage or a negative business impact

27 Data 1 Collision with another ship Her bow was damaged heavily and the windlass was also damaged Towed to a port nearby Temporary repair was carried out after discharge

28 Data 2 Struck jetty after mooring at Navrick, Norway at 1900 Strong winds Inspected and return to service

29 Data 3 Sao Luis January 10: an orange colour stain was noted around the pier Heading towards the city and beaches Further checks carried out by authorities and the leak coming out from own ship What do you think about these reports?

30 Data Data is innocent, it gives you a number Information Data in your organisation can give you insight and power Knowledge takes information and uses it to better understand the big picture Wisdom is the courage to use the knowledge without a personal or corporate agenda Where are you in the scale?

31 Why intervention Action taken to prevent an injury or incident from occurring Prevent an injury or incident from occurring Stopping an at-risk situations Praising safe behaviour

32 Why intervention Solidarity: create a culture of caring Empowerment: changes the nature of your safety programme Engagement: engages employees in the solution Empathy: we re all prone to human error (Millar s Law ) Reinforcing: provides opportunities to praise

33 Discussion: Consider why it is difficult to intervene when you see someone working unsafely What s your experience of intervening or being challenged

34 Six reasons we choose to walk by

35 How to intervene Introduction Identify the unsafe work-5 whys Discuss consequences Improve Commitment

36 How to intervene (PACE) Probe Are you aware.do you know that? Alert We are on course to collide with Challenge We must change course now or Emergency Stop what you are doing

37 Barriers

38 What happens next and why? A fitter was tasked to tighten a flange fuel line He sees some lagging missing He ignores the issues Overtighten the flange with a wrong tool What happens next.

39 Procedures The Company should establish: procedures, plans and instructions including checklists as appropriate for key shipboard operations concerning the safety of the personnel tasks should be defined and assigned to qualified personnel One small paragraph that covers a wide array of ship board operations.

40 Why not follow procedures? There are too many procedures I don t understand them I can get the job done faster I didn t know there were any What can we do about this?

41 Cargo issues Cargo discharged off shore to another ship B from our ship A Final destination cargo was off spec Initially it was thought that the contamination arisen from ship B Ship A did not have any sample to defend the claim

42 Sampling Poor sampling practices come at a cost What is your company policy? Who is responsible? How often and where?

43 Discussion Is safety a rule or value? Is compliance your end point or beginning? Are you told what to do? Are you engaged and seen as solution? Does it finish with your working day?

44 What can be done?

45 What can be done?

46 How to improve safety culture Training on safety culture Buddy system Rewards for best near miss report Rewards for best safety suggestion

47 Seahealth Denmark

48 DPA seminars Aimed at senior management, and addressed safety culture Discussed why risk assessments are not working Feedback from the audience indicates more work to do!

49 Does the company really learn from accidents, near miss reporting etc? 1.Yes and feedback 54% 2.Not all the time 41% 3.No 5%

50 Behavioural issues does your company invest in training to develop non-technical skills that address human error and unsafe practices? is your programme 1.Excellent 5% 2.Good 3.Satisfactory 16% 22% 4.Need improvement 46% 5.No training 11%

51 Is leadership and assertiveness/management training in your organisation currently: 1.Sufficient 15% 2.Not done 13% 3.More required 73%

52 In your opinion are junior seafarers equipped with the knowledge to conduct risk assessments? 1.Yes 5% 2.Basic 8% 3.Training required 87%

53 Crew Watch

54 COLREGS posters

55 Conclusion Maintain a diary Brain is our best simulator Communication We discussed : Leadership Barriers Data analysis and reporting Intervention

56 You can be the continuous improvement!

57 Welcome home This matters to everyone

58 The Britannia Steamship Insurance Association Limited