Measuring safety climate on offshore installations
- 1 July 1998
- journal article
- research article
- Published by Taylor & Francis in Work & Stress
- Vol. 12 (3) , 238-254
- https://doi.org/10.1080/02678379808256864
Abstract
The human and organizational factors affecting safety were examined on 10 offshore installations using the Offshore Safety Questionnaire. The questionnaire contained scales measuring work pressure and work clarity, job communication, safety behaviour, risk perception, satisfaction with safety measures and safety attitudes. A total of 722 UK offshore workers (33% response rate) from a range of occupations completed and returned the questionnaire. The ‘safety climates’ on the various installations were characterized by most respondents feeling ‘safe’ with respect to a range of offshore hazards and expressing ‘satisfaction’ with safety measures. Respondents reported little risk-taking behaviour and felt positive about levels of work clarity and job communication. There was a wider diversity of opinions on the safety attitudes scale, indicating a lack of a positive, concerted ‘safety culture’ and more evidence for a range offragmented ‘safety subcultures’, which varied mainly as a function of seniority, occupation, age, shift worked and prior accident involvement. It is suggested that the interaction between these differing subcultures partly determines the prevailing ‘safety climate’ on any given installation. The UK oil and gas industry is now trying to improve its safety culture through the ‘Stepchange’ initiative, which hias set itself three main targets for the year 2000 : a 50 YO improvement in the industry's safety performance; safety performance contracts demonstrating leadership's personal concern for safety as an equal to business performance and encouraging industry members to work together to improve sharing of safety information and good practice. It is suggested that the existence of a strong, cohesive culture with respect to safety is not necessarily beneficial, possibly leading to ‘dry rot’ and complacency. A healthy culture may be represented by a range of assumptions, values, norms and expectations as reflected in employees' differing experiences of safety climate.Keywords
This publication has 8 references indexed in Scilit:
- Shaking the Kaleidoscope of Disasters Research – A ReplyJournal of Contingencies and Crisis Management, 1998
- What is the Difference between Organizational Culture and Organizational Climate? A Native's Point of View on a Decade of Paradigm WarsAcademy of Management Review, 1996
- Risk Perception and Safety in the UK Offshore Oil and Gas IndustryPublished by Society of Petroleum Engineers (SPE) ,1996
- Risk perception by offshore workers on UK oil and gas platformsSafety Science, 1996
- Employee attitudes and safety in the chemical industryJournal of Loss Prevention in the Process Industries, 1994
- The Cultural Approach to the Formation of Organizational ClimateHuman Relations, 1992
- Behavioral Norms and ExpectationsGroup & Organization Studies, 1988
- Job Demands, Job Decision Latitude, and Mental Strain: Implications for Job RedesignAdministrative Science Quarterly, 1979