June 2012 - Indian Airforce

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Flt Lt UB Singh 16 Aerospace Safety J u n e 2 0 1 2 INDIAN AIR FORCE
What is safety culture Who and what we are, what we find important and how we go about doing it correctly, is called Safety Culture. The possession of a safety management system, no matter how thorough and systematic it may be, is not sufficient to guarantee sustained safety performance. To proceed further it is necessary to develop cultures that support higher process such as ‘thinking the unthinkable’ and being highly motivated to be safe, even when there seem to be no obvious reasons to do this. But the challenging part here is of creating a healthy safety culture and keeping it alive. We need to adopt a safety culture and refine it continuously to achieve hole-proof safe environment around. But it is natural human behaviour to get used to a particular set of conditions or environment and resist change. You can easily understand this trait if you happen to play golf. When you start the game, you learn a particular swing and continue to practise. After years of game, you may be advised by a professional to adopt a change in your technique to get a few extra yards. That is the most difficult time, wherein you are in a period of transition. You feel like giving up the game because you are not able to train yourself with respect to that technique. But it is only through your patience and belief that you can overcome this situation. On the same lines, we continuously need to upgrade our safety culture in order to achieve few extra yards of safe environment, inspite of difficulties we are likely to face. Recently, I read about five types of safety culture, that are enumerated as follows:- We care less about safety than about not being caught. We look for fixes to accidents and incidents after they happen. We have systems in place to manage hazards (however the system is applied mechanically). We follow the procedure but do not necessarily believe these procedures are critically important. We have systems in place and we genuinely belief that safety is genuinely worthwhile. Safety behaviour is fully integrated into everything we do. We may decide on our own in which category our safety culture falls. But whatever level it may be, the aim is to achieve the fifth level where safety behaviour is fully integrated into everything we do. The underlying reason why cultural change often fails to succeed is that the new situation is unknown to the participants. We often believe that the current situation is as good as it gets and there is little scope to change. Change agents are like golf professionals. They can help develop a person’s game, but they can’t play it for them. The greatest single barrier to achieve success however, is the belief that it is too difficult. On the contrary, in the long term it is more difficult and dangerous not to! - Flt Lt UB Singh INDIAN AIR FORCE 2 0 1 2 J u n e Aerospace Safety 17
Page 4 and 5: Gp Capt (Retd) Rajesh Kumar 2 Aeros
Page 6 and 7: well and he decided to clear the pi
Page 8 and 9: Wg Cdr Juhi Borgohain 6 Aerospace S
Page 10 and 11: World Health Organisation The WHO e
Page 12 and 13: Sqn Ldr R Kadyan Since the dawn of
Page 14 and 15: Sqn Ldr Binu Venugopal 12 Aerospace
Page 16 and 17: At present on our couriers flying o
Page 20 and 21: Flt Lt K Sharma Lessons Learnt in F
Page 22 and 23: Sqn Ldr NK Rath 20 Aerospace Safety
Page 24 and 25: Flt Lt Anoop SL 22 Aerospace Safety
Page 26 and 27: Sqn Ldr Vikram Chhibber It was Oct
Page 28 and 29: further enhancing the jovial atmosp
Page 30 and 31: Cdr Sunil Chungath Somebody asked m
Page 32 and 33: On 28 Oct 11, 786517-A Cpl P R Deor
Page 34 and 35: On 16 Nov 11, 913796-F Cpl TB Sriva
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June 2012 - Indian Airforce

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