Safety Theatre: How safety drift hides behind a green dashboard

• Safety drift is the accumulated gap between agreed and actual safety-related controls across an organisation
• Safety theatre occurs when organisations perform safety for inspections and audits, while actual work practices may differ when nobody is watching
• A green safety dashboard does not always mean a safe workplace. Low incident numbers can reflect underreporting, while important risks may remain invisible to traditional metrics
• Zero harm is not a reliable indication of safety performance
• Tick box compliance is not the same as a strong safety culture
• To prevent safety drift, organisations need to make reporting easy and track leading indicators

Introduction

Everyone has a part to play in ensuring a safer workplace. However, a serious problem arises when we allow the act of ‘performing’ safety to mask what is really going on behind the scenes.

Over the years we have been conditioned to see the absence of workplace incidents as a sign that all is well with our safety management system. That the field of green that appears on our audit dashboards month after month – even year after year  – means that risk is being managed.

However, a reliance on these metrics, especially if it is a select few, often ignores the wider context of the business. It also doesn’t address the growing risk of safety drift.

This blog will look at how safety theatre can cause safety drift to hide within high-performing organisations, and what you can do to stop it.

Table of contents

Click on a specific section below to navigate to that area:

• 1. What is safety drift, and why does a green dashboard hide it?
• 2. What is safety theatre? The performance of compliance
• 3. Compliance vs. safety culture: why ticking boxes isn’t safety
• 4. Does zero harm work? The problem with chasing zero
• 5. From safety theatre to real visibility: stopping the drift
• FAQs

What is safety drift and why does a green dashboard hide it?

Safety drift  is the accumulated gap between agreed and actual safety-related controls across an organisation.

This gap widens from two directions:

1. The policies themselves can degrade or simply not exist,
2. The way in which these policies are implemented changes.

Note that the employee may not be doing anything wrong in either case.

Linked to the concepts of  ‘normalisation of deviance’ and ‘risk normalisation’, safety drift develops when organisations unknowingly adapt to unsafe ways of working until they become embedded in everyday operations. It developed from the work of sociologist Diane Vaughan, who coined the ‘normalisation of deviance’ term during her research on the Space Shuttle Challenger disaster.

Safety drift is usually driven by factors such as workplace complacency and operational success. Complacency in the idea that nothing (e.g. a serious incident) will ever happen because nothing ever has, and operational success in that visible success often hides the series of small safety compromises that build overtime.

“Accidents hide in the green”: when good numbers are the warning sign

Why should audits and safety dashboards that return uniformly positive or ‘green’ results give us pause? There are some individual case studies that suggest that incidents and fatalities can occur after long spells of apparently incident-free work, particularly when safety performance is only judged by select indicators. However, due to the practical and ethical challenges in studying this as part of controlled trials, empirical evidence is hard to come by.

Instead, prominent safety scientist and researcher Sidney Dekker suggests this concept can be framed around the idea of ‘operational success’. That is, “a growing incident potential produced by the very means of creating operational success”.

For example, if a business’ mark of success is keeping the cost of production down while maintaining (and exceeding) production quotas, it’s inevitable that there will be a cost to workplace safety. Safety budgets are cut, headcount is reduced, cheaper PPE is sourced, workers are under increased pressure to do more faster and with less. Safety drift occurs when adaptations made as a result of these factors become normalised.

Why the dashboard shows an incomplete picture of safety

What you see on your safety dashboard might not be the full story when it comes to the safety of your organisation. If keeping lagging indicators like the number of slips or trips down is a mark of good safety performance, it doesn’t mean that risk is being controlled elsewhere.

It’s important to remember that your dashboard is only as good as the data you put into it. Are you recording your near-misses and other safety observations?

Another factor to consider is the potential effect of low reporting among employees. Your numbers may say that slips and trip incidents are down, but what if this is due to underreporting? Are workers subtly discouraged from raising concerns? The strength of your safety culture plays a key role here.

There is also the simple fact that there are many aspects to good workplace safety that are not quantifiable with an attractive metric. A single number won’t reflect the quality of your risk assessments.

What is safety theatre? The performance of compliance

Safety theatre refers to the performance of work when subject to some form of surveillance, for example when a supervisor is present. It was originated by Dekker who used it to describe the image of work as imagined vs. work as it is done out of view.

Safety theatre highlights the distance between the planners and designers of work, who are assumed to be correct, and the people who carry out the work, who are assumed to be at fault if they do not follow procedure to the letter. How the work was designed to be done ‘officially’ may not reflect reality on the ground.

Work-as-imagined during the inspection, work-as-done after it

For certain tasks there is a commonly accepted ‘right’ sequence of events. Take a lockout procedure – the isolation is verified, the permit is obtained, and a supervisor reviews. The work is now completed according to procedure. On the day of a safety inspection, this is what the auditor sees and records. There is no reason to think workers would choose to do things the ‘wrong’ way.

Real life circumstances often differ. The next day there may be a production emergency and the supervisor may not be present to review the permit. With the equipment needed ‘urgently’ established workarounds are used to complete work on time. In this way, the ‘dangerous’ option is reinforced until an accident occurs.

What is performative safety? Signs your site is putting on a show

Closely related to safety theatre, ‘performative safety’ happens when an organisation appears to be prioritising safety, but fails to take steps to meaningfully reduce risk.

Some red flags for performative safety include:

• Safety becomes a numbers game – as previously discussed, a reduction in metrics such as slips, trips and falls is celebrated, but whether underreporting is an issue is never discussed
• Heavy focus on visible safety – posters, campaigns and toolbox talks are prominent but less visible factors such as equipment maintenance, quality of PPE, staffing levels and workload receive little attention.
• Corrective actions are closed, but the root cause is not addressed
• Lack of active worker engagement – workers feel that there is no point in reporting, are discouraged from it, and their input in safety matters is never sought.
• Distinct difference between work as imagined and work as it is actually carried out

Compliance vs. safety culture: why ticking boxes isn’t safety

It’s vital that organisations strive to create a meaningful safety culture in the workplace. If this doesn’t happen, they are at risk of falling into a compliance culture – where surface level adherence to rules, checklists and passing inspections becomes the ultimate goal of workplace safety.

How tick box safety creates a false sense of control

Human beings like to make lists. When we check something off a list or mark a task as completed, we experience a dopamine hit.

However, in workplace safety, relying on so-called ‘tick-box safety’ often devolves into a paperwork exercise. A high-risk job requires a risk assessment and on paper, one has been completed and signed off on. Mark as complete.

On closer inspection we see that the risk assessment is a generic template that does not pertain to the specific task being done. The risk to the worker has not actually been controlled.

Another common example is in workplace safety training. Extensive training records can show that employees have sat through all the required training and completed every module. Mark as complete.

This does not prove competence in performing a task. Going by completion records alone does not give us any real indication that the employee can understand and apply the information.

In contrast, a strong safety culture prioitises safety leadership, communication and active employee engagement to improve the understanding of and significantly reduce workplace risk.

5 signs you have a compliance culture, not a safety culture

Does zero harm work? The problem with chasing zero

Zero harm or injury has been a popular buzzphrase among health and safety circles for several years. It can be defined as the pursuit of a ‘no harm or fatalities at work’ policy.

It has been incorporated by large global businesses . Safety programmes incorporating zero harm are often based on the belief that fewer reported incidents mean greater safety.

Zero harm has its detractors, however. It has been criticised as being an aspirational ambition as opposed to an achievable safety goal.

Is zero incidents a good measure of safety? What the research shows

There is little research on the effectiveness of zero harm/incidents. The studies we do have suggest no evidence of the benefits of ‘zero’ as a policy in practice.

Dekker suggests that it may even have negative effects. If zero is the safety policy, it can lead to a lack of willingness in the organisation to accept bad news. Workers may be discouraged, directly or otherwise, to report non-conformances that may affect the ‘0’ score. Its is similar to how signs such as ‘X days since last incident’ work. The higher the number on the sign, the higher the threshold to ‘break’ the streak. That there are often financial bonuses tied to these figures further muddies the picture.

The fundamental regulator paradox: how zero blinds you to risk

Another problem presented by zero is seen in the fundamental regulator paradox. If the data is reduced to zero, then there is no way for safety managers to make improvements or spot risk.

The focus on achieving or maintaining zero can blind management to risk or leave them unwilling to engage with frontline workers or safety experts whose input might alter the score.

From safety theatre to real visibility: stopping the drift

What can your organisation do to prevent safety from being reduced to a performance? How can you address and stop safety drift from occurring?

Make reporting easy so bad news reaches you

One of the marks of a strong safety culture is the active engagement with employees. You need to have a way for safety incidents, near-misses, observations and feedback to be reported easily by your workers.

This ‘bad news’ is how you will identify areas of risk. Encouraging reporting and making quick, visible remedial efforts are an excellent way to build trust among your workers in your safety culture. Workers can see that their reporting has an effect, and they will be more likely to report in the future.

Track leading indicators, not just a clean scoreboard

We have discussed how relying solely on lagging indicators is a sub-optimal way of judging safety performance and identifying safety drift. Better early indicators can include:

• repeated audit findings
• overdue corrective actions
• decline in near – miss reporting
• high contractor turnover
• training completion without performance improvement
• completed safety walks
• safety observation:incident ratio

A first step you can take is to assess the level of safety drift in your organisation. Why not see where you stand by taking our 3-minute quiz?

Combat safety drift with intuitive EHS software

What if managing inspections, audits and risks was as easy as opening a dashboard? Connecting every team member, no matter where they are. Did you know companies with digital safety systems report thirty percent fewer incidents? EcoOnline’s suite of EHS products simplifies every step of your safety programme, improving adoption in the field and giving management teams better insights. From employees to contractors, we help you stay compliant and proactive with ease. Complete safety inspections effortlessly. Use EcoOnline to attach photos, assign corrective actions, and track progress all in one streamlined view. Plus, use AI to create inspections in seconds. With our QR code feature, frontline workers can report hazards and near misses in seconds, driving faster response times and stronger safety participation. Create task based risk assessments to ensure every step is safe and compliant. Dynamic risk assessments help you adapt to changing conditions in real time. Manage high risk work confidently. With Permit to Work software, ensure all risk assessments and approvals are in place before tasks begin. No safety programme is complete without safety training and learning. Frontline workers can easily stay on top of training from their mobile devices. Reducing admin time so you can spend less time at your desk and more time building safer work environments. Make informed decisions with the power of robust analytics. Monitor safety KPIs, track corrective actions and demonstrate proactive safety management. Whether you’re in the field or at your desk, EcoOnline’s EHS Software Suite empowers your entire team. Ready to see how EcoOnline can transform your safety programme? Talk to our team to get started.

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