Clearly defined Framework/Language- Define Human Error, At-Risk Behaviour, and Reckless Behaviour clearly for our folks- so we are assured that the culture is fair and transparent.

PSG emphasis on ope reporting

Large group sharing on occurrences/incidents during SODB EODB etc

- Clear communication: We communicate clearly and concisely, making sure everyone knows what's expected of them.

- Feedback loops: We have feedback loops in place, so we can identify areas where people might need extra support or coaching.

- Leadership involvement: Our leaders are actively involved in training and mentoring, helping to drive home the importance of internalizing these lessons.

• Recruits from BMTC are briefed and aware of the principals of Just Culture

• This is reinforced through unit induction programme and unit RSD programme

• Units use case studies from past incidents and recent GAIRS to analyse and re-live lessons learnt and consequences. Example: 163 Sqn unit: TO never follow road speed limit, 163 Sqn micro sleep, 708 Sqn incorrect lane changing technique along Loyang Ave.

Q2) How to further permeate Just Culture

• Leadership need to lead by example

• When an incident happen, immediately apply Just culture to re-enact the case and do the debrief

• Personnel are encouraged to report hazards, near-misses, and safety breaches without fear of punishment if the act was unintentional or due to human error.

1b)SIP, safety day

2a) we take those incidents and use it in RSD discussions. We will get the unit personnel to relate it to their operations.

2b) we get the junior personnel to give chairman guidance.

• contextualise based on causal factor and root cause to derive the lessons learnt

• Even if the nature of work is different, how to contextualise to ABSS context. For example, jacking hold in APGC

Q2) How to properly internalise

• Random quiz

• Develop quiz to answer as a form of read and sign for critical safety messages

• Pictures and videos for visual memory

Just culture is a tool to calibrate punishment based on severity and intent. Encourages open reporting but however there is a small ground which perceives it as a punishment tool. But comforted to know that most perceives it as a tool for open reporting and confidence that they will be dealt with appropriately.

Qns 1b:

Exercise it and top down example from the command level. Two extremes for 5 AELG - G550 jacking incident (no personal gain), and Guam F16 incident. It will be dealt with in a justified manner. Exercise to build trust.

Qns 2a:

Identifying what needs to be shared could stem from the command emphasis. The correct and most relatable lessons should be shared to build reasonation with the guys. Storytelling can be an effective tool.

KM must be implemented to archive lesson learnt, and it's easier to facilitate sharing by the respective flight management. Such that a consistent emphasis could be narrated. One example is HF (logs) to archive lessons learnt.

Qns 2b:

Readback and quiz the guys.

1b. Other than dishing out punishment, cases where the servicemen are rewarded for safe behaviour should be emphasised as well. Just culture should not just be reflected as fair punishment, but safe behaviour should be fairly awarded. There can be more transparency and explanations for different severity of punishment.

2a and b. To better internalise, the unit should contextualise first how the different cases can apply in our own operations, where visualisation to what could happen should be used when possible.

2) use real case studies to contextualise it, so that troopers on the ground can relate