Accidents are a prevalent feature of working in the maritime industry. While studies have shown to what extent accidents and fatalities have occurred, the current research has generally been limited to commercial shipping. There is nearly no academic research focusing on the safety issues in the superyacht industry. This paper analyses the importance of promoting safety culture in the superyacht industry, the role of maritime legislation in maintaining safety and the role of Port State Control in ensuring all legislation is implemented. It aims to provide a critical examination of safety culture in the superyacht industry and evaluate the appropriateness for further measures to ensure safe working practices. It found out that while some superyachts do maintain an effective safety system, there remains almost 50% of the investigated fleet that do not promote the desired safety culture. It becomes evident that complacency and poor education contribute to the reduced and limited safety culture. The lack of education and awareness is demonstrated when the study shows individuals believing they maintain good safety practices but still admitting to taking various life-threatening risks.

The main purpose of crew resource management (CRM) is to ensure safe flights by preventing possible errors with the effective use of non-technical skills. The aim of the current study is to examine the effects of CRM on flight safety culture (FSC) with the help of the structural equation model with 451 airline pilots. As a result of the analysis, it was determined that there was a significant correlation between CRM and FSC and that CRM has a significant positive effect on FSC. It has been demonstrated that if CRM awareness and skills are used effectively, the perception of FSC will also improve. Furthermore, these findings indicate that there is a need to progress to the corporate CRM phase, i.e., CRM 7.0, to ensure that organisation-wide FSC awareness is established through CRM awareness.

China's coal safety has improved dramatically since 2003. This article will present the official data and conclude that it is almost impossible that the figures conceal a situation where there has not been remarkable improvement. Structural factors including China's level of economic development, changes in the labour market and the economic health of the industry have played an important role, but state commitment and policies have been central at least to the speed and magnitude of the improvement.

Introduction: Safety culture is defined as the shared beliefs that an organization’s employees hold relative to workplace safety. Perceptions of workplace safety culture within paramedic services have been shown to be associated with patient and provider safety outcomes as well as safe work practices. We sought to characterize paramedics’ perceptions of the organizational safety culture across Eastern Ontario, Canada to provide important benchmarking data to evaluate future quality initiatives. Methods: This was a cross-sectional survey study conducted September 2015-January 2016 in 7 paramedic services across Eastern Ontario. We distributed an abridged version of Patterson’s previously published EMS-SAQ survey, measuring six domains of workplace safety culture, to 1,066 paramedics during continuing medical education sessions. The questions were presented for rating on a 5 point Likert scale (1=strongly agree, 5= strongly disagree) and a response of 1 or 2 was considered a ‘positive perception’ response. We present descriptive statistics and chi-square tests where appropriate. Results: We received responses from 1,041 paramedics (97.6%), with a response rate varying between 88.0% and 100% across the 8 paramedic services. One third (33.6%) were Advanced Care Paramedics (ACPs) and 39.4% of paramedics had more than 10 years’ experience. The percentage of positive responses for each domain were: Safety Climate 31.2% (95% CI 28.4-34.1), Teamwork Climate 29.3% (95% CI 26.6-32.1), Stress Recognition 56.8% (95% CI 53.8-59.8), Perceptions of Management 67.0% (95% CI 64.0-69.8), Working Conditions 42.6% (95% CI 39.6-45.7), Job Satisfaction 41.6% (95% CI 38.6-44.6). Primary care paramedics had more positive perception responses for Job Satisfaction (45% vs 35%, p=0.002), whereas ACPs had more positive perception responses for Stress Recognition (61.5% vs 54.1%, p=0.022). No association was found between gender or years of experience and a positive perception of any safety domain. Conclusion: The results provide valuable workplace safety culture data that will be used to target and evaluate needed quality improvement initiatives while also raising some awareness to paramedics of important factors related to patient and provider safety.

Emergency medical services (EMS) personnel care for patients in challenging and dynamic environments that may contribute to an increased risk for adverse events. However, little is known about the risks to patient safety in the EMS setting. To address this knowledge gap, we conducted a systematic review of the literature, including nonrandomized, noncontrolled studies, conducted qualitative interviews of key informants, and, with the assistance of a pan-Canadian advisory board, hosted a 1-day summit of 52 experts in the field of EMS patient safety. The intent of the summit was to review available research, discuss the issues affecting prehospital patient safety, and discuss interventions that might improve the safety of the EMS industry. The primary objective was to define the strategic goals for improving patient safety in EMS. Participants represented all geographic regions of Canada and included administrators, educators, physicians, researchers, and patient safety experts. Data were collected through electronic voting and qualitative analysis of the discussions. The group reached consensus on nine recommendations to increase awareness, reduce adverse events, and suggest research and educational directions in EMS patient safety: increasing awareness of patient safety principles, improving adverse event reporting through creating nonpunitive reporting systems, supporting paramedic clinical decision making through improved research and education, policy changes, using flexible algorithms, adopting patient safety strategies from other disciplines, increasing funding for research in patient safety, salary support for paramedic researchers, and access to graduate training in prehospital research.