The mixing of culture in any work place brings a series of challenges; the aviation industry is no different. The major down side to these challenges is the risk to safety in an industry that prides itself on being considered one of the safest industries in the world. The issue of culture on the flight deck is of particular interest because for some time there have been negative outcomes when crews of mixed cultural backgrounds have been forced to deal with adverse situations. These situations may have many root causes but have often been far less relevant to the outcome than the cockpit dynamics at play (Kanki & Palmer, 1993). Kanki & Palmer (1993) suggest that culture plays a significant role in flight deck management. The procedures developed by aircraft manufacturers (who are predominately Anglo-European) may not be appropriate for airlines whose pilots are predominately from non-Anglo-European backgrounds. There is however little quantifiable evidence to support this line of argument. This study was performed to investigate the role that culture plays on the flight deck, in particular flight crew performance (flight deck management) as it impacts on both safety and efficiency. Previous studies have discussed flight crew performance, demonstrating the interrelated nature of technical and non-technical skills and the relationship between the flight crew skill set and operational outcomes. This study seeks to expand knowledge in the area of flight crew performance by exploring the impact of culture on procedures, training and crew interrelationships.