NCMT

NCMT Abu
Abu
NCMT Dhabi
AbuDhabi
Dhabi

Behaviour Based Safety

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Training is not a goal, it is part of the solution to a sustained and improved performance

MY BEHAVIOR
AGT
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MY SAFETY

BEHAVIOUR BASED SAFETY Habshan & Bab Plant Introduction 11

COURSE MATERIAL

What is Behaviour Based Safety?

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Habshan & Bab Plant Introduction 22

Mussafah 39, Abu Dhabi, UAE | Tel.: +97126721777 | Fax: +97126725511

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Behaviour Based Safety

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MY BEHAVIOR

for

MY SAFETY

What is Behaviour Based Safety?

Behaviour Based Safety refers to a wide range of programs which focus
entirely on changing the behaviour of workers to prevent occupational
injuries and illnesses

Based on the claim that the majority of injuries and illnesses are the
result of “unsafe acts” by workers

A way of reducing lost-time injuries, through the analysis of your current

environment, and the implementation of proven performance
management methods

Cannot be stand alone – must run in conjunction with a “safe workplace”

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Reasons for Managing H&S

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BASIC DEFINITIONS
SAFETY:-
Protection of people or property from physical harms or damages is known as being safe.
ENVIRONMENT:-
The surroundings or conditions in which a person, animal, or plant lives or operates.
HAZARD:-
Any source, situation or act – in which potential of harm is anticipated is known as hazard.
RISK:-
Risk is product of likelihood that some event may happen and probable appetite of consequence from same
event. Risk = L x C
HEALTH:-
Occupational Health is the promotion and maintenance of the highest degree of physical, mental and social
well-being of all stakeholders
ACCIDENT:-
An unplanned event which has resulted to unpleasant consequences
BEHAVIOR:-
Mannerism, actions taken by individuals

BEHAVIOR BASED SAFETY

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WHY BEHAVIOUR MATTERS

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?
When we have the best Equipment available

When we have ALL our work force properly trained

When we have all the systems and procedures in place

BEHAVIOR BASED SAFETY

WHY BEHAVIOR MATTERS

If all of these measures are sufficient

Why Do We Still Having

Accidents?
BEHAVIOR BASED SAFETY

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WHY BEHAVIOR MATTERS

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Why Do We Still Having

Accidents?
 A procedure in itself will not help if personnel do not follow it
 The best Equipment will not help if people do not use it properly
 Training provision but not changing the vision

IT MEANS, THERE IS

SOMETHING
MORE IMPORTANT THAN THESE ABOVE FACTORS
BEHAVIOR BASED SAFETY

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TYPES OF HUMAN BEHAVIORS

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TYPES OF BEHAVIORS
A study on human behavior has revealed
that 90 percent of the population can be
classified into four basic personality types: Pessimistic Optimistic
hopeful and
 Optimistic believe that the
confident about
worst will happen
 Pessimistic the positive
 Trusting
 Envious Trusting Envious

sincere, honest Jealous, resentful

However, the latter of the four types, envious,
is the most common, with 30 percent Unspecified
10% Optimistic
compared to 20 percent for each of the other 20%
groups.

Envious
30%
Pessimistic Source:- Science Advances by
20% researchers from Universidad
Carlos III de Madrid
Trusting
20%
BEHAVIOR BASED SAFETY

CAUSES OF MAJOR OIL & GAS ACCIDENTS

In any incident there are usually two types of causes:

 DIRECT CAUSES that occur immediately prior to the

undesirable event;

 FURTHER AWAY either in time or space, there are underlying

causes that contributed to the immediate, direct event.

Historically, many incidents and accidents in all major hazard industries were
seen as the ‘fault’ of someone at the sharp end – the last person who touched
the equipment.
Source:- Health & Safety Executives - UK

BEHAVIOR BASED SAFETY

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VALUE OF BEHAVIORS – EXCERCISE

CATASTROPHIC 1

SERIOUS EVENTS 30

MINOR EVENTS 300

NEAR MISS 3,000

30,000 HAZARDS
UNSAFE  Behaviors/Acts
 Conditions
BEHAVIOR BASED SAFETY

VALUE OF BEHAVIOUR BASED SAFETY

 It’s not about managing statistics WHAT IS MORE IMPORTANT?

or numbers.

 It’s about managing established

systems that proactively affect
safety performance.

 Giving positive encouragement

toward safe behavior for all -
Talking The Talk AND Walking
The Walk.

 It is freedom from blame culture

THIS? THIS?
BEHAVIOR BASED SAFETY

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WHY BEHAVIOR MATTERS

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2 4 6 8 ?
UNSAFE ACTS

NEAR MISS
BEHAVIOR

ACCIDENT
INJURIES
CONTROLLING BEHAVIORS PREVENTS
98%
Source:- ASK HSE OF ACCIDENTS
BEHAVIOR BASED SAFETY

WHY BEHAVIOUR SAFETY APPROACH

 It is crew-based. You are the experts.

 It is a PROCESS not a program.
 80% to 90% of all accidents can be attributed to
unsafe behavior.
 Applies to all aspects of life, not just work!

If implemented correctly at workplace,

a behavior based safety program can provide positive rewards to
change unsafe behavior, reduce job-related injuries, minimize lost
production hours, and improve workplace morale—essential
ingredients for creating a strong safety culture. ... Safety is to a great
extent under our own control.

BEHAVIOR BASED SAFETY

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RELATION BETWEEN BEHAVIORS & SAFETY CULTURE

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WHAT IS SAFETY CULTURE?

C
ontrol

“The safety culture of an organization is

the product of individual and group
values, attitudes, perceptions,
competencies, and patterns C CULTURE C
of behavior that determine the ompetence ommunication
commitment to, and the style and
proficiency of, an organization's health
and safety management
C
ooperation

BEHAVIOR BASED SAFETY

TYPES OF SAFETY CULTURE

In general a “Safety Culture” is classified into two distinct types;-

Generative
HSE is how we do business
around here
 Positive Safety Culture
Proactive
HSE leadership & values drive
continuous improvement

Calculative
We have a system in place to
manage all hazards

 Negative Safety Culture Reactive

HSE is important. We do lot but
every time we have an accident

Pathetic
Who cares as long as we are not
caught

BEHAVIOR BASED SAFETY

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Health and Safety Culture and Climate

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There are limits to what can be achieved by technical and

procedural solutions alone – behaviour of the individual
employee needs to be addressed.

Major influence on safety-related behaviour of the

individual is the safety culture of the organisation.

Safety Culture
Important thing to remember about safety culture:
It can be 'positive' or 'negative’.
Companies with negative/poor safety culture:
• Struggle to improve safety or prevent accidents even if they
have excellent written procedures and policies and state of the
art safety equipment.
• This is due to people – a poor attitude to safety exists and has
been allowed to grow and develop.
Companies with good health and safety performance tend also to
have a positive H & S culture.

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Impact of Organisational Cultural Factors/Values on Individual Behaviour

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Our behaviour is influenced by what we see and hear – e.g. advertising convincing us
we really need that bright shiny car…
Who/What influences our behaviour in the workplace?
• Managers and Supervisors:
If they condone poor behaviour “turn a blind eye” – it will continue unchecked.
If they show commitment to safety and lead by example – that will encourage others
to do so.
• Work Colleagues
Colleagues who take risks and have bad habits may encourage you to do so too.

Training
Not being trained in correct procedures and use of equipment can affect health and
safety.
Job Design
Job may be done in a way that makes safe behaviour difficult.
How much consideration has been given to the layout of the job and the needs of the
individual?
Work Equipment
If this is not kept in good order or is often unavailable, it may affect health and safety.
What is the organisation’s attitude to equipment maintenance?

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(Reducing Error and Influencing Behaviour (HSG48))

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Factors Associated with Good Safety Performance

 Effective communication – at all levels, both formal and informal.
 Learning organisation – the organisation continually improves its own
methods and learns from mistakes.
 Health and safety focus – a strong focus by everyone in the organisation
on health and safety.
 Committed resources – time, money, and staff devoted to health and
safety showing strong evidence of commitment.
 Participation – staff at different levels in the organisation identify
hazards, suggest control measures, provide feedback and feel that they
'own' safety procedures.

More Factors Associated with Good Safety Performance

 Management visibility – show commitment and are visible 'on the shop
floor'.
 Balance of productivity and safety – the need for production is properly
balanced against health and safety.
 High quality training – properly managed, content well chosen high
quality
 Job satisfaction – confidence, trust and recognition of good safety
performance.
 Workforce composition – a significant proportion of older, more
experienced and socially stable workers. This group tend to have fewer
accidents, lower absenteeism and less turnover.

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INDICATORS OF CULTURE (-ve /+ve)

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 Attitude
 Morale
 Accidents
 Absenteeism/Sickness rates
 Staff turnover
 Compliance with rules POSITIVE CULTURE
 Complaints about working conditions
NEGATIVE CULTURE

BEHAVIOR BASED SAFETY

WHY CULTURE COULD DECLINE?

 Lack of leadership and commitment

 Lack of effective communication
 Perception of growing blame culture
 Lack of monitoring
 Failure to implement remedial action
 Lack of consultation and employee involvement
 Poor working environment
 External influences
 Health and safety seen as low priority POSITIVE CULTURE
 Lack of supervision
 Reorganisation and uncertainty NEGATIVE CULTURE

BEHAVIOR BASED SAFETY

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Buzz Activity
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• How can we measure the Health and Safety Culture in the workplace?

Measurement Techniques
 Health and Safety Audits
An in-depth, systematic, critical investigation into all aspects of safety. Includes
looking at:
• Management systems.
• Policy.
• Attitudes.
• Training.
• Practice.
 Workplace Inspections
Observation of section of premises, plant, people, etc. looking for hazards or non-
compliance with legislation, rules or safe practice, and taking notes. Usually use a checklist.

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Measurement Techniques Cont.

 Safety Tours
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Follows predetermined route through area or workshop.

Can be performed by a range of personnel-managers, supervisors, safety representatives.
Typically last only 15 minutes or so – may be conducted at weekly intervals to ensure that
standards of housekeeping are acceptable, gangways and fire exits are unobstructed, and
hazards are dealt with quickly.
 Safety Sampling
Organised system of regular random sampling.
To obtain measure of safety attitudes and possible sources of accidents by the systematic
recording of hazard situations observed during inspections made along predetermined
routes in a factory or on a site.
 Safety Surveys
Very detailed examination of a particular safety aspect, e.g.
Detailed inspection of all emergency exits.

Ten Elements of the Safety Culture Maturity Model

 Management Commitment and Visibility
 Communication
 Productivity v Safety
 Learning Organisation
 Safety Resources
 Participation
 Shared Perceptions about Safety
 Trust
 Industrial Relations and Job Satisfaction
 Training

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Safety Culture Maturity Model

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Continually
Improving
Level 5
Co-operating Develop
Level 4 consistency
and fight
complacency
Involving Engage all staff to
develop cooperation
Level 3 and commitment to
improving safety
Managing Realise the importance
Level 2 of frontline staff and
develop personal
responsibility
Emerging Develop
management
Level 1 commitment
© The Kiel Centre 1999

ABC Model

• Antecedents
(trigger behavior)

• Behavior
(human performance)

• Consequences
(either reinforce or punish behavior)

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Antecedents
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A—Antecedents are the things that influence an employee to act in a particular manner.

Some influencers that can affect an employee’s decisions regarding their behavior are:
 Stress and emotions that may cloud judgement
 Pressure to meet management’s productivity goals
 High tolerance for risky behavior and unsafe work practices
 Peer pressure from coworkers
 Substance abuse
 Lack of safety knowledge
 Past consequences of a behavior, whether negative (such as an injury) or positive (such
as getting the job done quicker)

Behavior
B—Behavior is both the visible result of an employee’s decision to work safely or unsafely and the
employee’s attitudes and thoughts, which cannot be seen. For example, an employee who thinks that a
particular task is beneath him will likely have a bad attitude toward the task and his supervisor, and this is
often reflected in his safety choices.

Observed safe behaviors may include:

 A worker’s use of proper personal protective equipment (PPE)
 Watching out for fellow employees
 Properly following a work practice or procedure—not taking short cuts
 Reporting unsafe conditions—see something, say something
Observed unsafe behaviors may include:
 Rushing to complete a task without considering the potential negative consequences
 Using the wrong tool for the job
 Failing to use PPE

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Consequences
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C—Consequences are what happens as a result of a person’s behavior. Consequences

are effective when an employee needs incentive to perform in a desired way.

Consequences may be:

 Negative – such as injury or reprimand
 Positive – for instance, receiving immediate praise or thanks for correctly performing
a work task safely

Rewarding desirable behavior is effective in reinforcing safe work practices. However,

positive reinforcement can also come from unsafe behavior if a worker shortcuts safety
and gets the job done faster. Because of this, it is important that safety is never
overlooked for the sake of productivity. Past consequences, whether negative or
positive, can become antecedents for future behavior

HUMAN FACTORS
HSE DEFINITION

“Human Factors refer to environmental, organisational and job

factors, and human and individual characteristics which
influence behaviour at work in a way which can affect health
and safety”

Key issues for each area

• What are people being asked to do and where (the task and
its characteristics)
• Who is doing it (the individual and their competence)
• Where are they working (the organisation and its attributes)

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How do I know if these problems exist in my organisation?

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Relevant indicators could be:

 Accidents involving staff, contractors or visitors where human error is

given as a cause
 Occupational health reports of mental or physical ill-health
 High absenteeism or sickness rate
 High staff turnover levels
 Low level of, or changes in, compliance with health and safety rules
 Behaviour or performance issues identified in risk assessment
 Complaints from staff about working conditions or job design

Job Factors
Typical examples of immediate causes and contributing factors for human failures
include:

 Illogical design of equipment and instruments

 Constant disturbances or interruptions
 Missing or unclear instructions
 Poorly maintained equipment
 High workload
 Noisy or unpleasant working conditions

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Individual Factors
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Typical examples of immediate causes and contributing factors for human

failures include:

 Low skill and competence levels

 Tired staff
 Bored or disheartened staff
 Individual medical problems

Organisation and Management Factors

Typical examples of immediate causes and contributing factors for human failures
include:

 Poor work planning leading to high work pressure

 Lack of safety systems and barriers
 Inadequate response to previous incidents
 Management based on one way communications
 Deficient co-ordination and responsibilities
 Poor management of health and safety
 Poor health and safety culture

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Causes of
Human
Failure

Model Described in HSE Guidance HSG48

Predictable
Human Failure
Types

Errors Violations

Unintended actions/decisions
involving deviation from accepted Deliberate deviation
standard and which led to from accepted
undesirable outcome. standard.

These considerations can be taken into account in risk assessments and accident investigations
to suggest control measures required to prevent either an occurrence or a re-occurrence.

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Types of Errors (HSG48)

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Errors

Skill-based
Errors Mistakes

Slips of Lapses of Rule-based Knowledge-based

Action memory Mistakes Mistakes

Errors
“Skill-based” Errors (Note: not the general understanding of “skill” !):
Occur in very familiar tasks that need very little conscious attention, e.g. driving a car – error easily
occurs if attention diverted or we are interrupted.
Slips of action - failures in carrying out the actions of a task, e.g.:
• Performing action too soon or too late.
• Omitting a step or series of steps from a task.
• Carrying out action with too little or too much strength.
• Performing the action in the wrong direction.
• Doing the right thing but with regard to the wrong object (or vice versa).
• Similar routine is incorrectly selected.
• Miscalculations (transposing figures incorrectly).

Lapses of memory– often linked to interruptions/distractions:

• Forgetting to carry out an action.
• Losing a place in a task.
• Forgetting what we had intended to do.
• Use of check lists can help reduce this kind of error.

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Errors
Skill-based Errors – possible prevention strategies:

• Verification checks:
- Checklists.
- Feedback warning signals if wrong action selected
Design of routines to be distinct from each other.
Supervision.

Errors
Mistakes
We do the wrong thing believing it to be right.
Rule-based mistakes:
We have strong tendency to try and use/select familiar rules or solutions.
Errors occur if:
• No routine is known which will solve the new situation (so we don’t know what to
do).
• We try and apply the usual remembered rules/familiar procedures (because of
familiarity with similar problem from previous experience) even when they are not
appropriate.
• The wrong alternative is selected, or there is some error in remembering or
performing a routine.

Possible Prevention Strategies:

Simple/clear rule sets, system design to highlight unusual or infrequent occurrences,
clear presentation of information.

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Errors

Mistakes
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We do the wrong thing believing it to be right.

Knowledge-based mistakes:

• In unfamiliar situations where no tried and tested rule exists.

• Often related to incomplete information being available or misdiagnosis where, when facing new or
unfamiliar situations, we are trying to solve problems from first principles.

Errors occur when:

• Some condition is not correctly considered/thought through or when the resulting effect was not
expected or is ignored.
• Insufficient understanding/knowledge of the system.
• Insufficient time to properly diagnose.

Possible Prevention Strategies:

Training, supervision, use of checking systems, provision of sufficient
time/knowledge.

Violations

Routine Situational Exceptional

Types of Violations (Deliberate deviations from accepted standard.)

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Routine Violations
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Where violation is the normal way of working within the work group.

Factors (sometimes overlapping) include:

Cutting corners to save time and/or energy - which may be due to:

 Awkward, uncomfortable or painful working posture.

 Excessively awkward, tiring or slow controls or equipment.
 Difficulty in getting in or out of maintenance or operating position (posture).
 Equipment or software which seems unduly slow to respond.
 High noise levels which prevent clear communication.
 Frequent false alarms from instrumentation.
 Instrumentation perceived to be unreliable.
 Procedures which are hard to read or out of date.
 Difficult to use or uncomfortable personal protective equipment.
 Unpleasant working environments (dust, fumes, extreme heat/cold etc.).
 Inappropriate reward/incentive schemes.
 Work overload/lack of resources.

Routine Violations – Factors Cont.

Perception that rules are too restrictive/impractical/unnecessary (particularly true

where has been lack of consultation in drawing up of rules).

Belief that the rules no longer apply.

Lack of enforcement of the rule (e.g. through lack of

supervision/monitoring/management commitment – even sanctioned by
management “turning a blind eye” in order to get the job done.

New workers starting job where routine violations are norm and not realising this is
not correct way of working (may be due to culture/peer pressure or lack of training).
e.g “Speeding” in the general population on public roads has become endemic.

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Situational Violations
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The rules are broken due to pressures from the job, e.g.

 Time pressure.
 Insufficient staff for the workload.
 The right equipment not being available.
 Extreme weather conditions.

Risk assessments should help identify potential for such violations as will
good two-way communications.

Exceptional Violations

Rarely happen and only occur when something has gone wrong.

To solve problem employees believe that a rule has to be broken:

falsely believe that the benefits outweigh the risks.

Means of reducing such violations could include:

Training for dealing with abnormal situations.
Risk assessments to take into account such violations.
Reduction of time pressures on staff to act quickly in novel situations.

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RELATIONSHIP BETWEEN BEHAVIOR & WISDOM

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BEST BEHAVING
There is a strong relationship between behavior &
personal wisdom, the employees at work may be:-
INDEPENDENT
(Self driven, proactive)
 Dependent

 Inter-dependent INTER – DEPENDENT

(Team players, system compliant, learn
from others)
 Independent
DEPENDENT
(Low/ less motivation, believing in others, no
inner drive, more common)

BEHAVIOR BASED SAFETY

FACTORS AFFECTING THE INDIVIDUAL BEHAVIORS

An individual’s behavior could be affected due to

following factors:-
 Age, health, gender ( physical characteristic)
 Training and education
 Education, experience ( social and cultural
influence)
 Home life
 Peer group pressure
 Job satisfaction and security
 Motivation (psychological attributes:)
 Attitude
 Perception

BEHAVIOR BASED SAFETY

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FACTORS AFFECTING THE INDIVIDUAL BEHAVIORS

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HOW TO IMPROVE MOTIVATION

 Recognition of good health and safety performance

 (e.g. praise or financial incentives)
 Disciplining employees who fail to follow rules
 Involving employees in risk assessments, drawing up safe
systems of work, procedures etc.
 Improving the companies health and safety culture
 Demonstrating high level of management commitment
 Ensuring good working environment
 Providing good training and communication
 Setting a good example and setting realistic goals

BEHAVIOR BASED SAFETY

FACTORS AFFECTING THE INDIVIDUAL BEHAVIORS

ATTITUDE
Attitude may be defined as the
tendency to
behave in a particular way in a
certain situation

What affects attitude?

 Culture
 Management commitment
 Experience
 Peer groups
 Home influence

BEHAVIOR BASED SAFETY

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FACTORS AFFECTING THE INDIVIDUAL BEHAVIORS

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PERCEPTION
Perception may be defined as:
The way that people interpret and make
sense of presented information e.g. in
relation to their surroundings

BEHAVIOR BASED SAFETY

FACTORS AFFECTING THE INDIVIDUAL BEHAVIORS

PERCEPTION

Perception can be improved and managed by:

 Increasing awareness of hazards
 Involving employees in risk assessment process
 Increasing knowledge e.g. training
 Identifying reasons for misperceptions
 Addressing environmental factors

BEHAVIOR BASED SAFETY

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WHY HAZARDS MAY BE UNDER ESTIMATED

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 Over-familiarity/complacency
 Lack of instruction,
information & training
 Lack of experience
 Sensory impairment
 Hazards invisible/intangible
 Routine, repetitive tasks
 Inadequate design

BEHAVIOR BASED SAFETY

BENEFITS OF BEHAVIOR BASED SAFETY

 Lower accident rate.
 Increased productivity.
 More confident and competent
workers.
 Better prepared workers.
 Involved workers!
 Improved staff/ worker’s
morale
 Improved Occupational health
conditions
 Reduces compensation claims
 Improved organization’s
reputation BEHAVIOR BASED SAFETY

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 A design team is created

 Target behaviors are chosen
 A critical checklist is developed
 Ensure that you have a measurement system
 Behavioral observations are carried out
 Feedback is delivered
 Make use of the data
 Set improvement goals

BEHAVIOR BASED SAFETY

IMPLEMENTATION OF BEHAVIOR BASED SAFETY - METHODOLOGY

SELECTION OF TEAM

 The most effective way to run a BBS program is

to initially set up a design team.

 The design team should consist of management

and frontline employees, and each member of
the team should have heard about BBS and
volunteer to be on the team.

 This team will design the BBS system, however

all employees will be involved in implementation.

BEHAVIOR BASED SAFETY

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TARGET BEHAVIORS TO BE SELCTED

 Firstly, the design team picks targeted areas/ tasks.

 The team can use data that the site already has; results of safety
audits, safety data, information from safety meetings and informal
interviews with staff (from the past 5 years if possible).
 This will provide a wealth of information around areas in need of
improvement.

 The team determine what would have prevented the reported injuries; if
it is not immediately obvious the team use methods like discussing how
increased situation awareness might have affected the situation.

 From this analysis, the team will identify critical safe behaviors for an
observation checklist.

BEHAVIOR BASED SAFETY

IMPLEMENTATION OF BEHAVIOR BASED SAFETY - METHODOLOGY

DEVELOP A CHECKLIST
 The checklist is comprised of the list of safe behaviors identified in the
above step.

 The list can be shortened according to importance of safety, frequency of

occurrence, observability and overlap with other items on the list.

 The list should be no more than 1 sheet of paper (1 side). It helps to have
definitions for everything that is being measured on the back of the
checklist – try not to leave anything up to subjective interpretation.

 The best way to know if the checklist is useable is to observe an employee

working, and see if all categories on the list can be filled out in an
observation.

 The list will need to be revised a number of times before it can be

considered ready-to-use.
BEHAVIOR BASED SAFETY

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ENSURE MEASURING SYSTEM

The measurement system for an observation program is simply a

frequency count of safe and risk behaviors during an observation.

 When measurement is used effectively, the leader can create an

environment in which people actually want to be measured.

 This can happen when positive consequences are delivered

based on the behavior change that is observed through
measurement.

 When employees receive specific, positive feedback about the

results, then they will see a benefit, aim higher, and want to be
measured.

BEHAVIOR BASED SAFETY

IMPLEMENTATION OF BEHAVIOR BASED SAFETY - METHODOLOGY

BEHAVIOURAL OBSERVATIONS ARE

CARRIED OUT
Consider who will conduct the observations.

Data shows that the most beneficial system is to have all employees
involved in the observation process.

Behavioral observations increase safety behaviors of the observed but

also the observer, so encouraging employees to conduct observations on
each other will benefit all employees.

The team and all employees will need to decide how often observations
will be conducted. Will they occur across or within departments? Will a
single task or employee be observed, or a work area? Will you include
contractors? – if so, try to recruit them at the design phase.

BEHAVIOR BASED SAFETY

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FEEDBACK IS DELIVERED
The observer should summarize significant positive safety behaviors that were
observed and then one or two areas that require change.

Describe the behavior observed, discuss the potential impact and listen to the observer
– this formula can be used for both positive and corrective feedback. In addition to
individual feedback by the observer, overall site feedback should be delivered. The
leader should discuss the results of the observations (categorically, not personally) at
safety meetings, while also providing visual feedback. The easiest and most effective
way to do this is through creation of a graph.

Visual feedback helps us to see how we are doing and also helps us to set goals.
Leaders should respond with positive feedback about any improvements, and not
respond negatively to low numbers on graphs. Instead, they should encourage objective
problem solving.

BEHAVIOR BASED SAFETY

IMPLEMENTATION OF BEHAVIOR BASED SAFETY - METHODOLOGY

MAKE USE OF DATA

You now have valuable data that you can use

to inform you on process changes. Build a
review of the data into existing meetings and
ensure that all staff are informed of any
changes made based on the data, and that
they know it was because of their contribution
(as a group - no names are recorded).

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SET IMPROVEMENT GOALS

 Employees should be encouraged to participate in this, and the goals
should be realistic and based on the current data.

 Set short goals and ensure that each employee knows what behavior
or process they need to work on to reach the goal

 Remember to focus on the safety process itself and not the results –
attempting to manage results will ruin the integrity of the program.

 Instead of setting goals to increase or decrease results, set goals

around the behaviors that lead to these results (e.g., increase wearing
of safety goggles from 80% to 100%).

BEHAVIOR BASED SAFETY

BEHAVIOR BASED SAFETY - APPROACH

 Show your leadership by involving

LEADERSHIP & VISION
 Lead the BBS team by showing commitment

 Have a positive attitude

ATITUDE  Ensure a meet & greet aptitude to build the rapport
 Do not blame the identified employees

 Ask open questions

 Talk about personnel expectation rather recalling the disciplinary
ENGAGEMENT
context
 Use a consultative rather authoritative method

 Appreciate safe behaviors

FEEDBACK  Recognize the compliant employees
 Motivate everyone at work

BEHAVIOR BASED SAFETY

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FINALLY
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REMEMBER – EVERY BEHAVIOR COUNTS

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Behaviour Based Safety

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Training is not a goal, it is part of the solution to a sustained and improved performance

MY BEHAVIOR
AGT
Scaffolding Principles and
for Inspections/Awareness
AUTHORISEDTraining
GAS TESTER
MY SAFETY

Habshan & Bab Plant Introduction 11

What is Behaviour Based Safety?

AUTHORISED GAS TESTER.
Introduc�on
INTRODUCTION
Behaviour Based Safety refers to a wide range of programs which focus
Introduction
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Habshan & Bab Plant Introduction 22

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