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Purpose
To provide the Leader with basic knowledge of a Behavioral Based Safety (BBS) process. To understand that the BBS process is only one component to an effective safety process. To understand that a BBS process is an effective tool to change a corporate culture. At the end of this section you will be able to:
Understand the elements required for an effective BBS process. Use behavioral terms to speak toward BBS processes. Understand the observation and feedback elements of a BBS process.
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Case for Action The Goal of a BBS Process

We are here.

TRI Frequency

5 3 1 0 TIME Maturity of Safety Approach

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We need to get to here.

Safety Process Components

The majority of programs and processes do not address human behaviors, motivate employees to give discretionary effort,
Internal Audits Mandatory Safety Training Safety Program Rules, Policies & Regulations BBS Process

or create momentum to change corporate culture!

The Goal of a BBS Process

No Injury Occurs
FATALITY Lost Time

Reactive

Medical Treatment First Aid/Near Miss

Not wearing eye protection while grinding

AT-RISK BEHAVIORS

Proactive

Identifying the At-Risk Behaviors

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The Key Concepts of BBS

Consequences Control Behavior
Feedback is a Consequence

Feedback is PIC
Motivate Employees Therefore, feedback is a significant new positive immediate consequence being added to the workplace through a BBS Process which will change behavior, culture and motivate Employees.

BBS Key Concepts The ABCs of Workforce Motivation BEHAVIOR

Behaviors Activator A person, place, thing or event coming before a behavior that encourages us to perform that behavior. The way we act on the job.

CONSEQUENCES Events that follow behaviors and affect the chance that they will happen again.

Activators, Behaviors and Consequences Impact Motivation.

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BBS Key Concepts Examples of Activators

POSITIVE
Visibly shows commitment and involvement Communication of safety beliefs, values and vision (Safety Slogan) Motivating, properly executed, competency reassurance High quality, motivated, performed as needed, Up-to-date, easy to understand and follow, task-specific procedures Appropriate, timely Appropriate time, equipment and training available for the job Positive or corrective feedback given at the right time and place

ACTIVATOR Leader

NEGATIVE
Non-commitment to safety Communicates a negative attitude towards safety

Safety meeting Training Safety Policies and Standards Recognition and Reward Resources

Rushed, incomplete information Poor quality, lack of, or too much, wrong type Procedures outdated, not commonly followed Rewarding shortcuts Loss of reason for reward PERCEIVED lack of proper resources to perform the job safely, time restrictions, or cost restrictions Improper or corrective feedback given at the wrong time or place

Feedback

BBS Key Concepts Examples of Behaviors

POSITIVE
Supplies input at the Safety Meeting Provides safety initiatives Wears PPE Consistently drives the speed limit Has no driving violations on record Follows procedures Demonstrates commitment to safety Involved in BBS observation program Consistently performs tasks safely Spends time in field with workforce understanding issues

BEHAVIORS
Action at Safety Meeting PPE Driving

NEGATIVE
Does not participate willingly in Safety Meeting Performing tasks without PPE Is ribbed by coworkers for speeding, speeds past you, has traffic violations on driving record Disregards policies, procedures, rules or standards. Demonstrates lack of commitment to safety

Performing Task

Attitude

Continually negative feedback toward Safety and Management systems

BBS Key Concepts Examples of Behaviors

POSITIVE CONSEQUENCE NEGATIVE

Corrective coaching to help individuals excel Praise in person/public Atta boys, pat on the back Feedback on Near Miss Reports submitted ThankYou! 4 X more positive Recognition Physical rewards Healthy and whole lifestyle

Feedback

Escalating consequences including potential loss of job Inappropriate feedback No feedback, Constant negative feedback Public embarrassment

Task Performance

Major equipment damage First Aid incident Environmental incident Production loss Downtime

Healthy and whole lifestyle Happy and fulfilled

Lifestyle

Injury incidents Stressed and unfulfilled

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BBS Key Concepts

Consequences can be either: P Positive I Immediate C Certain P Positive I Immediate C Certain

or or or

N Negative F Future U Uncertain N Negative I Immediate C Certain

The most POWERFUL consequences are:

or or or

Commonly called PIC/NIC Analysis.

Basic Elements of a BBS Process

Identify the critical behaviors and clearly define those behaviors. Conduct an observation. Provide Feedback:
Immediately after the observation to the person who was observed. To the organization as a whole regarding the overall process.

Perform action planning to remove workplace barriers.

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Basic Elements of a BBS Process

Observation process

Go to the work place and let them know you are conducting an observation. Observe the employee and look for both safe and at-risk behaviors. Mark the datasheet and write comments on the atrisk behaviors observed. Communicate all the safe behaviors you observed & make sure you are specific. Discuss the at-risk behaviors, specifically :
Get agreement on at-risk behaviors. Document employees reason as to WHY the behavior was performed at-risk. Identify possible solutions for the at-risk behavior. Identify the Barriers

Feedback process

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ONE REFERENCE

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DuPont - A 200 Year History of Safety

Powder mill operation began in 1802

First safety rules established in 1811
Safety is a line management responsibility. No employee may enter a new or rebuilt mill until a member of top management has personally operated it E. I. du Pont

Safety statistics began in 1912

Belief that all injuries are preventable developed in the 1940s

Off-the-job safety program began in the 1950s
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Injuries and Incidents Do Not Have to Happen . . .

A new on-the-job injury or illness case every

SEVEN
seconds

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Only Zero Tolerance is Acceptable

Each day 16 people will not die in a work-related accident. Each year over 4 million people will not be hurt or made ill in US private industry. Families and communities will prosper.
No physical pain, no deep emotional anguish for the workers family, no negative talk about your organization in the community.

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 Do you have the fundamentals in place that will form a solid foundation for any safety program?

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Safety Values & Principles

Core values are the cornerstone of who you are and what you stand for.

Safety and Health

Environmental stewardship Highest ethical behavior Respect for people

Principles are the ways you live your values day by day.

Line managers are accountable for the safety performance of their employees. Working safely is a condition of employment. Employees must receive appropriate training.
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An Integrated Safety Management System

Leadership
Visible, demonstrated commitment Clear, meaningful policies and principles Challenging goals and plans High standards of performance

Safety Management System

Structure

Line management accountability Supportive safety staff Integrated committee structure Performance measurement and progressive motivation

Process & Action

Thorough investigations and follow-up Effective audits and re-evaluation Effective communication processes Safety management skills

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Safety Excellence Requires A Culture Shift

Involvement / Ownership by All Employees

Reactive
Safety by Natural Instinct Compliance is the Goal Delegated to Safety Manager Lack of Management Involvement

Dependent
Management Commitment Condition of Employment Fear/Discipline Rules/Procedures Supervisor Control, Emphasis, and Goals Value All People Training

Independent
Personal Knowledge, Commitment, & Standards Internalization Personal Value Care for Self Practice, Habits Individual Recognition

Interdependent
Help Others Conform Others Keeper Networking Contributor Care for Others Organizational Pride

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 Behavior Based Audits

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Cause of Injuries
Where do our injuries come from?

Unsafe Conditions

4% 96%

Unsafe Acts

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Injuries: A Matter of Probabilities

FATAL MAJORS

RECORDABLE INJURIES

NEAR-MISSES OR FIRST AID

HAZARDS Unsafe Acts Employee Created Unsafe Conditions

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Auditing for Safety

Focuses attention on safety. Shows how well safety is understood and applied. Shows where systems are working well. Helps identify weaknesses in systems. Helps clarify your safety standards. Raises awareness of safety issues. Identifies where people take risks. Prevents injuries.

But - does NOT try to catch people doing something wrong!

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Skills Required
...for conducting effective Safety Audits

Noticing:
Unsafe acts Safe work practices Unsafe conditions

Talking about:
Safe practices
Unsafe acts

Unsafe situations
Other safety issues

Unsafe situations

Gaining Commitment

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Observation Categories
help sharpen & sort observations

Reactions of people

Positions of people
Personal protective equipment Tools and equipment Procedures Orderliness standards
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Why are people reluctant to approach another person around safe and unsafe behavior?

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Contacting Someone Working Safely

Start with a positive comment.

Engage the employee in conversation. End with thanks.

Chart 6

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When Someone Is Working Unsafely

... a framework for the Audit Discussion
1. Observe; then contact.

2. Comment on safe behavior. 3. Discuss Consequences of unsafe act. Safer ways to do the job.
If you comment... Express your concern. Focus on effects, not acts. If you question... Question to explore. Question to learn, not to teach.

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... a framework for the Audit Discussion

1. Observe; then contact. 2. Comment on safe behavior.

When Someone Is Working Unsafely

3. Discuss

Consequences of unsafe act. Safer ways to do the job.

4. Get agreement to work safely. 5. Discuss other safety issues. 6. Thank the employee.

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The Benefits of Safety Excellence

Improves business performance while protecting the lives of employees and contract workers Enhances existing business practices, including environmental and health processes Increases productivity while decreasing operating costs Helps protect brand and public image Leverages current strengths of your organization
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2006

Safety Perception Survey Useful Tool

Leadership Managers Supervisors Structure Processes & Actions Key
Strength Satisfactory Weakness

Professionals Hourly Workers

2007
Managers Supervisors Professionals Hourly Workers

Leadership

Structure

Processes & Actions

Sustainable culture improvement can not be achieved overnight.

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Sustaining a safety culture involves improving your competency & execution in all of the cultural elements.
World Class V Excellence IV Skill Awareness III II

FundamentalsI

ff t g n n s ts y g s ty ty nt lan e Std c oun ty Sta Safe ivia tio c atio rainin por u ditin Safe o lic me P e t P i c n R r t c r m A ty o ni & yT afe r g fo s& an ty A rac to om Safe e M mmu afet oal form es p & ive S In v Safe t v O i tC n G S e s o r t g iv M Co ted Pe res ay C n uos g R ppo r fety ens gra Prog i Or u Sa t h W e S t n e e r In wo Lin Co o mp eT C v i t ec f f E

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Leaders Roles and Responsibilities

Ensure that BBS processes are in place within your work group. Make certain employees utilize the process. It is important that we involve all our subcontractors in the BBS process. They can use their own, or are free to use your companies with the proper training. Participate in the process use the language, conduct observations, ask to see the data, provide support. Ensure that all employees have been provided with the training necessary to conduct observations and provide feedback. Ensure that employees are allotted the time to participate in the BBS process either by conducting observations, attending training, or participating on the oversight committee.

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