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BEHAVIOR BASED SAFETY
(BBS)
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Key Factors For Effective HSE Management
Risk
Standards Policies Audits
Assessments
Engineering
People Procedures Communication
Controls
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Basic Behavior Principles
Safety in the workplace
PERSON ENVIRONMENT
HSE
BEHAVIOR
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Basic Behavior Principles
The Person
PHYSICAL
CAPABILITIES EXPERIENCE
TRAINING
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Basic Behavioral Principles
The work environment represents:
ENGINEERING
EQUIPMENT
CONTROLS
JOB TASK WORK CULTURE
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Basic Behavior Principles
The final, most often overlooked component is
BEHAVIOR
What the person
does on the job?
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THE ICEBERG
HOW MUCH DO YOU SEE OF AN ICEBERGE ?
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THE ICEBERG
ONLY 10% OF
ANY ICEBERG
IS VISIBLE.
THE
REMAINING
90% IS
BELOW SEA
LEVEL.
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THE ICEBERG
10 %
VISIBLE
ABOVE SEA LEVEL
SEA LEVEL
INVISIBLE
BELOW SEA LEVEL
90 %
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THE ICEBERG
• The Iceberg phenomena is also applicable on
human beings…………………..
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THE ICEBERG
KNOWLEDGE
KNOWN SEA LEVEL
TO OTHERS
&
SKILLS
UNKNOWN
TO OTHERS
ATTITUDE
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THE ICEBERG
• In other words,
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THE ICEBERG
KNOWN BEHAVIOR
TO OTHERS
SEA LEVEL
UNKNOWN
TO OTHERS
VALUES – STANDARDS – JUDGMENTS
ATTITUDE
MOTIVES – ETHICS - BELIEFS
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WHAT MAKES YOUR LIFE 100% ?
Let each letter of the alphabetic has a value equals to it sequence of the
alphabetical order:
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
S K I L L S = 82
19 11 9 12 12 19
K N O W L E D G E = 96
11 14 15 23 12 5 4 7 5
H A R D W O R K = 98
8 1 12 4 23 15 18 11
A T T I T U D E = 100
1 20 20 9 20 21 4 5
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THE CAN DO ATTITUDE
• You CAN DO everything, but not all at once.
• You CAN DO everything, if it’s important enough for you
to do.
• You CAN DO everything, but you may not be the best at
everything.
• You CAN DO everything, but there will be limitations.
• You CAN DO everything, but you’ll need help.
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Not Operating Excavator As Per Safe Systems of Work
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Achieving HSE Improvement
Culture & Behavior Continuous
e.g. Involvement, training, Improvement
recognition, ownership
I
m
P
r
Procedures & Systems
o
e.g. SOP’s, Risk Assessments
v
Spillage Procedures
e
m
Procedures & Systems
e
e.g. Hazard Studies, PHR,SHE Critical
n Equipment, Plant Mods, Guarding
t
Time
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Focusing on Behaviors can Reduce Injuries
Fatality
Serious Injury
Minor Injury
Near Miss
At- Risk Behavior
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Behavior - Based Safety
• Is a process that helps employees identify and
choose a safe behavior over an unsafe one.
What is a behavior safety programme?
• ‘A behavioral safety programme is designed to modify peoples
behavior whilst working, leading to improved safety culture and
performance’
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Behavior-Based Safety
Behavior Modification
Positive ( Safe) Negative (At – Risk)
• Changing the way you usually do • Not wearing PPE or using general
your job to a safer method safety equipment
• Reminding co-workers about taking • Not following safety
safety precautions procedures/programs (welding
procedures, lockout-tag out, ladder
• Consistently wearing your PPE
safety) taking shortcuts.
• Consistently using safety program
• These behaviors are considered
procedures
unacceptable and are not fair to rest
• Reminding co-workers that they of the department. They reflect
should be wearing PPE-motivating negatively on the department as
them whole.
• Providing feedback to supervisors
that some employee’s are not
following safety procedures or
wearing their PPE.
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Behavior - Based Safety
At- Risk Behavior is Usually a Result, NOT a Cause
Poor Communication Job Design
Lack of Accountability No Supervision
Poor Ergonomic Confusing Procedures
Time/ Pressure Inadequate Training
Peer Pressure Imperfect Memories
Bad Habit
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The “ABC” Model of
Human Behavior
Activator Behavior Consequence
• Activators direct Behavior
• Consequences motivate Behavior
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The Behavior – Based Safety Process
Behavior-based safety is based on four key Components;
• A behavioral observation and feedback process
• A formal review of observation data
• Improvement goals, and
• Reinforcement of improvement and goal attainment
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Behavioral Observation and Feedback
• Observations provide direct, measurable information on
employees’ safe work practices.
• Employees are observed performing their routine task.
• The observer documents both safe and unsafe behaviors.
• The employee is then provided positive feedback on the safe
behaviors and non-threatening feedback on the unsafe
behaviors.
• They are also provided with suggestion on correcting the
unsafe behaviors.
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Formal Review of Observation Data
• Data is analyzed to determine the employee’s/dept’s improvement
in safe behaviors
• It can be looked at as an overall percentage, e. g. If there are
twenty items on the checklist and the worker performed 10 of
them safely, then he would be get 50 % safe
CONTINUAL
I
m
IMPROVEMENT
P
r 90%
o
v 75%
e
m
e 50%
n
t
Time
• Observation could be graphed and displayed for employees to view
• When the graph shows improvement, it provides positive reinforcing
feedback to employees.
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Improvement Goals
• Setting improvement goals increase the effectiveness of feedback
and the success of the behavior-based safety process.
The goals can be take different forms, such as;
1. Percentage safe goals
2. Process goals
3. Implementation goals
• Management much provide immediate, positive feedback to
reinforce safe behavior.
• Rewards can be an effective means of reinforcing goal attainment
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Results
• Increase Morale
• Increase Productivity
• Increase Efficiency
• Increase Profitability
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Thank You For Your Attention
