Behavior Based Safety Health and Safety Observation Program

Behavior Based Safety Health and Safety Observation Program

Behavior Based Safety All attendants have received a copy of the DCM corporate program. This document outlines: • Purpose, goals and objectives • Responsibilities and definitions • Procedures DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 2

What is Behavior-Based Safety? • The intent of this program is to focus on reporting correct actions as well as at-risk behaviors, actions that are making our work environment safer; • Reporting safe behaviors builds positive reinforcement throughout the whole organization; • Positive and safe behavior is often overlooked and actions are going unrecognized when they should be communicated. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 3

What is Behavior-Based Safety? • Focuses on safe behaviors and actions that can contribute to incident prevention; • Focuses on at-risk behaviors that can lead to injury; • BBS is an incident prevention process; • Positive reinforcement process. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 4

Why and where BBS? • Behavior Based Safety is for you, not only for the company; • Behavior Based Safety can be applied anywhere in the workplace; • Modify or influence behaviors of our employees into safe behaviors; • Increase employees’ involvement in the Safety management system; • Focus on constructive and positive reinforcement. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 5

Attitudes What is an attitude? Attitude can be defined as a predisposition or a tendency to respond positively or negatively towards a certain idea, object, person or situation. Attitude influences an individual’s choice of action and responses to challenges, incentives and rewards. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 6

Attitudes (cont. ) Its components are affective, behavioral intentions, and cognition. All these components greatly affect our attitudes: • Affective has to do with feelings and emotions; • Behavioral intentions are how a person acts; • Cognition has to do with belief and opinions held consciously; ________________________ • Attitudes are formed through life lessons, the people around, and personal experience; • Attitude is also seen as the way we are acting when others are not looking. Attitude is a natural tendency. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 7

Behavior What is a Behavior? An individual’s response to an action, his environment, a person or stimulus. • Behavior is also seen as the way we are acting when others are looking. Behavior is more often a conscious choice. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 8

Ethical Behavior • First, ethics is the concept of having moral values and behaviors; • Ethical behavior is conducting oneself in a way that is common with a certain set of values, whether personal or institutional; • Companies and their workers depend on their reputations, so when a company or a worker holds strong ethical values it brings positive results; DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 9

Leading by Example • If you are acting with a negative and unsafe behavior, will it influence the people surrounding you? How? • If you are acting with a positive and safe behavior, will it influence the people surrounding you? How? Discussion with all attending Feedback from the group (2 -3 minutes) DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 10

Leading by Example • The impact of leading by example to change the culture • Are only Supervisors leading by example? • Can a worker or a subcontractor lead by example? BBS Discussion with all attending Feedback from the group (2 -3 minutes) DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 11

The Safety Triangle There are three aspects closely related that influence each other : Environment Everything around us can affect our behavior in a positive or negative manner. (People, equipment, work surroundings, lighting, noise levels, weather) DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 12

The Safety Triangle There are three aspects closely related that influence each other : Behavior Our actions and the actions of those around us affect our behavior, because behavior is a conscious choice. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 13

The Safety Triangle There are three aspects closely related that influence each other : Person It is the individual who initiates actions in the work environment. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 14

The Incident Pyramid - In order to understand what it takes to reduce injuries, we need a good understanding of where incidents come from; - The pyramid clearly shows that if “At-Risk Behaviors” are addressed, the risk of an incident does not escalate the pyramid. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 15

The Incident Pyramid - The ratio of 1 – 300 – 3, 000 – 300, 000 indicates clearly how ineffective it is to direct our major effort only towards the few events resulting in serious incidents when there are so many significant opportunities that provide a much larger basis for more effective control of total incident losses; - The point is that major incidents are rare events. There are many opportunities to take action against more frequent, less serious events, preventing therefore major losses from occurring; - If we understand where the potential incident starts, we can control it; - Behavior Based Safety is based on that principle. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 16

Incident Causes Two major components causing incidents: • Unsafe Acts/Behaviors • Unsafe conditions - 85 % of all incidents are caused by unsafe Acts/Behaviors; - 15 % of all incidents are caused by unsafe conditions. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 17

There are three types of at-risk behavior: • Conscious behavior • Habitual behavior • Unintentional behavior BBS is about unintentional behavior and habitual behavior. To be more specific, it's about how to prevent mistakes or errors you never wanted to make in the first place. A constructive intervention with a positive approach to address at-risk actions will have more effect on unintentional and habitual behaviors. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 18

Reality is… most of the time our own Bad Habits and/or our Lack of Thinking Things Through Gets us hurt!!! DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 19

BBS • Rushing • Frustration • Fatigue • Complacency CAN CAUSE OR CONTRIBUTE TO THESE “FIVE CRITICAL ERRORS” -Eyes not on Task -Mind not on Task -Line of Fire -Balance / Traction / Grip -Improper Practices DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 20

INCREASING THE RISK OF INCIDENT / INJURY! Rushing Eyes not on Task Frustration Mind not on Task + Line of Fire Fatigue Balance / Traction / Grip Compacency Improper Practices = Incident / Injury DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 21

BBS • Has rushing ever been a factor in an injury or close call? • Have you ever or almost fallen asleep while driving your motor vehicle? • How many of you have almost hit another car because you didn’t see it? • Have you ever cut corners to save time? DCM-CR-FR-311 -A BBS REV. 2 Unit 1 15/06/01 │ 22

Scenario • Relate to an incident or unsafe behavior and share it with the group. 2 – 3 minutes DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 23

Safe Behaviors • Now that we have covered at-risk behaviors and their causes: It is also critical to understand the power of positive reinforcement and impact of recognizing safe behaviors in the workplace; Recognizing safe acts and behaviors is as important as addressing unsafe acts. This is where positive and constructive reinforcement resides. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 24

Behavior • Observable Action § Safe Behavior (Positive reinforcement motivates change) § At-risk Behavior (Causes most incidents) • What positive and culture changing impact can I have when recognizing safe behaviors amongst my peers? • How bad could this be if the at-risk behavior remains unaddressed? DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 25

A Culture of Safety • Safety is central to how business is run. Business Success • Safety is managed (just like production and quality). • It is everyone’s responsibility. • Safety is recognized. Production Quality Safety • There is an effort to continually improve safety. • Management and employees follow through. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 26

Culture of Safety • A culture of safety is what we need: - Safety integrated into work (like production & quality); - It is not just up to management to create this culture, it is up to each and everyone of us. • • • Catch someone working safely – Praise him and let him know it’s right! Notice an unsafe action – Speak up and give feedback to the other person; Respond non-defensively to someone’s feedback to you. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 27

Influencing Safety • Set the example. • Participate in improving safety. • Recognize others working safely. • Coach and help others when you see unsafe actions. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 28

Why do we refrain from stopping unsafe acts? Let’s identify barriers that keep us from speaking up for safety: • Have you ever spoken directly to someone about something he was doing that you knew was unsafe? • What are the reasons we are often reluctant to approach individuals? Group participation 2 -3 minutes DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 29

Speaking up for our peers and their Safety • Right mindset – a conviction that safety is everyone’s responsibility (I am my brother’s keeper. ) • The four keys to giving someone safety feedback are: 1. Stay positive & show concern and care. 2. Be clear about the unsafe behavior and its possible consequences. 3. Be specific and suggest the behavior change for the best. 4. If you later see this, compliment the person: Nice Job! That’s the smart way. • Timely – Wait and you may be TOO LATE! DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 30

Observation and Feedback • Observation and feedback goals: - Create a situation where employees will consciously practice safe behaviors. - Positively reinforce safe behaviors. - Positively address co-worker when at-risk behaviors are observed. - Through feedback look for the cause of at-risk behaviors: consciousness, facility/equipment, disagreement, personal choice, etc. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 31

Observation and Feedback (cont. ) • Follow standard procedures for all observations. • Observations should be brief but thorough. • Focus on actions, showing respect and genuine concern for worker being observed. • Keep information confidential, it is not a blaming or disciplinary tool (Only the result of the observation must be used to improve). DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 32

Observation Procedures • Familiarize yourself with the work area and project observing; • Introduce yourself and ask permission to observe; • Observe task, looking at safe work practices listed on the observation cards; • Immediately stop and safely correct any imminent danger situations (Stop the job and discuss the concerns). DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 33

Observation Procedures (cont. ) • At the completion of the observation, stop the job and give positive feedback; • Positively reinforce safe practices (remain constructive); - Give corrective feedback. • Record elements found that may produce at-risk behaviors; • Elements : Person and Environment. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 34

Feedback • Give positive feedback for safe work practices. • Give corrective feedback: § Why at-risk or safe practice was used? § If it was at-risk: ask if another method, using safe practices, could be used; § Offer constructive ideas; § Review comments recorded on observation cards with employee (names are not mandatory). DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 35

Feedback (cont. ) • Thank employee for allowing the observation; • Ensure the observed employee understands that the process is confidential and is not used for disciplinary actions but for improvement of the Safety program; • This is fact finding, NOT fault finding. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 36

Feedback / Resistance • Remember participation is voluntary; • Listen to disagreements; • Respect their position and find points you can agree on. (Remember, the goal is positive reinforcement); • You may not have all the answers! Don’t act like you do: ask for assistance if required. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 37

DCM – Observation Book DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 38

DCM - Observation Book • How many observations are wanted? • One observation per worker per work week is requested; • All workers are encouraged to complete more than one per work week. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 39

Data Analysis / Reports • Cards are collected via suggestion boxes identified to this effect in your lunch rooms and strategic locations on site; • Observation cards will be collected by the Safety representative and reviewed; • Reports will be generated for at-risk behavior analysis and to initiate action planning. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 40

Summary Behavior Based Safety • Reflects a proactive approach to safety and health management; • Reflects a proactive approach to incident prevention; • Must reflect positive reinforcement and constructive cooperation between peers. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 41

Summary Behavior Based Safety • The intent of this program is to promote positive reinforcement and change the old belief that only the negative should be reported; • Promoting and reporting positive and behaviors/actions allow positive reinforcement; safe • Focuses on at-risk behaviors that can lead to injury; • Focuses on safe behaviors that can contribute to incident prevention; • It is an incident prevention process as well as Safety culture process. DCM-CR-FR-311 -A BBS REV. 2 15/06/01 │ 42

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