Behaviour Based Safety For Continuous Improvement CONTENTS 1

Behaviour Based Safety (For Continuous Improvement)

CONTENTS 1. 2. 3. 4. 5. 6. 7. 8. ST Marine’s Strategic Thrusts Safety Policy Safety Road Map What is BBS? What is the Purpose of BBS? Why BBS? BBS – “COACH” Process BBS Observation and Feedback Process Shifts Bad Habits to Good Habits 9. BBS Thrust Programmes 10. BBS Observation Checklist n. Generic Checklist n. Specific Checklist

1. ST Marine’s Strategic Thrusts The 5 strategic thrusts that support the ST Marine’s business are: n Customer n Safety n People excellence n Operational excellence n Financial results Safety is one of the 5 strategic thrusts. It is an integral part of corporate management system. It is one of the areas of business with major cost-reduction potential

2. Safety Policy n Safety is of prime importance and is the responsibility of everyone who works in our company's premises.

2. Safety Policy n Safety is of prime importance and is the responsibility of everyone who works in our company's premises. n The company will provide and maintain a safe and healthy working environment through training, educating and proper equipping of the workforce as well as incorporating a system of routine checks in the working procedures.

3. Safety Road Map Reactive Past Prescriptive

3. Safety Road Map Future Proactive Reactive Past Prescriptive Behaviourbased

3. Safety Road Map Future Proactive Reactive Past Behaviourbased -Shifting the focus of Safety from reactive approach to proactive approach; Prescriptive -Paradigm shift in the prescriptive approach toward Human Factor Safety (Behavioural Based Safety); -Long term approach is to focus the change of the safety mindset of workers and internalize it into them.

3. Safety Road Map Facilities Improvement Supervision Zero 1967 1980 Compliance Control Dependent Stage Improvement of facilities and equipment • Regulatory compliance • Supervision • Governed by rules and regulations • Management-centred activities • Disciplinary as a development tool Acceptance 2002 and beyond

3. Safety Road Map Facilities Improvement Supervision Safety Management Systems Self Zero 1967 1980 Compliance Control Dependent Stage Acceptance Independent Stage Improvement of facilities and equipment Safety Management System (14 elements) • Regulatory compliance • Self-regulatory system • Supervision • Self-Discipline • Governed by rules and regulations • Self-Responsibility • Management-centred activities • Disciplinary as a development tool • Care for self • Safety is line function 2002 and beyond

3. Safety Road Map Facilities Improvement Supervision Safety Management Systems Self Mindset change Internalize safety into individual Behavioral Based Safety Zero 1967 1980 Compliance Control Dependent Stage Acceptance Independent Stage 2002 and beyond Commitment & Dedication Interdependent Stage Improvement of facilities and equipment Safety Management System (14 elements) Safety management system (ISRS -20 elements) • Regulatory compliance • Self-regulatory system Behavioural based Safety • Supervision • Self-Discipline • Team Commitment • Governed by rules and regulations • Self-Responsibility • Development in Team • Care for self • Help Others Conform • Safety is line function • Value for Each Other • Management-centred activities • Disciplinary as a development tool • Team Goals

4. What is BBS? Behaviour- Based Safety Ø BBS is a process of reinforcing “safe” behaviours and identifying and correcting “At risk” behaviours

4. What is BBS? Behaviour- Based Safety Ø BBS is a process of reinforcing “safe” behaviours and identifying and correcting “At risk” behaviours Ø Use of psychology to promote safety

4. What is BBS? Behaviour- Based Safety Ø BBS is a process of reinforcing “safe” behaviours and identifying and correcting “At risk” behaviours Ø Use of psychology to promote safety Ø It is a systematic ongoing process that clearly defines a set of behaviours reducing people’s risk of injury

4. What is BBS? Behaviour- Based Safety Ø BBS is a process of reinforcing “safe” behaviours and identifying and correcting “At risk” behaviours Ø Use of psychology to promote safety Ø It is a systematic ongoing process that clearly defines a set of behaviours reducing people’s risk of injury Ø Managing safety based on what people think, feel and do

5. What is the Purpose of BBS? To remove barriers

5. What is the Purpose of BBS? To remove barriers Activators

5. What is the Purpose of BBS? To remove barriers Safe behavior Activators At-risk behavior

5. What is the Purpose of BBS? To remove barriers Consequence Safe behavior Activators At-risk behavior Consequence

6. Why BBS? n Accident rates can be lowered through improvement of facilities and working environment. They can be lowered further through a comprehensive safety management system. However despite our continued efforts in improvement of our safety system, facilities and working environment, our accident frequency and severity rates have stagnated. To bring the accident rates down to zero level requires a system of managing human behaviours through BBS.

7. BBS “COACH” –Process “Our Very Own” COACH Process “C” : Checklist preparation

7. BBS “COACH” –Process “Our Very Own” COACH Process “C” : Checklist preparation “O” : Observe the act of workers

7. BBS “COACH” –Process “Our Very Own” COACH Process “C” : Checklist preparation “O” : Observe the act of workers “A” : Act / Intervene at-risk behaviour and encourage safe behaviour

7. BBS “COACH” –Process “Our Very Own” COACH Process “C” : Checklist preparation “O” : Observe the act of workers “A” : Act / Intervene at-risk behaviour and encourage safe behaviour “C” : Communication and give feedback for improvement

7. BBS “COACH” –Process “Our Very Own” COACH Process “C” : Checklist preparation “O” : Observe the act of workers “A” : Act / Intervene at-risk behaviour and encourage safe behaviour “C” : Communication and give feedback for improvement “H” : Help to prevent injuries and remove barriers. Show care to employees

7. Behaviour-Based Safety COACH Process The five basic steps in the observation & feedback process CHECKLIST PREPARATION

7. Behaviour-Based Safety COACH Process The five basic steps in the observation & feedback process CHECKLIST PREPARATION OBSERVE THE ACT OF WORKER

7. Behaviour-Based Safety COACH Process The five basic steps in the observation & feedback process CHECKLIST PREPARATION OBSERVE THE ACT OF WORKER ACT / INTERVENE AT-RISK BEHAVIOUR

7. Behaviour-Based Safety COACH Process The five basic steps in the observation & feedback process CHECKLIST PREPARATION OBSERVE THE ACT OF WORKER ACT / INTERVENE AT-RISK BEHAVIOUR COMMUNICATE AND GIVE FEEDBACK

7. Behaviour-Based Safety COACH Process The five basic steps in the observation & feedback process CHECKLIST PREPARATION OBSERVE THE ACT OF WORKER ACT / INTERVENE AT-RISK BEHAVIOUR COMMUNICATE AND GIVE FEEDBACK HELP WORKERS BY REMOVING BARRIERS

8. BBS Observation & Feedback Shifts Bad Habits to Good Habits Unconscious Incompetence “bad habits” Practice only makes permanence Feedback makes perfect UI: Do not know the safe way to do the job.

8. BBS Observation & Feedback Shifts Bad Habits to Good Habits Unconscious Incompetence “bad habits” Conscious Incompetence “learning” Practice only makes permanence Feedback makes perfect UI: Do not know the safe way to do the job. CI: Know the safe way to do the job, but do not know how to do it safely.

8. BBS Observation & Feedback Shifts Bad Habits to Good Habits Unconscious Incompetence “bad habits” Conscious Incompetence “learning” Practice only makes permanence Feedback makes perfect Conscious Competence “rule compliance” UI: Do not know the safe way to do the job. CI: Know the safe way to do the job, but do not know how to do it safely. CC: Know how to do the job safely and comply with safety rules and regulations

8. BBS Observation & Feedback Shifts Bad Habits to Good Habits Unconscious Incompetence “bad habits” Conscious Incompetence “learning” Practice only makes permanence Feedback makes perfect Unconscious Competence “safe habits” Conscious Competence “rule compliance” UI: Do not know the safe way to do the job. CI: Know the safe way to do the job, but do not know how to do it safely. CC: Know how to do the job safely and comply with safety rules and regulations UC: Having a habit of doing the job safely

9. BBS Thrust Programmes S/No Type of programme For Frequency Administered by BBS Training 1. Inclusion of BBS module into the scope of induction training Management staff On the day of employment SM (Safety) 2. Inclusion of BBS module into the scope of induction training Workers On the day of employment SM (Safety) 3. BBS Training for trainers Management staff As and when required HR Mgr 4. BBS training Management staff Every 3 months SM (Safety) 5. BBS training Observers /supervisory staff As per planned scheduled SM (Safety) 6. BBS awareness training for workers Workers Every 3 months Department Heads BBS Observation & Feedback Progammes 1. BBS Observation and Feedback by department heads Workers Once-a-week Works Managers 2. BBS Observation and Feedback by supervisory staff Workers Once-a-week Department heads Safety Officer Once-a-month SM (Safety) BBS System administration 1. Submission of BBS observation checklist

9. BBS Thrust Programmes S/No Type of programme For Frequency Administered by BBS Data Analysis and action plan 1. Analysis of data collected Workers Quarterly Operation Mgr /VP(Y) /VP(O)/ VP(CNMB) 2. Department action plan to remove barriers Workers Quarterly Works Managers BBS Program Review 1. Review observation checklist Observers Once a year SM (Safety) 2. BBS program review for Yard Once a year Chairman Steering Committee 3. BBS program review by Division Quarterly Operation Mgr/ VP (Y)/ VP (O)/ VP (CNMB) BBS Promotion and Publication 1. BBS guide book Observers and management staffs - BBS launching organising committee 2. BBS awareness Workers On going SM (Safety) 3. BBS posters display Employees On going SM (Safety) BBS Refresher Training 1 BBS refresher training Observers Once in every 3 years SM (Safety) 2. Corrective Safety Behaviour Enhancement Program Workers As and when necessary SM (Safety)