Behavior Based Safety

1
Behavior Based Safety

Is
Safety
a
BEHAVIOR?
2
Itogon, Benguet Landslide, 69 death toll, Sept.
20, 2018

3
Mt. Province Landslide, death toll, 24,
Nov. 5, 2018

4
 PEME Consultancy, Inc.
“Contracting, Training & Consulting”
www.peme.org
“We care for People, Environment, Materials & Equipment”
Suite 305-306, Link Centre, No. 2. Gen. Atienza St., San Antonio Village, Pasig City
Tel. No. (632) 477-69-73, 661-35-71, 245-15-61, 785-16-85

Department of Labor and Employment

Accreditation No. 1030-012014-0035
JOEL B. ELLO
E-mail address: jbello@peme.org
2. Attended Foreign Training/traveled:

 Bismarck, Nortk Dakota, USA

 Chicagi, Illinois, USA
 Guam, USA
 Macau, China
 Israel
 United Kingdom (UK), London & England
 South Korea
 Construction Safety, Feb. 2008-OSHA/NSC, Bismarck, North Dakota, U.S.A.

 Safety Management System, Tokyo, Japan, March 2013

 Power Plant Safety, Tokyo & Hiroshima, Japan, July-Aug. 2003

 Fellow –JAPAN ELECTRIC POWER INFORMATION CENTER (JEPIC-ICC), 2003

 -JAPAN INDUSTRIAL SAFETY AND HEALTH ASSOCIATION (JISHA)

 National Safety Council Congress, Chicago, San Diego, CA, U.S.A,

 OSH Congress, Singapore,
 Confined Space Safety, Taipei, Taiwan,
JOEL B. ELLO
E-mail address: jbello@peme.org
MOBILE 0926-680-2778

3. Significant Accomplishments:

Former CORPORATE SAFETY OFFICER

National Power Corporation, 1991-2008, 18 years with power sector

Former Vice President, SPC Cable TV Network, Inc. (1997-2003)

Former Consultant, ABSCBN

Former National Vice President, ASPPI (2001-2003)

HIGHEST EDUCATIONAL ATTAINMENT:

MASTER IN BUSINESS ADMINISTRATION (MBA)

University Scholar-Mindanao State University
POST GRADUATE COURSE-ATENEO DMU
JOEL B. ELLO
MOBILE 0908-898-5448; 0917-772-8008

E-mail address: jbello@peme.org

1. ACCREDITATIONS/CERTIFICATIONS:

Accredited Occupational Safety & Health Consultant (DOLE)

Certified Safety Officer, Department of Energy

Certified Instructor, Philippine National Red Cross

Certified National Trainer, Civil Service Commission

Certified SCUBA Diver, PADI, Australia

JOEL B. ELLO MOBILE 0917-772-8008, 0908-898-5448

E-mail address: jbello@peme.org

joelello8888@yahoo.com

President & CEO

PEME Consultancy, Inc.,
305 Link Condominium, San Antonio Village, Pasig City

President & CEO

Proactive Lifestyle Corporation,
306 Link Condominium, San Antonio Village, Pasig City

President & CEO

Active Trading and Consultancy Solutions, Inc.
Board of Director
Ihealth Medcare, Inc.

Chief Operating Officer (COO)

SmartCon Builders, Inc.
STUDIED BEHAVIOR-BASED SAFETY
WITH

PROF. DOMINIC COOPER

Author
Behavior-Based Safety
Harvard University
 Course Outline
•• Objectives
Objectives • Effects Of Accidents
• Introduction • Accident Ratio Study
•• Benefits
Introduction
of Behavior Based Safety • Cost of Accident
System • Basic Work Accident Causation
• Behavior Based Safety is Beyond • Accident Prevention
Safety Level
• Behavior Based Safety
• – Behavior
Why Causation
Safety Programs Do Not Work?
Approaches
• – How
Core Elements in Successful
People Safety
Are Being • Safety Observation Process
programs
•
Shaped?
Traditional Safety
• Safety Observation Items
• – Where Are
Organizational We Now
Performance In
Model
[Checklist]
Safety? • Coaching and Feedback
• Human Behavior Function
• Behavior Based Safety Process
– – Benefits
The Behavior Basedof Behavior
Safety Challenge
– BasedModel
Motivation Safety
Approaches
• In case of emergency, Locate your Exit, proceed to
assembly area
• Mobile Phones to Silent Mode
• Foods & Drinks
• Active Participation
• Punctuality & Alertness
• Attendance Sheet, nametags/ID’s,
• Manuals/Materials
• Learning with Fun!
• Evaluation/Final Exam.
Please advise/inform seatmates!
 Objectives
• Understand the benefits of behavior-based
systems.
• Identify the hazards in the workplace and
determine the risk associated with them;
• Report hazards and control them;
• Improve communication across the
organization; and
• Understand why positive reinforcement is
much more powerful than negative
reinforcement;
• Familiarization on basic principles of how to
motivate safe behavior;
• Company’s readiness for behavior-based
safety.
• Comparison of different behavior-based
systems on the market today.
Rate Objectively Philex Mining in terms of
safety and health culture

Safety and Health Culture

WORKFORCE
SUPERVISOR

MANAGEMENT

1 2 3 4 5
Little or Responds Good on Makes it Safety and
no to statistics paper work health- Passion
interest and Way of life
 Introduction
Dan Petersen on behavior-based safety

“...as I look at what we, as safety practitioners, have

done to the best concepts for possible
improvement, it seems we have done everything
possible to make sure this (the behavior based
safety) approach will fade away – just another
“safety program of the month.” Maybe the answer
is to learn how to manage safety and health first,
then implement these behavior-based
approaches.”
 Introduction
There is no universal agreement about behavior-based safety.

“Most behavior based safety programs are fundamentally

outdated and erroneous theories repackaged for modern
marketing. Salesmen for behavior based safety programs claim
to eliminate workplace injuries and improve relationships
between supervisors and workers. But often times, these safety
programs set up elaborate mechanisms to observe, coach,
reward, and discipline workers. Behavior based safety programs
appeal to many companies because they make health and
safety seem simple, do not require management change, focus
on workers, and seem cheaper than correcting hazards. The
programs ignore the most appropriate methods for eliminating
health and safety hazards.”
 Introduction

Could leadership-based safety be the key?

Behavior-based safety relies on trust

between labor and management.
Management and labor must each earn
that trust. Management is important , but
without strong leadership, you can manage
all you want, but all you get is a nice set of
safety manuals sitting on a shelf collecting
dust. Labor is important, but without
leadership, all you get is a series of failed
attempts at system improvement.
12 essential elements of world-class
safety management
Strong Demonstrated Management Commitment
Safety Policies and Principles Leadership
Challenging Goals and Plans Elements
High Standards of Performance

Supportive Safety Personnel

Safety as a Line Organization Responsibility Organizational
Integrated Organization for Safety Elements
Progressive Motivation

Effective Communication
Continuous Safety Training and Development Operational
Injury and Incident Investigations and Reports Elements
Effective Audits and Re-evaluation
 SAFETY

Hardware Systems People

SAFETY OBJECTIVE:
“BUILD
A
GREAT
PLACE TO WORK”
Laceration
CAUSES OF ACCIDENTS:
1. MAN -Inadequate knowledge
& Skills
-Behavioral based safety

2. MACHINE
3. ENVIRONMENT
4. MATERIALS
5. METHODS
6. MANAGEMENT
 Human factors-
responsible for large number of accidents :
• 1. Memory lapses (including forgetting a step in the work process or a safety measure)

• 2.- Impaired judgment or reduced reasoning power,

• 3.- Delayed or false sensation of the sensory organs;

• 4.- Lack of competence and experience;

• 5.- Skill level inadequate for the task performed

• 6.- Personality or attitude, such as negligence, arrogance, or overconfidence.

• 7.- Sense of urgency (rush)

• 8.- The Need for cutting corners.

• 9.- Poor risk perception due to poor knowledge and experience.

• 10. Inattention or distraction
Are you ready for this?
 HUMAN ELEMENTS IN SAFETY
Accidents caused by human factors may be prevented or reduced by
implementing the following preventative measures:
• 1.- Training and awareness

• 2.- Supervision, monitoring, and controlling

• 3.- Feedback and reports

• 4.- Frequent inspections and audits

• 5.- Skill development

• 6.- Education

All of them are embedded in a good corporate safety

culture.
 Coincident or Not ?
If,
ABC D EFGHI J K L M N O PQ R S T U V W X Y Z

Equals,
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

Then,
K+ N +O +W+ L +E+D+G+E
11 + 14 + 15 + 23 + 12 + 5 + 4 + 7 + 5 = 96%

H+A+R +D+W+ O+ R +K
8 + 1 + 18 + 4 + 23 + 15 + 18 + 11 = 98%

Both are important, but the total falls just short of 100%

But,
A+T +T + I+T + U +D+E
1 + 20 + 20 + 9 + 20 + 21 + 4 + 5 = 100%

Safety really is about attitude. Make 100% Safe Behavior your choice
both ON and OFF the job
CRITICAL FACTORS IN SAFETY
“performance indicators”

ATTITUDES
“Our attitude determine our altitude”
BEHAVIOR
VALUES
HABITS
KNOWLEDGE
SKILLS
Safety as a
Culture
SAFETY IS A PASSION, A WAY OF LIFE!
 BUDDY-BUDDY SYSTEM;
 VALID WORK PERMIT;
 GAS TESTING PRIOR ENTRY, CONFINED SPACE
ENTRY;
 LOCK OUT, TAG OUT;
 WORKING AT HEIGHTS ;
 WORKING UNDER A SUSPENDED LOAD;
 SMOKING OUTSIDE DESIGNATED AREAS;
 NO ALCOHOL OR DRUGS WHILE WORKING OR
DRIVING;
 DO NOT USE MOBILE PHONE AND DO NOT EXCEED
SPEED; LIMIT WHILE DRIVING
 WEAR YOUR SAFETY BELT;
 WALK AGAINST THE FLOW OF TRAFFIC;
 KNOW HOW TO USE FIRE EXTINGUISHERS;
 3 POINT CONTACT, HOLD HANDRAIL;
 Stair Safety
Always watch your Do not read or text
step on your phone.

Do not carry heavy objects

that may block your view

Always hold the

handrail

Clean up any spills, trash, or Do not run, hurry, jump, or

debris immediately. Always skip going up or down the
keep the stairs clear. stairs
 Culture is a
combination of an
organization's:

•Attitudes,
•Behaviors,
•Beliefs,
•Values,
•Ways of doing
things, and
•Other shared
characteristics of a
particular group of
people.
 Safety Culture

is the product of individual and

group values,
attitudes, competencies, and
patterns of behaviour
that determine the commitment
to, and the style
and proficiency of, and
organisation's safety programs
Safety Culture

Structure

Strategy Systems

Shared
Safety
Values

Skills Style

Staff
 Safety Culture Characteristics

 The crucial importance of leadership, Walk the Talk

 The commitment of the Chief Executive and his

management team

 The executive safety role of line management

 Involvement of all employees

 Openness of communications

 Demonstration of care and concern

 For all employees
 For those affected by the business
Culture Can:
•Socialize newcomers.
•Define influence.
•Determine values
A STRONG SAFETY CULTURE IS A RESULT OF:

•Positive workplace attitudes – from the

president to the newest hire.
•Involvement and buy-in of all members of the
workforce.
•Mutual, meaningful, and measurable safety and
health improvement goals.
•Policies and procedures that serve as reference
tools, rather than obscure rules.
•Personnel training at all levels within the
organization.
•Responsibility and accountability throughout the
organization.
What are the basic elements of a
safety culture?
•All individuals within the
organization believe they have
a right to a safe and healthy
workplace.

•Each person accepts personal

responsibility for ensuring their
own safety and health.

•Everyone believes their duty

to protect the safety and health
of others.
 ORGANIZATIONAL SAFETY CULTURE

PERSON INTERNAL
PSYCHOLOGICAL
SAFETY CLIMATE FACTORS

--- ------------------------------------
EXTERNAL
OBSERVABLE
FACTORS
INFLUENCE

ORGANIZATION JOB
SAFETY MANAGEMENT SAFETY BEHAVIOR
SYSTEM Behavioral Safety System
 ORGANIZATIONAL SAFETY CULTURE

INPUTS TRANSFORMATION OUTPUTS OUTCOME

PROCESS

Safety values & company goals SAFETY SAFETY

beliefs and AS A CULTURE

Safety Behavior Management WAY

Organization practices OF
of safety LIFE
systems

TRADITIONAL CONCEPT OF SAFETY: (GENETIC)

“IF YOUR FATHER OR GRANDFATHER HAS AN ACCIDENT, YOU WILL HAVE AN

ACCIDENT TOO.”
 DEFINING SAFETY CULTURE

ELEMENTS:

A. SAFETY LEADERSHIP
(“If you cannot manage safety,
you cannot manage yourself”)
B. SAFETY MGT. SYSTEM
(How the company manage
the safety culture?)
C. RISK PRODUCING BEHAVIORS
(EX. Horseplay…)
D. RISK MITIGATING BEHAVIORS
(EX. Use of PPE)

E. PROCEDURAL BEHAVIOR
 BEHAVIORS AND ARTIFACTS
If you don’t work safely here,
you get fired Safe workgroup/employee
of the month
stories symbols
Orientation training
to all newly hired,
visitors, contractors
Rituals Justification

Core power Allowing

Values employees to stop
the job on safety
grounds

Weekly safety
of Behavior
Routines
meetings which structures
all employees
Permit to Work
attend
systems

Controls
No. of risk assessments
completed

VISIBLE ORGANIZATIONAL BEHAVIOR PATTERNS

 Benefits of Behavior Based Safety System
• Increases hazard recognition and easily shares
recognized hazards;
• Helps reduce injuries and modify employees’
behavior by reinforcing safe work practices
and eliminating at-risk behavior;
• Reduces costs related to incidents and
injuries;
• Develops communication skills and increases
communication throughout the organization;
• Raises overall safety awareness and increases
employee retention;
• Employees have greater sense of ownership
of the HSE program
 Benefits of Behavior Based Safety System
• Increases observation skills;
• Enhances reporting;
• Develops safety leadership skills;
• Data gathered is used to recognize
trends;
• Trended data used to enhance
program;
• Incentives may be tied to best
quality observations; and
• Communicates management’s
commitment to safety.
 Behavior Based Safety is Beyond Safety Level

PEME SMS BBS

Policies and Procedures Involve Employee

Identify, Assess and Observe and Feedback
Training and Reminders
Control Hazards Remove Barriers
Incentives & Discipline
Recognize & Celebrate
 Why Safety Programs Do Not Work

• Safety is a priority!
• Safety is not managed in
the same manner as
production, quality, and
cost issues!
• Safety is not driven through
continuous improvement!
 “Fallacies or Realities” in Safety Fables?

• Conditions cause accidents!

• Enforcing rules improves safety!
• Safety professionals can keep workers safe!
• Low accident rates indicate safety programs
are working well!
• Investigating to find the root cause of
accidents will improve safety!
• Awareness training improves safety!
• Rewards improve safety!
 Core Elements in Successful Safety Programs

• A culture that says

“safety” is important
around here!
• A tight accountability
system!
 Behavior Based Safety: What Is It?

• An excellent tool for collecting data on the

quality of a company’s safety management
system
• A scientific way to understand why people
behave the way they do when it comes to safety
• Properly applied, an effective next step towards
creating a truly pro-active safety culture where
loss prevention is a core value
• Conceptually easy to understand but often hard
to implement and sustain
 Behavior Based Safety: What It Is Not!
• Only about observation and feedback
• Concerned only about the behaviors of line
employees
• A substitution for traditional risk management
techniques
• About cheating & manipulating people & aversive
control
• A focus on incident rates without a focus on
behavior
• A process that does not need employee involvement
 Obstacles To Success:

• Poorly Maintained
Facilities
• Top-down Management
Practices
• Poor Planning/Execution
• Inadequate Training
 Keys to Success:

• Meaningful Employee Empowerment

• Designing a Well Planned and Supported
BBS Process
• Managing BBS Process with Integrity
 Turn & Talk

What kinds of injuries and

accidents are common at
your workplace?
What percentage of these accidents are a result of:

• Unsafe conditions, violations, dangerous

equipment? _____%
• Unsafe actions, at-risk behaviors, poor
decisions? _____%
What percentage of these accidents are a result of:

• Unsafe conditions, violations, dangerous

equipment? 10%
• Unsafe actions, at-risk behaviors, poor
decisions? 90%
 Therefore, compliance is
necessary but not sufficient for
great safety.

Safety is about people, and

behavior is the challenge.
 Traditional Safety
Safety
Training Slogans R
R Policies
e e
p g
r u
i Fewer l
a
m Accidents
a t
n i
d o
s n
Safety Contests s
Committees
Meetings &
& Councils
Awards
 Safety Culture Maturity

GENERATIVE Safety inherent in the

Value driven
heart and mind
of the organisation

PROACTIVE People Driven Safety

(Independent-Interdependent
Continuous Improvement Safety Actively Managed
)
Driven with Workforce
System Managed Safety
(Dependency)
CALCULATIVE Systems managing
System Driven
health and safety risks

REACTIVE Avoidance Driven

Basic Systems
No Systematic
for managing loss
Management of Safety
PATHOLOGICAL Not Driven No Systematic Management
 Behavior Based Safety

Safety
Activities

Fewer at-risk
Behaviors

Fewer
Accidents
 What Behavior-based is...

Safe People vs Injuries Equal

Safe Places Management Errors

Behavior Measure Behaviors

Management vs Results

Positive
Observation & Feedback Reinforcement
 Organizational Performance Model

Systems Behaviors
Great
Performance

Climate
 Systems

• Accountability • Orientation

• Communication • Training

• Decision Making • Employment

• Measurement • Auditing
 Behaviors
• Honesty and Integrity • Observation and
feedback
• Ask for help without
taking responsibility • Trust

• Recognition • Listen with empathy

 Climate Variables

• Confidence/trust
• Interest in people
• Understanding problems
• Training/helping
• Teaching to solve
problems
• Much information
• Approachability
• Recognition
 Turn & Talk

• What is the primary

purpose of a
supervisor?
• What is the most
effective way to
motivate people?
 Human Behavior is a function of :

 Activators (what needs to be done)

 Competencies (how it needs to be done)
 Consequences (what happens if it is done)
 Human behavior is both:

ð Observable

ð Measurable

therefore

Behavior can be managed !

 Attitudes

Are inside a person’s head -therefore they

are not observable or measurable
however

Attitudes can be changed by

changing behaviors
 ABC Model
Antecedents
(trigger behavior)

Behavior
(human performance)

Consequences
(either reinforce or punish behavior)
 Definitions:
Activators: A person,
place, thing or event
that happens before a
behavior takes place
that encourages you to
perform that behavior.

Activators only set the

stage for behavior or
performance - they
don’t control it.
 Definitions:

Behavior: Any directly

measurable thing that a
person does, including
speaking, acting, and
performing physical
functions.
 Definitions:

Oh please let it be Bob!

Consequences: Events
that follow behaviors.
Consequences increase
or decrease the
If you don’t send in that
probability that the payment we’ll take you to
behaviors will occur court

again in the future.

 Behavioral Model

Antecedents B = f (c)

Behaviors

Consequences
Some example of Consequences:
Consequences - How would you view them?

Sunbathing

Aggressive Drivers
 Only 4 Types of Consequences:

•Positive Reinforcement (R+)

("Do this & you'll be rewarded")

•Negative Reinforcement (R-)

("Do this or else you'll be penalized")

Behavior Punishment (P)

("If you do this, you'll be penalized")

•Extinction (E)
("Ignore it and it'll go away")
 Consequences Influence Behaviors
Based Upon Individual Perceptions
of:

 Significance - positive or
{
Magnitude - large or
small
negative
Impact - personal or
other
 Timing - immediate or future

 Consistency - certain or
uncertain
 Consequences need to be ...

Soon vs Delayed

Certain Personal
vs vs
Uncertain Organizational

Positive vs Negative
Both Positive (R+) & Negative (R-) Reinforcement
Can Increase Behavior

R+ : any consequence that follows a behavior and

increases the probability that the behavior will occur
more often in the future - You get something you want

R- : a consequence that strengthens any behavior that

reduces or terminates the behavior - You escape or
avoid something you don’t want
R+ Good safety
suggestion Joe! Keep
bringing ‘em up!

R-
One more report like
this and you’re outa
here!!

99
P
e R+
r
f
o
r
m The effects of positive
a reinforcement
n
c
e

Time

100
 Both Punishment & Extinction
Decrease Behavior

P: a procedure in which a punisher

(consequence that decreases the frequency
of the behavior it follows) is presented - You
may get something you don’t want

E: withholding or non-delivery of positive

reinforcement for previously reinforced
behavior - You don’t get what you want
 You bonehead!! You can kiss that
bonus for this year good-bye....
and take a few days off without

P pay!!!

Let him cry honey. If we

get up every night when
he cries he’ll never learn
to go to sleep peacefully.

E
102
P P
e
r
The effects of
f
punishment
o
r
m
a
n
c
e Time

103
P
e
r
f E
o
r The effects of
m extinction
a
n
c
e
Time

104
 If you see this type of performance
P curve, you can bet management by
e negative reinforcement is the
r predominant management style
f
o
r
m
a
n
c
e

Time

105
Why is one sign often ignored, the other
one often followed?
 The Behavior Based Safety Challenge:

To create conditions that encourage people

to collaborate because they want to
Let’s do
it!!

not because they have to

Motivation Model
Selection -
Can they do it
Job Climate - Training -
Boss & Peer relationships, Do they know
Work environment how

Ability
The Job Itself -
Any fun, challenge

Job Motivational Factors

Achievement, Promotion,
Motivation Performance
Recognition, Responsibility

Peer Groups -
Norms, Pressures
Union -
Norms,
Pressures
 Employee Learning Model

- Result +

Behavior
Habit

Belief

Experience Outcomes
109
 Reaching the FAMILY is key….
The Learning Pyramid
Average retention of material presented in different ways
(according to an investigation by National Training Laboratories — Bethel, Maine)

Lecture 5%
Reading Text 10%
Audio-visual representation 20%
Demonstration 30%
Discussion group 50%
Learning by doing 75%
(immediate conversion of
Teaching others what you have learned) 90%
 Effects of Accidents
• 1. On the Victim
• 2. On the Supervisor
• 3. On the Company
• 4. On the Nation
 Effects of Accidents
1. The Victim
• Death
• Pain & suffering
• Permanent disability
• Effects on family &
dependants
• Loss of earnings
• Extra expenditure
• Inability to resume
occupation
• Psychological effects
• Feeling of uselessness
• Fear of further injury
• Social effects
• Loss of sports or hobby
 Effects of Accidents

2. The Supervisor
• loss of trained worker
• loss of production
• extra work
• investigations & reports
• training new employee
• loss of prestige by:
– management
– other workers
• effects on promotion
• worry (could I have prevented it ?)
• Stress
Effects of Accidents
3. The Company
• loss of trained worker
• loss of production
• damage to machinery
• damage to equipment
• wasted materials
• increased insurance
premiums
• prosecutions
• fines
• civil actions
• legal costs
• loss of prestige - customers
Effects of Accidents
4. The Nation
• loss of section of
workforce
• loss of production
• increased cost of
production
• effects on imports
• effects on exports
• effects on balance of
trade
• the community pays !
 Accident Ratio Study

Serious or Disabling
Includes disabling & Serious Injuries

1
Minor Injuries
Any reported injury less than serious
10
Property Damage & Accidents
All Types
30
Accidents with no visible
Injury or Damage
600 (Critical Incidents)
Frank Bird, 1969
 Iceberg Principle

Underlying Causes Deaths

of Accidents
Lost Time Incidents

Recordables

First Aid Cases

Near Misses

Distracted Overreaching

Improper Tool Use

Attitudes Culture
Horseplay

At Risk Behavior Consequences

 Cost/Insurance Iceberg
(Bird, Germaine)

Direct Cost

Injury & Illness Cost

• medical cost
$1
• compensation cost Insured Cost

Indirect Cost
•building damage
•tool & eqp’t damage $5 - $50
•product & material damage Ledger cost of
•production delays property damage
•legal expenses (uninsured)
•emergency expenses
•interim equipment rental

•investigation time
•wages for lost time
•cost of hiring or training $1 - $3
new worker Uninsured
•extra supervisory time
miscellaneous
•decrease in output of
injured costs
•loss of business or
goodwill
 Basic Work Accident Causation Model

Management Safety Policy & Decisions

Basic Causes Supervisory Performance
Personal Factors
Job Factors

Human Factor
Immediate causes Unsafe Unsafe
[Symptoms] Acts Conditions

ACCIDENT
unplanned release of energy
Incident – Contact and/or
hazardous material

Personal injury
Accident Results Property damage
Uninsured Costs
 Basic Work Accident Causation

1. Accident Results
Physical Harm
(Injury or illness) Property damage
– catastrophic – catastrophic
(multiple deaths) – major
– death
– serious
– disabling, lost time,
– minor
major
– serious
– minor
– notifiable
– compensable
 Basic Work Accident Causation

2. Incident – Contact
• Exposure (radiation, • Caught on (sumabit)
gases, dust, etc) • Caught between
• Contact by (liquids, (naipit parte ng
chemicals, etc) katawan)
• Trapped in (nakulong
• Struck by (hard objects, buong katawan)
etc)
• Same level fall
• Contact with (nadapa)
(electricity, hot surface, • Different level fall
aniamal, insect, etc) (nahulog)
• Struck against (strong • Over exertion
impact) (napuwersa, bumigay)
 Basic Work Accident Causation
3. Immediate Causes
Unsafe Acts/Practices Unsafe Conditions
• Operating equipment • Inadequate protective
without authority equipment
• Operating at improper speed • Defective tools,
• Removing safety devices equipment, materials
• Failure to use • Poor housekeeping
PPE/warn/secure/follow • Inadequate ventilation
procedures
• Congested or restricted
• Horseplay action
• Under influence of
alcohol/drugs
• Improper
loading/lifting/placement
 Basic Work Accident Causation

Unsafe Acts and Conditions

Unsafe Act
Violation of established safety
policies/procedures which could result in
an incident.
Unsafe Condition
A mechanical or physical condition which if
not eliminated, guarded or altered could
result in and incident.
 Basic Work Accident Causation

Unsafe Acts:
Cause 90% of ALL incidents *

Unsafe Conditions:
Cause 10% of ALL incidents
*”Industrial Safety and
Health Management”;
Liberty Mutual , 1995
 Basic Work Accident Causation

Unsafe Acts vs Unsafe Conditions

• *”Industrial Safety and Health Management”
by C. Ray Asfahl cites H.W. Heinrich, whose
research concluded that 88% of all industrial
incidents are from unsafe acts. A 1995 survey
completed by Liberty Mutual of 400 Risk
Managers and Safety Consultants found that,
excluding “acts of God”, 92% of all workplace
incidents result from “performance deficit”
(unsafe behavior).

*”Industrial Safety and Health Management”;

Liberty Mutual , 1995
 Basic Work Accident Causation

4.Basic Causes
• Personal Factors • Supervisory Performance
– lack of knowledge or skill – inadequate instructions
– improper motivation – failure of SOPs
– physical or mental conditions – rules not enforced
– literacy or ability
– hazards not corrected
• Job Factors – devices not provided
– physical environment • Management Policy &
– sub-standard equipment Decisions
– abnormal usage
– set measurable standards
– wear & tear
– measure work in progress
– inadequate standards
– evaluate work-v-standards
– design & maintenance
– correct performance if nec
– purchasing standards
 Accident Prevention

Hierarchy of Controls
Most effective
Eliminate

Substitute

Engineering

Admin
Training

PPE Least effective

Emergency Response
 TABLE TOP EXERCISE
Preventing Accident

• Divide the participants into 5 groups.

• Group brainstorming, analyze the assigned

previous accident scenario, establish your
appropriate controls to prevent its recurrence
.

• Select your best presenter and discuss.

 Types of Accidents

Exposure Accident
Two workers assigned to monitor the boiler
were overcome by CO gases when the vapors
from the boiler engine accumulated in the
boiler room. The ventilation blower was not
working properly.

Conduct a detailed investigation in-order to

identify the incident-contact, immediate
causes and basic causes?
Group 1 129
 Types of Accidents
Different Level Fall Accident:

A worker was standing on a platform 12 feet

above ground replacing a guard on the motor
of a bucket elevator. The platform did not
have a railing around it. When he stepped
back he fell of the platform.

Conduct a detailed investigation in-order to

identify the incident-contact, immediate
causes and basic causes?
Group 2
130
 Types of Accidents

Contact-By Accident:

A truck driver was using compressed air to

unload acid into a storage tank. During the
process the unloading hose burst spraying
him and other workers with acid.
Conduct a detailed investigation in-order to
identify the incident-contact, immediate
causes and basic causes?
Group 3
 Types of Accidents

Trapped-In Accident:
A worker entered a lateral section of sewer pipe
to inspect the lining. When he reached a vertical
section he fell inside and was unable to climb
out. He was rescued by using a retrieval line.
Conduct a detailed investigation in-order to
identify the incident-contact, immediate causes
and basic causes?
Group 4
132
 Types of Accidents
Contact With Accident:

A worker was erecting a steel beam outside

the maintenance shop. While lifting the beam,
the beam made contact with overhead
electrical wires. He suffered serious electrical
burns.

Conduct a detailed investigation in-order to

identify the incident-contact, immediate
causes and basic causes?
Group 5 133
 Benefits of
Behavior Based Approaches
 Average Reduction of Injury Frequency

Implementation of BBS
• After 1 year 34%
• After 2 years 44%
• After 3 years 61%
• After 4 years 71%
 Safety Intervention Strategies
(By NSC)

Approach # of Studies # of Subjects Reduction %

Behavior Based 7 2,444 59.6%

Ergonomics 3 n/a 51.6%
Engineering Change 4 n/a 29.0%
Problem Solving 176 20.0%
Gov’t Action 2 2 18.3%
Mgt. Audits 4 n/a 17.0%
Stress Management 2 1,300 15.0%
Poster Campaign 2 6,100 14.0%
Personnel Selection 26 19,177 3.7%
Near-miss Reports 2 n/a 0%
 Why Implement BBS?

• Safety is about people.

• Compliance is not sufficient.
• Consequences drive behavior.
• Motivating
• Performance Feedback
 Why Implement BBS?

• Truly proactive
• Broad awareness
• Deep Involvement
• Proven effective
• Transcends workplace safety
 Three Essential Questions

What behaviors are being

observed?
Why are those behaviors
present?
Now What will be done to
correct the system
deficiencies?
 BBS Features
Strengths / Weaknesses
►Peer to peer observation
►Supervisory observation
►Behavior audit
►Snapshot
►Software support
►Customized behavior inventories
►General behavior inventories
►Emphasis on skilled coaching and feedback
 Roles and Responsibilities

►Workers
►Observers / Supervisors
►Safety Staff
►Managers
►Safety Involvement Team
 Are You Ready
for
Behavior-Based Safety?
 Safety Culture Wheel

Leadership
12

8
Measurement &
4 Syst ems & P rocesses
Account abilit y
0

Organizat ional St yle Involvement

The ESPM Culture Wheel

Rate Each Statement on a Scale from 0 to 3

• 0= Weakness
• 1=Some aspects covered
• 2=Could be improved
• 3=Strength
 Leadership

—Leadership commitment to safety is active,

visible, and lively
—A clear and inspiring vision has been
established for safe performance
—Safety is viewed and treated as a line
management responsibility
—Safety is clearly perceived as an organizational
value on the same level with productivity and
quality
 Systems & Processes

―Supervisors and workers partner to find and

correct systems causes of incidents
―Communication systems are abundant,
effective and flow well in all directions
―Training systems deliberately and
systematically create competency for the right
people at the right time
―Safe operating procedures and policies are
clearly defined and communicated
 Involvement

―Workers are skilled at problem solving and

decision making
―Labor and management work together to
address safety systems issues
―Team orientation achieves involvement and
cooperation
―Innovation, participation and suggestions are
encouraged at all levels
 Organizational Style

―Trust and openness are the norm

―Positive reinforcement is used regularly
―Bureaucratic obstacles are removed
―There is formal and informal recognition for
great performance at all levels
 Measurement and Accountability

―All levels of the organization have safety goals

and process responsibilities clearly defined
―The process of achieving results is a key safety
measure
―Performance reviews include accountability
for safe performance at all levels
―Supervision is accountable to perform safety
observations and feedback
 How Do You Deal with Safety?
• Leader
– culture that strongly values & supports EHS
– continuous improvement

• Follower
– compliance minded
– view safety as a legal responsibility with little or no
value

• Gambler
– lack knowledge, resources, will to even achieve
compliance
– manage safety with eyes closed and fingers crossed
 How Is Your Organization Managed?
• Safety must be in harmony with the way the
organization is managed
– Do we want production and safety?
– Do we want production with safety?
– Do we want safe production?
• Goal: Efficient production which maximizes
profit

• Integrated or artificially introduced program?

– How we do business - a state of mind that must
become an integral part of each and every
procedure in the company
 Behavior Based Safety
• Three major sub-systems to deal with:
– The physical, the managerial, the behavioral

• Identifying critical at-risk behaviors and the systems that

support them

• At-Risk Behavior
– normal human behavior
– people reacting to their environment

• Deal with the causes of the at-risk behavior, not the

behavior
– change the environment that leads to the at-risk
behavior
There is no one right way to achieve safe
production in an organization. For a safety
system to be effective it must fit the
organization’s culture and it must:
–Force supervisory performance
–Involve middle management
–Have top mgt. visibly showing their
commitment
–Have employee participation
–Be flexible
–Be perceived as positive
Dan Petersen
 Are You Ready?

LEADERSHIP

• Organization needs to be fundamentally prepared for it

– Success = taking on and resolving central organizational issues

• Major change initiative for most companies

– Change
• not easy
• often resisted w/ vigor and ingenuity
• failed change efforts create skepticism, cynicism and apathy

• Whether in production, quality, or safety the ultimate

responsibility rests with leadership.
 Are You Ready?

SYSTEMS

• Basic systems must be in place:

– Safety - hazard recognition, recordkeeping, etc…
– Management - decision-making, inventory,
budgeting, etc…
– Facilities/Equipment - design, maintenance, etc…

• If BBS is not integrated as a system it is likely to burn-

out
 Are You Ready?

INVOLVEMENT

• Engaging and sustaining employee involvement is

the driving mechanism

• When employee involvement is not adequately

engaged, BBS becomes just another program

• Management involvement is crucial

– often subvert implementation by not
understanding BBS principles
 Are You Ready?

ORGANIZATIONAL STYLE

• Must be functioning at a high level of effectiveness or

be willing to address obstacles to high level
functioning

• Effective organizational functioning includes:

– Communication
– Trust and credibility between management and
workers
– Respect
– Vision
 Are You Ready?

MEASUREMENT & ACCOUNTABILITY

• What gets measured gets done

• Clearly defined roles and responsibilities at every level

– Accountability v Responsibility

• Performance v Results

• Safety Director - a lot of responsibility, very little authority

– Not everyone is responsible for safety until they are held
accountable
 Assessment Process
People? Time? Facilities? Outcome?

Perception Survey
 100 yes/no opinion oriented questions  All  30 min  Lunch room  Percent positive response in
 Pencil & paper survey  Maximize size of group  Auditorium 21 safety related categories
 Anonymous responses  By location by level

Structured Interviews
 Facilitated group discussion  Focus groups of 10-12  75 min per  Private  Ranked list of improvement
 2 safety process questions people (25% of pop.) group conference area recommendations
 Confidential  Representing the whole with ample room
organization and table to write
 Segregate mgmt &
labor

• System strengths
EXECUTIVE • System weaknesses
SUMMARY • Recommendations
• Next steps

Deliverable
 PERCEPTION SURVEY
PART 1

A. Enter your work location: B. Enter your shift: _____________

(Example: production, office, etc.)

___________________________

C. Circle your job function: D. Enter years with company: ____

Line worker, supervisor, or manager

___________________________

PART 2

Y N 1. Do you feel you received adequate Y N 2. Do supervisors discuss Y N 3. Is discipline usually assessed when
job training? accidents and injuries with employees operating procedures are violated?
involved?

Y N 4. Would a safety incentive program Y N 5. Do you perceive the major cause of Y N 6. Does your company actively
cause you to work more safely? accidents to be unsafe conditions? encourage employees to work safely?

Sample Y N

Y N
7. Is safety considered important by
management?

10. Have you used the safety

Y N

Y N
8. Are supervisors more concerned
about their safety record than about
accident prevention?

11. Is high hazard equipment

Y N

Y N
9. Do you think penalties should be
assessed for safety and health violations?

12. Is the amount of safety training given

Survey
involvement teams to get action on a inspected more thoroughly than other to supervisors adequate?
complaint or hazard which concerned equipment?
you?

Y N 13. Have you been asked to perform Y N 14. Are records kept of potential Y N 15. Are employees influenced by your
any operations which you felt were hazards found during violations? company’s efforts to promote safety?
unsafe?

Y N 16. Are employees provided Y N 17. Does your company deal Y N 18. Are unscheduled inspections of
information on such things as cost, effectively with problems caused by operations made?
frequency, type and cause of accidents? alcohol or drug abuse?

Y N 19. Is off-the-job safety a part of your Y N 20. Does management insist upon Y N 21. Are safe operating procedures
company’s safety program? proper medical attention for injured regularly reviewed with employees?
employees?

Y N 22. Are you interested in how your Y N 23. Does your company hire Y N 24. Do your co-workers support the
company’s safety record compares with employees who do not have the company’s safety program?
other companies in your industry? physical ability to safely perform
assigned duties?

Y N 25. Do supervisors pay adequate Y N 26. Is safe work behavior recognized Y N 27. Do employees participate in the
attention to safety matters? by supervisors? development of safe work practices?
 % Positive Responses

0
20
40
60
80
100
120
Accident Investigation

Quality of Supervision

Alcohol/Drug Abuse

Attitude Toward Safety

Communication

New Employees

Goals for Safety Performance

Hazard Correction

Inspections

Involvement of Employees

Awareness Programs

Recognition for Performance

Discipline
Survey Results

Safety Concerns
Manager

Operating Procedures

Supervisor Training

Support for Safety

Supervisor

Employee Training

Safety Climate

Management Credibility
Employee

Stress
 Safety Observation Process

• Step 1: PLAN where and when to make

observations and recall what to look for
• Step 2: OBSERVE worker behavior for safe and
at-risk performance
• Step 3: COACH for improved performance by
positively reinforcing or redirecting
• Step 4: RECORD what was observed, why it
occurred, and now what will be done
 Step 1: PLAN

Determine a time and place to observe

Review the Observation Record
Review Feedback and Coaching Tips
 Step 2: OBSERVE

Snapshots of behavior
Allow no distractions
Observe people and surroundings
Stop any at-risk behavior immediately
Stop observing after 30 seconds or at-risk
behavior is observed, which ever comes first
 Step 3: COACH

Provide positive reinforcement (R+) if safe

Coach by shaping behavior if at-risk
Ignore what you saw
Discipline
 Step 4: RECORD

Anonymous, specific, timely

Safe and At-Risk behaviors on record
What, Why, Now What
Take Action
 Continuous Improvement

Data Compilation
Safety Involvement Team
Problem solving
Implement solutions
Successful?
 OBSERVATION

Reactive Behavior
Personal Protective Equipment
Specific Job Risks
Tools and Equipment
Safe Work Practices
Ergonomics
 Reactive Behavior

• Adjusting PPE
• Changing position / Turning away
• Stopping work / Attaching safe guards
• Rearranging job
 Personal Protective Equipment

• Head gear
• Eye protection and face shielding
• Hearing protection
• Respiratory protection
• Arm and hand covering
• Foot and leg protection
 Specific Job Risks

• Strike against or caught

• Line of fire
• Fall, slip hazard
• Contact hot, chemical or electric
• Inhale or swallow hazardous substance
 Tools and Equipment

• Wrong for the job

• Used incorrectly
• In need of repair or maintenance
• Clutter & poor housekeeping
 Safe Work Practices

• Not defined
• Not known or understood
• Ignored or done poorly
• Not compatible with task
 Ergonomics

• Forceful exertions
• Awkward postures
• High repetition
• Long duration w/o rest
Sample of STOP Safety Observation Card

Dupont 175
Coaching and Feedback
for the skilled observer
 Positive Reinforcement
• Give praise
• Explain why this behavior is right and/or safe
• Encourage continued behavior
 Shaping Behavior
• Communicate the behavior you saw
• Check for understanding of the job
• Coach for improved performance
• Contract for safe behavior
 Coaching Tips
• Use “I” vs. “You” language
• Appeal to other’s interests and goals
• Reflect feelings or emotions that go beyond
the words
• Set limits to clarify expectations
• Talk about the behavior, not the person
 Coaching Tips Continued…
• Keep calm
• Don’t personalize emotion of others
• Move to problem solving
• Focus on interests rather than position
• Find common ground
Behavioral Based Safety Process
Train managers, supervisors and team leaders to
eliminate incidents and injuries by addressing the
safe and unsafe behaviors of people in the
workplace

Key Elements:
– Modify behavior by observing people as they
work
– Talking to people to encourage safe work
practices and eliminate at-risk behaviors

181
 Phases of the Process
• Planning
• Climate Survey
• Safety Culture, System and Facilities Assessment
• Planning Meeting Workshop
• Implementation (Assessment & Training)
• Culture Change Workshops (Executives, Management &
Work Team)
• Development of critical behavior checklist
• Development of critical behavior inventory
• Communication with the workforce
• Task Observation Workshops
• Kickoff (Implementation)
• BBS observation and feedback
• Observation records and action plan
• Process continuous improvement
182
 Safety Observation Program
1. Dissemination of safe and unsafe behavior
to workforce.
2. Safety observation by trained personnel.
3. Feedback and discussion of safe and unsafe
acts observed to worker involved.
4. Use of latest tracking system to manage the
observation data
5. Using group feedback to discuss task
observation findings.
6. Taking corrective actions and follow-up

183
 Roll-Out Time Frame
• Depending on management commitment and
approval
• Depending on site workforce.
• Depending on the results of the Climate
Survey, Safety Culture, Safety Management
System and Facilities Integrity Assessment.

184
TIMETABLE OF CBI PROGRAM

PERIOD
# ACTIVITIES ST
1 WEEK ND
2 WEEK RD
3 WEEK 4TH WEEK 5TH WEEK 6TH WEEK 7TH WEEK
Review injur/incident history -
1 (1 Day)
Analyze Critical behaviour & Actual
2 on-bench observation-(1 Day)
Finalized training needs & design
3 -(1 Day)
Group workers into Pilot team
4 -(1 Day)
Train Pilot Teams on CBI observation
5 on-bench - (whole week)
Start implement CBI observation on-
6 bench -(Whole week)
Compile/analyze observation results
7 -(1 Day)
Measure Month’s Program progress
8 Result -(1Day)
Reinforce Appropriate Behaviour -
(through 1-session Tool Box Talk,
9 Training, etc.
Train other learns and continue CBI
10 Program implementation
 Wrap-up Statement

“If you walk past one person who is

working safely but correct the next
person’s unsafe act, you send the signal
that safety is important only when a
violation occurs. When you’re consistent
in noticing safe and unsafe acts, the
people in your area will realize that you
truly committed to safety”

Quoted from Dupont Administrator’s & Leader’s Guide

186