Behaviour Based

Safety
Various Stages of Safety Culture

•Regulatory compliance
Supervision &
•Supervision
Facilities
Injury Rates

•Governed by rules and regulations

improvement
•Management-centred activities
•Disciplinary as a development tool

Zero
Control

Dependent Safety Culture

Various Stages of Safety Culture
Safety Management System
•Self-Managing
•Self-Discipline
Supervision & •Self-Responsibility
Facilities •Care for self
improvement
Injury Rates

•Safety is line function

Safety Management
System

Self

Zero
Acceptance
Independent Safety Culture
Various Stages of Safety Culture
Behavioural Safety
•Team Commitment
•Development in Team
Supervision &
•Help Others Conform
Facilities •Value for Each Other
improvement
Injury Rates

•Team Goals

Safety Management
System

Human Factor Safety

Zero
Commitment & Dedication

Interdependent Safety Culture

 Various Stages of Safety Culture
7

6
Building
Construction
5 Oil &
Petrochemical
Accident Rates

Shipyards
4

1
Engineering Safety MGT Behavioral Safety
Controls Systems
0

1991 2001 2009

DEPENDENT INDEPENDENT INTER-DEPENDENT

Changing from a Culture that:

 Condones unsafe practices;

 Reacts to accidents and concentrates on
statistics;
 Treats safety as an extra, or add on part to
the business;
 Sees safety as someone else’s
responsibility
 To a culture that:
 Observe, identifies and eradicates unsafe
acts
 Is concerned about people and is
proactive in safety
 Integrates safety into the greater business
culture
 Accepts that safety is a personal
responsibility for everyone within the
organization
 98% of all accidents are due to
unsafe behaviours
 Addressing workplace behaviour and work
practices which are unsafe;
 Reaffirming and improving safety standards;
 Improving safety standard and understanding;
 Providing a more sensitive indicator of safety
performance;
 Challenging and improving all cultural aspects of
the organization that affect i.e. attitudes, values
perceptions, behaviors and competencies.
 What is Behaviour?
 Behaviour is:

“ The way people act”

“ The way people act”
Human behaviour is both:

Observable

Measurable

therefore

Behaviour can be managed !

 Attitudes
are inside a person’s head -therefore
they are not observable or
measurable
however

Attitudes can be changed by changing

behaviours
 Behaviours and Attitudes

are our beliefs and feelings, and they

cannot be observed.

are what we do.

They are actions and they
can be observed.
 Three Natural Behaviours Laws

 Behaviours with advantages will be naturally

reinforced and become a habit
- Behaviours has positive consequences
 Behaviours with disadvantages will be given up
- Behaviours has negative consequences
 Behaviours are influenced by expected
outcomes
- Behaviour consequences need to be clear and
important
 Four Intervention strategies
2. Remove
Disadvantages
1. Increase of Safe 3. Influence Risk
Positive Behaviour Perception
Reinforcement of
Safe Behaviours

4. Cancel
Advantages of
At-Risk
Behaviour
 Improving Performance

Focus on Attitudes? or Behaviours?

Need to change
BOTH
Attitudes and Behaviours
 Feedback
“Practices” makes perfect? It’s wrong, practices does
not make perfect. Practice only makes permanence.
Feedback makes perfect. Without the right
feedback, we cannot improve performance.

We need feedback because we don’t know we are

putting ourselves at risk. I call that being
“Unconsciously incompetent”.

We know what we should do, but we choose not to do

it. That’s being “consciously incompetent”.
We need feedback to motivate us to choose the safe
behavior.
 Feedback shifts bad habits to
good habits
Unconscious Conscious
Incompetence Incompetence
“bad habits” “learning”

Unconscious Conscious
Competence Competence
“safe habits” “rule governed”
UI: “I don’t know there was a better way to do it.”
CI: “I know there’s a better way, I need to learn how to do it right”
CC: “I know I’m doing it right, because I’m following the approved procedure”
UC: “I no longer think about it, I know it’s right, and now it’s safe habit”.
 Incident Causation

T
H
Lack of Basic Immediate Incident R Loss
E
Control Causes Causes S
H
Inadequate Personal Substandard Event O Unintended
L
Factors Acts/ Harm or
•System D
Practices Damage
Job/ System
•Standards
Factors Substandard L
•Compliance conditions I
M
I
T
The ABC Model Explains Why We Do
What We Do
Activators
(Safety Meeting, Goal Setting, Rules & Regulation)

Behaviours
(Putting on PPE, Using equipment, Guards, Coaching Others
About Behaviors)

Consequences
(Penalty, Feedback, Injury)
The ABC Model
The ABC Model of Human behaviour explains much of our daily
behavior and provides critical direction for the design of effective
intervention techniques.

“A” = Activator
A stop signs is an activator directing us to apply the breaks of our
vehicles

“B” = Behaviour
“C” = Consequence
The consequence is what happens as a result of the behaviour and it’s
the C, that motivates us to perform the behaviours.
 Definitions:
Activators: A person, place, thing or event that
happens before a behaviour takes place that
encourages you to perform that behavior.

Activators only set the stage for behaviour or

performance - they don’t control it.
Some examples of activators
Some examples of
behaviour:
Definitions:
Consequences: Events that follow
behaviours.
Consequences increase or decrease the
probability that the behaviours will occur again
in the future.
If you don’t send in that
Oh please let it be Bob! payment we’ll take you to
court
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")

Behaviour
Punishment (P)
("If you do this, you'll be penalized")

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

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

 Consistency - certain or uncertain

 Both Positive (R+) & Negative (R-)
Reinforcement Can Increase
Behaviour
R+ : any consequence that follows a behaviour and increases the
probability that the behaviour will occur more often in the
future - You get something you want

R- : a consequence that strengthens any behaviour that reduces or

terminates the consequence - You escape or avoid something
you don’t want
 Good safety

R+ suggestion Joe! Keep

bringing ‘em up!

One more report like this

and you’re outa here!!

R-
 R+
P
e
r
f
o The effects of positive
r reinforcement
m
a
n
c
Time
e
 Both Punishment & Extinction
Decrease Behavior
P: a procedure in which a punisher (consequence
that decreases the frequency of the behaviour it
follows) is presented - You may get something you
don’t want

E: withholding or non-delivery of positive

reinforcement for previously reinforced
behaviour - You don’t get what you want
 You bonehead!! You can kiss that
bonus for this year good-bye.... and

P take a few days off without pay!!!

Let him cry honey. If we get

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

E
P P
e
r The effects of
f punishment
o
r
m
a
n
c
e Time
P
e
r E
f The effects of extinction
o
r
m
a
n
c
e Time
 What Employees Want:
 A Safe Workplace
 A Positive Workplace
 To Take Care of One Another
 To Stop the Hurt!
 What Management Wants:

 An Accident Free Workplace

 Empowered Employees
 Pro-active Rather Than Re-active Work
Process
 To Minimize Direct and Indirect Costs and
Threat of Liability From Accidents
Why is one sign often ignored,
the other one often followed?
If you want to know what people find to be
reinforcing....
observe what they do when they have the
freedom to choose.
Activator or Consequence?
The basic principle that behaviours (B) is directed by
activators (A) and motivated by consequences (C).
Activators influence the quality of our performance
(how we do things), consequence influence the quantity
of our performance (how often we do things).
Feedback can be considered an activator or a
consequence, depending on whether it directs or
motivates behaviour.
At-Risk Behavior
Often at-risk behaviour is performed by experienced
workers who know how to do their job safety but have
developed undesirable habits or just taking a risky short
cut.
Guidelines To Reward Safe Behaviour
and Correct At-Risk Behaviour

Give it One-on-One Make it Timely Identify

The Observed Behaviour

Rewarding Safe Behaviour Correcting At-Risk Behaviour

•Give personal praise and thanks •Specify the desired behaviour
•Listen to reaction •Listen to reaction
•Reaffirm approval and offer •Solicit potential solution
encouragement
•Request commitment for change
•Express concern and caring
Total Safety Culture
-The ultimate vision for safety improvement mission
-A work culture in which everyone feels responsible for
safety and pursues it on a daily basic
-At work, employees go beyond “the call of duty” to
identify environmental hazards and at-risk behaviors.
Then they intervene to correct them and safe work
practices are supported with proper recognition
procedures.
Total Safety Culture- Safety is my value
Safety is my value;
Iam responsible for the safety of my co-workers as
well as myself;
Iwill “GO BEYONDTHE CALL OF DUTY” on behalf of
the safety of others;
Iwill perform active caring and safe behaviours for the
benefit of others at all times;
 What is BBS?
 Behaviour- Based Safety
 Use of scientific psychology to promote safety
 Typically involves creating a systematic ongoing
process that clearly defines a set of behaviours
reducing people’s risk of injury
 Managing “above the shoulder” based on what people
think, feel and do
 BEHAVIOUR-BASED SAFETY
PROCESS

Objective

No incident / accident
The objective is that ALL people working in our Yard
can come to work and go back home as healthy and in
the same condition as when they came in (no injuries
or other incidents).
Behaviour-Based Safety Observation
Process
What? - an observation and
feedback process

When? - during normal work

activities

Why? - to improve workplace

How? - by focusing on acts

Who? - by workers
Behaviour-Based Safety Observation
(BBSO) Process
SUMMARY
1. Process focuses on acts/behaviours, not conditions;

2. Process is run by and for workers;

3. Very proactive in that it addresses all unsafe acts, not just

those which result in accidents;
4. Process provides positive feedback and reinforcement
since most acts are safe acts;
5. There is no discipline or negative consequences associate
with the process;
6. Process is an excellent employee awareness and
education tool
Behaviour-Based Safety

Rationale:
All injuries & occupational illness are preventable
Best achieved by:
Having a Total safety Culture where each person
feels responsible for their OWN and EVERYONE
ELSE+SAFETY
BBS Key Concepts

Key Principles
1. Safety awareness is being alert to what you are doing and what is
going on around you;
2. Safety awareness is a part of every employee’s job;
3. Safety awareness must be learned;
4. The action people can cause an accident or injury;
5. The At-risk acts of people are the major cause of injuries;
6. At-risk acts can create unsafe conditions in your work area;
7. We are responsible for safety in our work area

BBS-An extension to existing safety system

Essential Tools For BBSO
1. Understanding Behaviours, Feeling & Attitudes
2. Appreciating Habits, Beliefs & Values and
Eradicating Bad Attitudes
3. Communication and Listening Skills
4. Motivation Techniques and Persuasion Skills
5. Workplace Observation and Feedback Skills
6. Behaviour Intervention Strategies for Managing
Different Situations
Characteristics of Good Communication
1. Reduce the number of steps that messages must
pass through to reach their destination;
2. Keep messages short and simple;
3. Use examples and repeat your main points;
4. When speaking, slow down;
5. Use a variety of media in communicating
 INTERVENTION
What can we all do when we see an unsafe act or at-
risk behaviour ?

Intervene !
• Intervene using the Adult-to-Adult intervention
style (Logical, reasonable and rational. It deals with facts and
thinking instead of feeling, attitudes and opinions.)

• Identify the at-risk behaviour, and the

hazard/likely safety incident resulting from it
• Suggest what should be the correct behaviour in
which to perform the task
 Observation & Feedback
Means – to test, verify and correct
SAFETY OBSERVATION
& FEEDBACK

TESTING

VERIFYING

COMMENDING

CORRECTING
PURPOSES OF BBS OBSERVATION &
FEEDBACK
BBS Observation & Feedback are carried out by managers &
supervisors during systematic tours of the workplace, enabling
them to :-
1. Demonstrate their commitment to safety
2. Sensor the safety climate
3. Recognize and encourage safe behaviour
4. Help in the identification and correction of unsafe work
practices and procedures. The majority of workplace injuries
are caused by the at-risk behaviours of the people.
Observation is the key to improved safety performance and
identifying ‘accidents’ before they happen
 PURPOSES OF BBS OBSERVATION &
FEEDBACK
Unsafe acts are not simply committed by workers.
Managers and supervisors are just as capable of
unsafe acts in their own roles – failing to full fill their
safety responsibility through their action or inaction
can often have more far reaching consequences
affect more people, than the unsafe acts of those
individuals in the workplace.
 PURPOSES OF BBS OBSERVATION
& FEEDBACK
Injuries & accidents are simply a product of unsafe acts.
Accidents investigation has proven that in any workplace for
each individual injury-accident there are many hundreds of
unsafe acts taking place.
The greater the number of unsafe acts increases the
probability of an accident occurring.
BBS Observation feedback helps to identify and eliminate
unsafe acts and practices before injury occurs but also brings
about other beneficial results:-
• Increase safety awareness
• Raises workplace standards
• Monitors the effects of safety awareness
• Motivates others
PRINCIPLES OF BBS OBSERVATION &
FEEDBACK PROCESS

The process relies upon an open discussion of individuals

performance in a blame – free environment in order that they
should recognize their own risk behaviours and commit
themselves to safer working.

Good results depend on the understanding and thrust of those

being observed as well as the skills and attitudes of those
carrying out the observations
Observe People Working
BBS Observation commences their observation when they
observed people working
People and their actions are the root causes of injuries.
Observations should be focused upon the actions and behaviours
of peoples in the workplace doing their normal job or work.
During the observation period the observers are preparing an
agenda – ready for their discussion with those performing the
work.
The observation should focus upon the aspects of the task and
the factors that are critical to the safety of those involved.
Use all Senses

The senses of

Touch , smell, sight & hearing

All have an important role to play in high quality

observation.
Enter into Conservation

Observation must be Open, Unthreatening,

respectful
By simply asking open questions and applying patience
to your listening power, the knowledge, ideas, problems
and solutions of the workplace will emerge from those
performing the task.
The aim is to openly encourage employees to
participate in improving safety performance through
recognition and correction of their own safety
problems, whether it is their at risk behaviour-
intentional or not – poor system, or the unsafe
conditions they cause.
Make Agreements & Give Praise
The Observer will enquire about the current safety
problems asking for ideas as to how the job can be
done more safely and make firm agreements about
how it will be done in the future.
The Observer will ensure that all unsafe acts and
conditions observed are discussed and correction
agreed.
Making agreements provides a clear route to the
process of follow up and accountability.
Giving Praise for the things that are done well will
create an atmosphere of openness, and a willingness
to repeat them and also embrace those things that
need corrections.
Observation Issues
• How often should we do observations ? Often, but
aim for quality not for quantity

• When ? Always, also during all shifts

• How long does a good quality observation take?
Approximately 20 – 30 minutes
 Observation & Feedback Process
The five basic steps in the observation & feedback process

PREPARE

OBSERVE

DISCUSS

RECORD

FOLLOW-UP
 Observation & Feedback Process
•PREPARE
Decide to observe on a regular basis –
Repeated and regular practice are the route to excellence –
Excellence become a habit. Simply a way of life.

Select a suitable area observe –

Observe where the action is. Also observe areas of high activity
low risk work.
Observe regularly during periods of peak activity.
Also observe shift patterns, third parties, part-time employees
and activities carried out infrequently.
 Observation & Feedback Process
• Observe
Stop when you see people working.
Observe for a few minutes in order to make the best of this
time.
Observe a small part of the overall task or a complete cycle of
small repetitive tasks.
Use all the observation powers – see, listen, smell, and touch.
Look below, above, behind and inside.
Be alert to how people react to your sudden presence in the
workplace.
Observation & Feedback Process
• Observe
Observe people,s activity, their actions and surrounding
environment. Look for at risk behaviours as well as good safety
practices
Use the observation checklist to help you focus on the safety
issues. Mark the checklist – create an agenda in preparation for
you discussions.
The agenda ensures that you have a focused, meaningful,
disciplined and efficient conversation, from which comes
agreements and out of which comes actions, and accountability
for those actions.
 Observe Discuss
Singapore Technologies 3.0 Procedures
Marine BBSO At risk Safe
Follow up Record
3.1 Safe Procedure

Behaviour Base Safe Observation Check Sheet 3.2 Pre-operational check

(Generic) 3.3 Lock out/ Tag out
1.0 Personal Protective Equipment (PPE) 3.4 Permit to work system
At risk Safe
4.0 Working Environment
1.1 Head
At risk Safe
1.2 Face & Eye
4.1 Walking/ Working surfaces
1.3 Hearing
4.2 Housekeeping
1.4 Respiratory
4.3 Ventilation
1.5 Safety Belt/ Full Body Harness
4.4 Lighting
1.6 Hand & Arm
1.7 Foot

5.0 Tools and Equipment

2.0 Body Position
At risk Safe
At risk Safe
5.1 Selection
2.1 Body Placement
5.2 Condition
2.2 Visibility
5.3 Use
2.3 Pinch Point
2.4 Eyes on work
Total
2.5 Eyes on path
% Safe= Safe x 100/ Total
2.6 Ascending/ descending
Total =_______ % safe=
2.7 Overextending
2.8 Overexertion
2.9 Line of Fire
 BBSO Checklist
1. PPE
- Head : Wearing safety helmet at helmet zone and at areas exposing to
protruding object ?

- Face /Eye : Wearing eye /face protectors appropriate for the tasks?
Examples: Wearing face shield when welding and high pressure
washing; Safety goggles worn when grinding, chiseling and striking with
objects.

- Hearing : Ear plugs that adequately attenuate the sound pressure below
85dBA. Examples: Grinding, blasting, hydro-jetting, gas cutting;

- Respiratory : Examples: Airline mask for grit blasting and spray painting
in a confined space; air purifying respirators are worn when roller
painting and mixing solvent or doing chemical works.;
 BBSO Checklist
1. PPE
- Safety belt /body harness : Examples : Wearing safety belt
when working on a scaffolding platform or at height of more then 3
meters. Scaffold erector wearing full body harness when performing
scaffold works at height.

- Hand /Arm : Examples; Wearing chemical resistance

gloves during mixing of chemical, wearing long
leather gloves during wearing.

- Foot : Examples : Wearing of safety boots with toe cap.

 BBSO Checklist
2. Body Position
- Body placement :
- Apply correct method for the task?
- Moving heavy object using forklift, side loader. Apply correct
technique for manual lifting?
- Visibility
- Is the observee attending to the task with full visibility?
- Avoid hand placement at area where he cannot see?
- Good co-ordination and communication?
- Pinch point
- Placement of hands away from unexpected mechanical movement?
- Examples : pulley, meshing gear, sheaves or other moving parts
- Using hand tools like hammer with rubber pad
 BBSO Checklist
2. Body Position
- Eye on work :
- Are the employee’s eyes’ focused on the task?
- Watch for pinch point, hot spot, rough surface?
- Eye on path
- Is the worker looking in the direction of the travel?
- Watch for debris in path, elevation changes overhead hazards
- Ascending /Descending
- IS the worker using correct techniques?
- Hadnrails are used while traveling up and down;
- Use scaffold ladder when climbing up and down
- Face ladder while climbing
 BBSO Checklist
2. Body Position
- Overextending :
- Is the employee reaching beyond personal ability?
- Worker reaches beyond ability to turn on a valve.
- Overexertion
- Examples : Too heavy for one person to lift;
- Working too long in a hot and confined area.
- Line of fire
- IS the body of the worker positioning in the path of material and objects that
may splash, fall, fly back?
- Examples: working below a suspended loads;
- Working in the path of flying debris;
 BBSO Checklist
3. Procedure
- Safe work procedure :
- Is the worker observe safe work procedure?
- Aware of the procedure? Wrong method? Short Cut? Ete
- Pre-occupational check
- Is the worker taking pre-operational measures
- Check the tools and environment, validity date, SWL and etc
- Tagout / lockout
- Are tagout/lockout practices being performec?
- Worker inspect energy source such as valves, pipes , electrical equipment..
- Permit-to-work system
- Comply? All stages signed? Precautions taken? Displayed? Updated?
Permit returned upon completion?
 BBSO Checklist
4. Working environment
- Walking / working surfaces
- Use correct path? Opening barricaded or protected? Free from obstruction?
- Examples : Oil water, debris
- Housekeeping
- Is the immediate work area and exit free from obstruction?
- Examples: Cable/ hoses hung up and tools are kept in tool box.
- Ventilation
- Work place ventilated?
- Exhaust ventilation is provided during spray painting in a confined space
- Lighting
- Sufficient lighting?
- Example: flash light is provided in poorly lit area.
 BBSO Checklist
5. Tool and equipment

- Selection
- Using proper tools?
- Condition
- Is the tool in good working condition?
-Tools are clean and free from oil
- Tools are free from defects
- Use
- Are tools used correctly?
- Example: Crane is not used for dragging a load, Chain block is
not used for slinging a load.
Observation & Feedback Process
• Discuss
Enter into discussion with the people doing the work, in an open,
unthreatening, respectful manner.

Obtain permission to observe

( Can I talk to you about safety? )

Ask about the task and how it could be done more safely.
Ask Why and What could happen if…?
Questioning helps to stimulate others to think about their
own safety.
Observation & Feedback Process
QUESTIONS Can I talk to you about safety?
Can you tell me about your job?
What could go wrong?
How could you get hurt?
What kind of injury?
How Serious?
How Could you prevent it?
Who else could be affected?
What if the unexpected happened?
What worried me when I first saw you?
Why do you think I stopped you?
How can the job be done more safely?
What would you do in an emergency?
Observation & Feedback Process
• Discuss

Encourage them to identify the hazards, the ways in which they

can be injured, the severity of that injury and the measures
they could take to prevent it happening.
Ask them for ideas that will help improve their working
practices and workplace.
Praise good performance and safe practices. Recognise
exceptional safety performance.
Correct at risk behaviours immediately. Act immediately in
cases of gross violation and of repeated offenders.
The observer will ensure that all at risk behaviours and unsafe
conditions observed are discussed and correction agreed.
 Feedback what you saw and agree
actions from Observation
• Provide feedback immediately, and discuss follow-up at the
workplace e.g.
- Recognize/ re-enforce safe behaviour
- Discuss how to make safe behaviour easier
- Influence risk perception if needed
- Correct unsafe behaviour
• Summarize dialogue and agreed follow-ups that you will write on
the form.
• Feedback to the owner of area and workgroup supervision on how
things looked in the field when you return.
Observation & Feedback Process

•Record

After the observation, record on the observation

checklist:

• The safe and at risk behaviours observed and

comments
• The percentage of safe observation
• The time, place, date and activity
• The name of the observer
• Cases of exceptional safety performance
• Observer follow-up actions
Observation Data
Data from the checklist will be :

• Used for immediate communication to other

Workgroups if appropriate
• Fed into database for weekly/monthly/annual trend
analysis and schedule compliance
• Used to feed the overall Behaviour Based Safety –
Human Factors Diagnostic Process
Observation & Feedback Process
Follow-up

Follow-up is a crucial step in achieving results through

observation.

To follow up personally and demonstrate that safety is a key

value and that you mean what you say.

Failure to follow up will give your subordinates the impression

that you do not care and that high standards in safety are not
one of the personal priorities.
Behaviour – Based Safety
BBS Observation & Feedback Workshop

What to observe ?

Use safety observation &

feedback checklist
Observation & Feedback Process

• Reaction of People
• Positions of People
• Personal Protective Equipment (P.P.E)
• Tools/Equipment
• Procedures
• Housekeeping
REACTIONS OF PEOPLE
Observe how people react when you approach and when they
see you

• Changing position suddenly

• Stopping/leaving job
• Rearrange job
• Changing tools
• Applying Lockouts
• Adjusting/adding personal protective equipment
• Hiding, dodging (Move back and forth)
POSITIONS OF PEOPLE ( INJURY CAUSES )
Observe where people are stood in relationship to a hazard in
the workplace.

• Work on stable surface

• Eyes on work
• Away from line of fire
• Away from pinch points
• No rushing/short cuts
• Right method of climbing
• No contact with heat
• No contact with electricity
QUESTIONING ATTITUDE
• What if the unexpected happens ?
• What injuries could occur ?
• How can this job be done more safety ?
PERSONAL PROTECTIVE EQUIPMENT
Observe the task in hand, identify the hazards and the appropriate
personal protective equipment that should be employed.
1. Provides barrier.
2. Reflect state of mind.
3. Match the task / hazards with the protection worn.
4. Use the head-to-toe check.
•Head
•Eyes and Face
•Ear
•Respiratory system
•Hands and arms
•Trunk
•Feet and legs
TOOLS & EQUIPNMENT
Maybe tools and equipment present a major risk to the activities
observed. Consider whether equipment and tools should be on your
agenda.

Observe employees using tools or

equipment :

•Right tool for the job ?

•Used it correctly ?
•Is it in Safe conditions ?
PROCEDURES ( STANDARDS )
Observe whether the task in hand involves activities of high risk
and whether procedures would be required

Evaluate standard procedures by observation:-

• Available?
• Adequate for the jobs?
• Known and understood?
• Followed?
• Maintained?
PROCEDURES ( STANDARDS )

• Follow safety rules ?

• Follow safety procedures ?
• Use checklist ?
• Provide fire watch ?
• Comply to lock-out/tag-out ?
• Comply to PTW system ?
• Conduct pre-job inspection ?
HOUSEKEEPING & TIDINESS
Maybe housekeeping and tidiness will be focus of your
discussion because it presents the single most important risk to
those involved with the task…

Evaluate Housekeeping by observation :-

• Standards established ?
• Standards understood ?
• Housekeeping maintained ?
HOUSEKEEPING & TIDINESS

• Work not obstructing passageway, ladder,

platform, etc ?
• Clean work area ?
• Proper materials & tools storage ?
 In Conclusion

• What is Behaviour Based Safety Process

• Behaviour based Safety Observation is part of Total Safety
Culture
• Safety Intervention Workshop is to equip you with the skill
which will come in useful when you conduct BBSO
• Active participation and apply skill in your workplace
 Observe Discuss
Singapore Technologies 3.0 Procedures
Marine BBSO At risk Safe
Follow up Record
3.1 Safe Procedure

Behaviour Base Safe Observation Check Sheet 3.2 Pre-operational check

(Generic) 3.3 Lock out/ Tag out
1.0 Personal Protective Equipment (PPE) 3.4 Permit to work system
At risk Safe
4.0 Working Environment
1.1 Head
At risk Safe
1.2 Face & Eye
4.1 Walking/ Working surfaces
1.3 Hearing
4.2 Housekeeping
1.4 Respiratory
4.3 Ventilation
1.5 Safety Belt/ Full Body Harness
4.4 Lighting
1.6 Hand & Arm
1.7 Foot

5.0 Tools and Equipment

2.0 Body Position
At risk Safe
At risk Safe
5.1 Selection
2.1 Body Placement
5.2 Condition
2.2 Visibility
5.3 Use
2.3 Pinch Point
2.4 Eyes on work
Total
2.5 Eyes on path
% Safe= Safe x 100/ Total
2.6 Ascending/ descending
Total =_______ % safe=
2.7 Overextending
2.8 Overexertion
2.9 Line of Fire
 EGO STATES
In T.A, EGO STATES
Are the ways that you communicate
to other people

P P

A A

C C
 TRANSACTIONS
In T.A, TRANSACTIONS
Is the word used to describe
communications between people
P P

A A

C C
You can Use These 6 Behavioural Styles
The Critical Parent
It communicates that you are not approving by words, gestures,
facial expressions, body posture and/ or tone of voice. It often points
a finger and speaks louder. It sometimes sarcastic.

The Nuturing Parent

It is empathetic and understanding. It is sensitive to the needs,
wants and feelings of others. It is firm in a caring and non-
demanding way.
You can Use These 6 Behavioural Styles
The Adult
It is like a computer that takes in, stores, process and sends out
information. It is logical, reasonable and rational. It deals with facts
and thinking instead of feeling, attitudes and opinions. It is the part of
you that is used to determine whether, when and how to express
yourself.

The Natural child

It has needs for strokes, structure, recognition and stimulation. It has
wants that vary from moments to moment. If needs and wants are
met, it expresses warmth. If need and wants are not meet, it
expresses anger. Sadness and fear. The Natural Child look like,
sound like and is in fact a spontaneous little kid experiencing these
needs.
You can Use These 6 Behavioural Styles
The Rebellious Child
It says that it’s not going to listen to you. Agree with you, or do what
you want. It tends to get angrier than the situation calls for and it
says angry longer. It very negative. This may be obvious or subtle. It
rebels indirectly by forgetting. Procrastinating and doing things
differently, half-way or poorly.

The Compliant Child

It communicates; “I’m not okay” in subtle (or not s-subtle) ways. It
speaks with a softer voice, use wishy-washy words and rarely
makes eye contact. It tends to whine. It’s behaviour is to be very
careful and self-protective.
The Carpenter Tool Box
 MOTIVATION STRATEGIES

1. Analyse the need of the people involved in the

situation.
2. Determine the underlying causes, work out the
alternatives available to resolve the problem and
make the final decision ( viz satisfy, frustrate or
persuade strategy.
3. Implement the strategy chosen by adopting the
appropriate communication style.