Uploaded byUma Mahesh Guraza
BBS Presentation by Uma Mahesh
The workshop on behavior-based safety focused on identifying unsafe and safe behaviors and conditions in the workplace. It outlined stages of safety culture, from reactive to interdependent, emphasizing the importance of personal and team commitment to safety and continuous improvement. The session highlighted that 76% of injuries result from unsafe acts, and the necessity of management involvement and employee ownership for effective safety practices.
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Introduction to Behaviour Based Safety (BBS), workshop details, and facilitator information.
Guidelines for finding unsafe and safe behaviors and conditions in the workplace.
List of unsafe behaviors affecting workplace safety, highlighting PPE misuse and lack of adherence to protocols.
Definition of behavior in safety contexts, common negative behaviors affecting safety perceptions.
Highlighting injury statistics: 76% due to unsafe acts, 4% due to unsafe conditions.
Case study analysis of speeding behavior and its consequences in driving context.
Overview of Reactive Stage in Safety Culture, emphasizing compliance and management involvement.
Description of Dependent Stage in Safety Culture, focusing on management commitment and adherence.
Example illustrating how dependence on supervision can lead to unsafe practices, like using a ladder.
Discussion on Independent Stage in Safety Culture, stressing personal commitment and process improvements.
Illustration of independent behavior in safety, focusing on proactive ladder inspection.
Interdependent Stage identified by teamwork and shared responsibility in safety practices.
Detailed example of interdependent behavior where individuals take ownership in ladder safety.
Introduction to the 6 pillars of BBS, emphasizing management commitment, ownership, and root cause analysis.
Invitation for feedback from participants on the workshop content and structure.
Closing remarks, expressing gratitude for participation, with a reminder on risk awareness.
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BBS Presentation by Uma Mahesh
- 1. Workshop on BBS BEHAVIOURBASED SAFETY - a new dimension DATE : 28.08.11 TIME : 11:00HRS UNTILL 11:45HRS VENUE : YARD MEETING ROOM, DWD G. Uma Mahesh – HSE Manager International Ship Repairs (FZE), P.O.Box 1334 – Fujairah UAE
- 2. 1. Find ONEBEHAVIOR (something someone is doing) that are unsafe: 2. Find ONE BEHAVIORS (something someone is doing) that are safe: 3. Find ONE CONDITIONS (the way things are set up) that are unsafe: 4. Find ONE CONDITIONS (the way things are set up) that are safe.
- 3. Examples of UNSAFEBehaviour PPEs’ worn but not regularly inspected. No designated place for various items Haphazard way of maintaining workplace. Not following the instructions (both written and verbal). Over-confidence. Delayed Response. Undermining a new employee Outsider’s/Auditor’s instruction. Not prioritizing Unsafe Act & Conditions
- 4. Be-hav-i-our WHAT IS BEHAVIOURALL ABOUT? Its “The way we act” The approach we have towards personal & workplace safety Tendency to forget things, Reckless endangerment Not valuing, underestimating Seems to be high pride, over-confident Work stress, objection on Management decisions Not participative, Lack of team spirit Never talk, Jealous at other’s success Affected by emotional commitments, Lack of knowledge Loosing interest, Enmity
- 5. 76% injuries areonly due to unsafe acts. 4% are due to unsafe conditions. 20% due to unsafe acts and unsafe conditions both Activator direct Behavior motivators Consequences
- 6. ANALYZE The Behavior ACTIVATORS Open Road Sunny Day Emergency Sports Car Others are Speeding Late No Cops Drivers Education Police Car Speed limit signs BEHAVIOR SPEEDING Wear & Tear Wreck CONSEQUENCE Personal Injury Fine Save Time Fun Property Damage Environment Damage
- 7. REACTIVE Stage Beginning REACTIVE Safety Culture •It is based on the natural instincts. •Compliance to law is the goal. •Safety is delegated to Safety Manager. Injury Rates •Lack of management involvement •Achieving Zero is IMPOSSIBLE Zero REACTIVE
- 8. Dependent Stage Beginning DEPENDENT Safety Culture MANAGEMENT COMITTMENT They say “Safety is our #1 priority” GOVERNED BY RULES AND REGULATIONS Injury Rates “Just do what the procedure says, don’t ask why” MANAGEMENT CENTRED ACTIVITIES Improving “THEY are always having meetings and WE never know about what” DISCIPLINE AS A DEVELOPMENTAL TOOL Development starts with probation, time off without pay, etc. TURF-TYPE ATMOSPHERE Reactive “You worry about your job, I’ll worry about mine” Zero DEPENDENT
- 9. Dependant Behaviour Example: Usinga ladder The person using a ladder would pick up the ladder, check the inspection sticker ONLY IF supervision was around. The dependent behavior in this case is that the individual is not only dependent on external motivation to follow procedure the individual is DEPENDENT on the correctness of the inspection sticker.
- 10. Independent Stage INDEPENDENT Safety Culture Beginning WELL UNDERSTOOD PROCESS & OPERATION Process improvements are coming from the shifts PERSONAL COMMITMENT TO SAFETY You can tell employees really want do things Safely SELF-MANAGEMENT SHIFTS Injury Rates Improving Supervision is coaching (No external involvement for counselling) PROCEDURE BASED IMPROVEMENTS “Better ways” are being documented SHARED LOGIC AND IDEAS “Why’s and What fors” are communicated Succeeding Reactive Dependent Zero INDEPENDENT
- 11. Independent Behaviour Example: Usinga ladder The individual checks the inspection sticker and the ladder for defects prior to use. If a defect is discovered the individual takes the ladder out of use and then proceeds to get another ladder. The independent behaviour in this case is the individual has knowledge of the inspection system and what constitutes a safe ladder and has the skill to use the ladder in an appropriate way.
- 12. Interdependent Stage COOPERATION WITHIN AND ACROSS TEAMS Shifts work together well to accomplish goals OTHER’S KEEPER Employees are comfortable giving and receiving feedback Beginning ORGANIZATIONAL PRIDE Morale is high, employees want ownership SUPERVISION COMFORTABLE ALLOWING OTHERS TO LEAD Injury Rates Employees don’t need “approval” to do everything TEAM FULLY ENGAGED IN GOAL-SETTING & IMPROVEMENTS. All employees feel accountable overall performance and are empowered to implement improvement ideas Improving Leading Succeeding Reactive Dependent Independent Zero INTERDEPENDENT
- 13. Interdependent Behaviour Example: Usinga ladder The individual checks the inspection sticker and the ladder for defects prior to use. If a defect is discovered the individual takes the ladder out of use then completes task using a different ladder. The individual assesses the damage to the ladder, decides if the ladder can be repaired and who will make that repair. The individual ensures that the ladder is scheduled for the repair and properly put back into service. The interdependent behaviour in this case is the individual has knowledge of the inspection system, knowledge of what constitutes a safe ladder and has the understanding how the ladders get repaired. The individual understand his responsibility in getting the repairs completed and put back in service.
- 14. 6 PILLARS OFBEHAVIOUR BASED SAFETY Facilitate, Support & Act upon Recommendation Necessary to maintain involvement & support by Employees & Mgmt alike. Employee owned MANAGEMENT Goal setting is necessary for & run process COMMITTMENT Continual Improvement OWNERSHIP & FEEDBACK & INVOLVEMENT GOAL SETTING BBS BBS is all about identifying AWARENESS Root Cause Analysis of All members of the RAISING ROOT CAUSE org are involved. ANALYSIS unsafe behavior in order to Lack of awareness correct them effectively. leads to lack of MEASUREMENT collaboration. Basic to know progress. Continuously measure the percentage of safe behaviors
- 15. Its time foryour feedback !!
- 16. THANK YOU FOR YOURTIME & ACTIVE PARTICIPATION There is a RISK involved in RISK ASSESSMENT even, Always Be Cautious… G. Uma Mahesh – HSE Manager International Ship Repairs (FZE), P.O.Box 1334 – Fujairah UAE