2. CONFIDENTIAL BBS Training Program
Objective
At the end of Training Program , all participant shall be well-aware of Behavior Based Safety Program (BBS) e.g.
• Key Elements of BBS
• Why BBS is Important?
• How BBS program work?
• How to contribute as leaders i.e. Senior Leadership – Mid Level Leadership – Line Management
• Potential benefits of BBS program implementation
• How to have effective Safety interaction / feedback sessions?
3. CONFIDENTIAL BBS Training Program
SAFETY CULTURE PROGRAM
Norms, Behaviors & Artifacts
Visible, tangible.
Personal Values & Attitudes
Less visible but can be talked about.
Cultural Values and Assumptions
Usually not visible at all, often held
subconsciously, rarely (if ever questioned)
in everyday life
Mostly invisible
Challanges to assess
Safety Culture Introduction
9. CONFIDENTIAL BBS Training Program
Behavior Based Safety Program
Definitions:
Behavior: An act that is critical to an employee’s safety. The behavior can be safe or at-risk.
At-risk behavior: any behavior that an employee engages in without regard to safety rules, standards, procedures,
instructions, and specific criteria in the system. These actions may adversely affect security systems or endanger
the employee or colleagues.
Barrier: A system or component that discourages an employee from demonstrating a desired safety behavior. For
example: An employee was observed grinding metal without a face shield. It was discovered that face shields were
no longer available in the storeroom. The face shield availability was a barrier to safe behavior.
BBS Steering Committee: A team of employees designated by the facility who manage and give support to the
behavioral-based safety process. An existing team or committee can be utilized to meet these requirements.
Operations are encouraged to involve contractors in the Steering Committee when it would be beneficial (e.g. in
warehouses operated by contractors).
Observation Checklist: A checklist used to collect data while performing observations. A general checklist is provided and
may be customized to better reflect the risks and concerns represented at each facility.
Observer: A specifically trained employee that conducts observations to identify safe and at-risk behaviors. The observer also
provides feedback to the employee observed. An observer can be from any level and function of the organization.
10. CONFIDENTIAL BBS Training Program
Behavior Based Safety Program
Roles and Responsibilities:
FACILITY/OPERATION MANAGER:
Ensure that the program satisfies all applicable legal requirements
Ensure the all levels of the organization are involved in and support the BBS process
Participate in the Program
Provide resources to implement corrective actions to remove barriers that enable at-risk behaviors
DEPARTMENT LEADERS AND SUPERVISOR:
Ensure that employees/contractors receive initial and refresher training on the BBS program
Implement and enforce this program
Participate in the Behavior Observation Process
Analyze data and metrics in order to provide a continual improving process
Provide resources to implement corrective actions to remove barriers that enable at-risk behaviors
H&S REPRESENTATIVE OR DESIGNEE
Provide initial training and ongoing feedback to observers
11. CONFIDENTIAL BBS Training Program
Behavior Based Safety Program
BBS Steering Committee:
BBS Observation Team: (includes Steering
Committee as well)
12. CONFIDENTIAL BBS Training Program
The following are a few of the things which can make effective safety observations
difficult:
• Familiarity clouds vision
• Unfamiliarity causes confusion
• Behavior happens fast
• Samples behaviors not individuals
The Challenges
• respected by peers
• interest in safety improvement
• interest in BBS
• good people skills
• able to provide positive reinforcement for safe behaviors
• able to provide coaching/correction for at-risk behaviors
It is strongly recommended to select observers from all levels of employees, including
shop floor.
The Observer Selection
14. CONFIDENTIAL BBS Training Program
Write Comments
• Comments point to barriers
• Dig into barriers that may exist
• Write as you observe
• Record/write down what people
tell you
BBS Observation Checklist
15. CONFIDENTIAL BBS Training Program
Why three kinds of at-risk behaviors occur…
• Enabled behavior - one that is within the control of employee (e.g. personal choice not to use
handrail while descending a stairway). This behavior is not a systems issue.
• Difficult behavior - The behavior would be difficult if it could be done safely, but would require additional
effort. (e.g. handrail needs to be cleaned before it can be used because it has been splashed with acid or
resin.
• Non-enabled behavior - Where an employee is not enabled to perform the task in the
way it needs to be perform or is not within the control of the employee (i.e. holding
the handrail while using the stairs would be non-enabled if there were no handrail on
the staircase).
In that case, the people who start to use the stair would have to go out of their way to call
for cleaning or to clean the handrail themselves before they used it.
"Many managers believe that personal choice is the primary reason for poor safety performance
at their facility. In many cases they are mistaken.”
16. CONFIDENTIAL BBS Training Program
KBIs (Key Behavioral Indicators)
Percentage of Safe Behaviors:
% Safe= 100 “safe” behaviors/150 total behaviors (100) = 67%
Observation Rate:
Observation Rate= 100 checklists (200,000)/100,000 hours worked = 200
17. CONFIDENTIAL BBS Training Program
Behavior Safety Continuous Improvement
Identify At-Risk Behaviors
Problem Solving Plan
Performance
Measurement
Acceptable?
Yes
No
18. CONFIDENTIAL BBS Training Program
• Giving feedback can be uncomfortable
• People expect criticism – Don’t Criticize
• Self esteem is threatened – Give Respect
• We don’t accept responsibility
• Behavior may change slowly- Repetition / Law of Frequency
• People may not trust in the process
Challenges - Giving Feedback
!You have one time to give a first impression, so it
must be flawless execution
19. CONFIDENTIAL BBS Training Program
Safety Interactions – Feedback [Behaviour Observation &
Feedback System]
During Observation and Feedback Sessions
1. Pleasant Opening – did they open with a positive & build rapport / Trust?
2. Situation – did they describe what the conversation was going to be about?
3. Actions / Behaviors – did the colleague accurately describe the actions/behaviors? Did they use examples?
Did they do this without blaming?
4. Impact – did the colleague discuss the impact? Did they use questions to get the operator to think for
themselves? Did the operator identify ways to prevent injury?
5. Discuss and Commit – did the colleague really gain commitment to change? Who was doing most of the
talking? Was trust built? Did Observer discuss barriers of at Risk Behaviour?
6. Thank the person being observed for his/her cooperation and contribution to the discussion
Post Observation
1. Analysis to establish why this behavior is taking place (consider awareness, lapse, training, supervision, habit)
2. Identify Immediate and Future actions
3. Repeat / Re-observe after removal of barriers and effective feedback session
20. CONFIDENTIAL BBS Training Program
Tips for Effective Safety Interactions / Feedback
Maintain a non-directive style of communication, to achieve the interpersonal cooperation
1. avoid absolutes, such as Must, Never and/or Always;
•Example: instead of saying “You (always) ignore safeguards on that machine", it is recommended to use “I
noticed you were working on that machine without a safeguard. Why?”
2. use / statement rather than You; •Example: instead of saying “You demonstrated At-risk
behavior”(sounds accusatory), it is recommended to use “I believe that behaviors at-risk”(sounds caring)
3. Focus on behavior, not on personal attributes of the individual; •Example: instead of saying “You are
irresponsible for not wearing PPEs” it is recommended to use “I saw you were not wearing the required
PPE. Why?”
4. Use the terms Safe and At risk instead of Right and Wrong & “There is a room for improvement” in lieu
of “This is a poor safety score
21. CONFIDENTIAL BBS Training Program
Important Call (Warehouse Safety )
You (Warehouse Executive) are on your routine visit of Warehouse management.. You observe a forklift
driver, very busy loading a truck which must leave very soon to the distribution center depot. but you
cannot avoid noticing that Forklift driver received a call on cell phone and he suddenly took his phone
to check who is calling (mean while Forklift is start and moving in slow motion).
Using the cell phone in an area or work where it is forbidden, telephone call seems very urgent, might
be operators personal call but you know that such behavior is unacceptable are worried about the
safety of this person as well as safety of others in area also, and no one would be not allowed to do the
same.
What do you do?
Role Plays – Mastering in Feedback
22. CONFIDENTIAL BBS Training Program
Mr. Y is a very experienced Production Operator. The production pressure is huge, and the volume
planned is challenging. If that was not enough, many of his colleagues are off work sick with flu. If they
run at full capacity, they will have a chance to achieve the production numbers without any overtime
and within budget, but if some trouble happens...
Mr. Y was working on a machine when he observed some operational interruptions due to frequent
JAM .
You Observed Mr. Y wants to intervene machine some-times without applying proper jog mode and he
believes that not applying the JOG, he will be faster.
What do you do?
Production Pressure (Production Safety)
Role Plays – Mastering in Feedback
23. CONFIDENTIAL BBS Training Program
Outsiders (Workplace Safety Rules)
You are a supervisor in Production department. This is a noisy work environment and you always
wear earplugs.
When walking on the floor you meet an engineer showing electrical fittings to one of the external
contractor.
Both are not wearing earplugs, and you know very clearly what the rules are when someone is
working in a noisy place. Although they are only there for a short period of time, everyone has to
obey the hearing protection signs.
What do you do?
Role Plays – Mastering in Feedback
24. CONFIDENTIAL BBS Training Program
Breakdown (Contractor Safety Management)
You are an Engineer in Production department.
In order to cater an immediate breakdown you need to change an electrical fitting through one of the
external contractor.
After verification of all contractor safety protocols work is assigned to external contractor for
replacement of electrical fitting by Maintenance Engineer.
Being area owner, before authorization of Work permit, it is revealed that contractor did not apply its
own LOTO, however maintenance engineer applied LOTO and verified on Work Permit.
What do you do?
Role Plays – Mastering in Feedback
25. CONFIDENTIAL BBS Training Program
Maslow's Hierarchy of Needs
Theories, One must be familiar to know Human Behavior
Self Actualization
(Ones full potential including
creative activities)
Esteem
(Prestige, Feeling of
Accomplishment)
Belongings
(Friends, Family, Relationship)
Safety Needs
(Safety, Security)
Physiological Needs
(Food, Water, Rest etc.)
Who has heard of the broken windows theory?
Ok, well let me tell you a story. Tell the story.
What about now? How do you think you would be expected to behave here? Why?
So before we have even seen any behaviors we have started to make an assessment of the culture and what are acceptable behaviors, even expected behaviors in this culture.
So, how does this apply to us and our work?
