A case study examining the actual impact of safety leadership on employee safety behavior in the OIl & Gas construction sector, over a two year period during the roll-out and execution of 'B-Safe', a behavioral safety process.
PREVENT WORK-RELATED INJURIES
Behavior-based safety is based on the theory that most accidents at workplaces can be prevented with the right behavioral analysis and training. Minor errors and oversights are often left unreported and thus can lead to major accidents if the causes for the incidents are not addressed.
Improve employee safety with our presentation on Behavior-Based Safety:
http://www.presentationload.com/behavior-based-safety-powerpoint-template.html
The BBS approach examines which behaviors and organizational circumstances led to accidents. By knowing this, you can inform employees about safe behavior at the workplace and implement Behavior-Based Safety in your company.
This template not only contains images with background information on occupational safety, but also a series of graphs with statistics and figures on the subject as well as a useful icons toolbox.
PREVENT WORK-RELATED INJURIES
Behavior-based safety is based on the theory that most accidents at workplaces can be prevented with the right behavioral analysis and training. Minor errors and oversights are often left unreported and thus can lead to major accidents if the causes for the incidents are not addressed.
Improve employee safety with our presentation on Behavior-Based Safety:
http://www.presentationload.com/behavior-based-safety-powerpoint-template.html
The BBS approach examines which behaviors and organizational circumstances led to accidents. By knowing this, you can inform employees about safe behavior at the workplace and implement Behavior-Based Safety in your company.
This template not only contains images with background information on occupational safety, but also a series of graphs with statistics and figures on the subject as well as a useful icons toolbox.
Presents the core features of how to create a Behavioral Safety process. The process is customizable to suit any type of industry / location and is based on a 20 year track record of success on 5 continents.
Learn how to implement Behavioral Based Safety system (BBS) at your workplace; what are the benefits of BBS, what are the roles of the employees and more.
A Keynote speech by Dr Domininc Cooper CFIOSH C.Psychol examining the 'true' success factors of Behavior-Based Safety from the 1970's to the present day.
Behavio-Based Safety is still evolving to the point where it is effective in all workplaces, all of the time. Many implementations have been successful, but many have failed or faded away over the years. What can we learn from the past and the present to optimize future BBS implementations for the good of all? This tour of BBS examines the evolution of BBS, implementation strategies, and remaining challenges. Issues to be addressed include (but are not limited to):
[1 Where BBS fits in an organizations Safety Culture
[2] Who owns BBS?
[3] The role of employees and managers
[4] BBS design Issues
[5] Integrating BBS into mainstream safety management systems
Presents the core features of how to create a Behavioral Safety process. The process is customizable to suit any type of industry / location and is based on a 20 year track record of success on 5 continents.
Learn how to implement Behavioral Based Safety system (BBS) at your workplace; what are the benefits of BBS, what are the roles of the employees and more.
A Keynote speech by Dr Domininc Cooper CFIOSH C.Psychol examining the 'true' success factors of Behavior-Based Safety from the 1970's to the present day.
Behavio-Based Safety is still evolving to the point where it is effective in all workplaces, all of the time. Many implementations have been successful, but many have failed or faded away over the years. What can we learn from the past and the present to optimize future BBS implementations for the good of all? This tour of BBS examines the evolution of BBS, implementation strategies, and remaining challenges. Issues to be addressed include (but are not limited to):
[1 Where BBS fits in an organizations Safety Culture
[2] Who owns BBS?
[3] The role of employees and managers
[4] BBS design Issues
[5] Integrating BBS into mainstream safety management systems
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Behavioral Safety Leadership in Oil & Gas construction
1. Prof. Dominic Cooper C. Psychol CFIOSH Safety Leadership in Oil & Gas Construction: A Case Study B-Safe Management Solutions Inc 6648 East State Road 44, Franklin, Indiana, USA Tel: +1 (317) 736 8980 E-mail: info@bsms-inc.com www.behavioral-safety.com
2. Location: Middle East Activity: Construction of 2 X LNG Trains, Camp, Storage Tanks, & Jetty Number of Personnel: 47,000 Third-Party Nationals - India, Indonesia, Malaysia, Nepal, Philippines, Sri Lanka, Turkey, UAE, Two Main Contractors: French/ Japanese JV, USA Fourteen Sub-contractors: India, Ireland, Italy, UAE, USA Project Background
8. Key Performance Indicators Incident Rates per 200,000hrs worked Total Recordable Incident Rate (TRIR) Year 1 = 0.09 Man-hours 41,826,852 Total Recordable Incident Rate (TRIR) Year 2 = 0.18 Man-hours 76,369,295 Total Recordable Incident Rate (TRIR) Year 3 = 0.11 Man-hours 120,860,975 Safety Observations = 2.3 million 84.67 Visible Ongoing Support checklists = 36,215 86.91 completed by observers Front-line Management Leadership Checklists = 58,659 90.15 Middle Managers Leadership Checklists = 83,731 87.58 Senior Managers Leadership Checklists = 36, 215 90.36 Corrective Actions Completed = 2,973 88.8 Observer to Worker ratio (2% target) 3.13% Number Completed Indicator % Rate Longest Run without an LTI = 121 Million man-hours
9. Safety Behavior Improvement (Percent Safe Results) Data is aligned in ‘real-time’ for all contractors on site over a 25 month period Longest LTI Free Period = 121 Million Man-hours
10. Example from part of the project, which shows Incident Rates dropped while manpower increased from 1600 - 4,500! Behavior Change and Incident Reduction
11. Project factors that are associated with Behavioral Improvement Results show Corrective Action Rates and Safety Leadership are very important to improve employee safety behavior. Observation + Feedback not sufficient on its own!! Stepwise Multiple Regression Results +85.6% +80.1% +73.4% +53.9% +21.5% Strength of Association Variables Statistical Significance P< Corrective Actions .01 Corrective Actions + Visible Ongoing Support .001 Corrective Actions + Visible Ongoing Support + Front-line Managers Leadership .001 Corrective Actions + Visible Ongoing Support + Safety leadership of Front-line and Middle Managers .01 Corrective Actions + Visible Ongoing Support + Safety leadership of Front-line, Middle and Senior Managers .01
12. Project factors that are associated with Reducing Incident Rates Results show Observation Rate, Corrective Actions and workers recording of Visible Ongoing Support by Safety leaders are very important for reducing Incident Rates Stepwise Multiple Regression results (TRIR) Stepwise Multiple Regression results (LTIR) +37.8% +35% Strength of Association Variables Statistical Significance P< Observation Rate .01 Observation Rate + Corrective Actions + Visible Ongoing Support .01 +34% +11.8% Strength of Association Variables Statistical Significance P< Observation Rate n.s. Observation Rate + Corrective Actions + Visible Ongoing Support .01
