Behavior Based Safety Approach in Transforming the Safety Culture

4. Sep 2012 COSH 2012, Kuala Lumpur, Malaysia

Background
Chemical Engineer Henkel experience: 15 years Several functions: Technical Services / Process Control Eng. Consultancy / Optimization Projects SHE Local / Regional / Corporate VOMA Consulting Ltd. - www.voma.asia Production Manager, Vienna

Dr. Volker Mann

SHE Manager TO (5th of January 2004)

03.09.2012

Dr. Volker Mann

2012, VOMA Consulting Limited

Concept
What is behaviour How behaviour is contributing to accidents Concept of Behaviour Based Safety How behaviour based programs supplement existing safety concepts

Why BBS often fails

Rolls and responsibilities Behaviour based leadership approach

03.09.2012

Dr. Volker Mann

2012, VOMA Consulting Limited

Behaviour
Behaviour-based safety is focussed on behaviour Behaviour = Observable Act, without judgement Behaviours, observable actions, are the proper upstream focus for safety for two reasons: 1) At-risk task-related behaviours are the final common pathway for almost all incidents. Factor that paves the way for many pre-existing factors to come together in a negative way. 2) Most at-risk behaviours common at a site are supported by the culture and systems of the site.

03.09.2012

Dr. Volker Mann

2012, VOMA Consulting Limited

Factors for Incidents

Incident
Hazard: hazard + person Occurrence at the same time and place Potential factors leading to an incident: Technical T

Organisational O Behavioural B
Dont know Dont want to Don't have to Not able to do Not allowed to do
4

Enabled / Difficult

Non-Enabled

03.09.2012

Dr. Volker Mann

2012, VOMA Consulting Limited

Managing Safety
Safety Tripod
Behaviour-based safety, good engineering and procedures - need each other - strengthen each other - bring out the best in each other Engineering

Safety Hazards

Systems

Behaviour
(Leadership & Culture)

Maturity of SHE management

03.09.2012

Dr. Volker Mann

2012, VOMA Consulting Limited

Five Qualities of an Injury-Free Culture

Injury-free culture = No acceptance for injuries!

An injury-free culture includes the characteristics: 1) A shared vision of safety 2) Cultural alignment = we walk the same talk 3) Focus on behaviour versus incidents 4) Upstream system in place: highly proactive, focus on root causes

5) Feedback is the norm

03.09.2012

Dr. Volker Mann

2012, VOMA Consulting Limited

What is Behavior Based Safety?

Behaviour-based safety is a process approach to improving safety performance by helping workgroups to: 1) Definition: Identify safety-related behaviours that are critical to performance 2) Observation: Gather data on workgroup safety excellence 3) Feedback: Provide on-going, two-way performance feedback 4) Remove system barriers: Eliminate underlying factors for continuous improvement

03.09.2012

Dr. Volker Mann

2012, VOMA Consulting Limited

Safe and At-Risk Behaviour

List and Analyse your TOP 10 At-Risk Behaviours Sources: Worker ! Worker involved or exposed to at-risk situation every day Know how things are done here Tools Reporting Incident Investigation Job Safety Analysis (SHRA) Short Safety Discussion (Toolbox meeting) Red dot activity
03.09.2012 Dr. Volker Mann 2012, VOMA Consulting Limited 8

Safety Observation
Is only focused on safety aspects Shows, how far safety measures have been understood Identifies working areas, where safety systems have been well implemented Serves to identify safety barriers Serves to make safety standards clear Increases safety awareness Makes it clear where employees take risks Helps to prevent injuries

03.09.2012

Dr. Volker Mann

2012, VOMA Consulting Limited

Two-Way Feedback
Providing on-going, two-way feedback Immediate after observation Start with feedback about safe behaviour Inform about observed at-risk behaviours Ask questions to find out reason for at-risk behaviour Show at-risk aspects if not registered by employee Record worker suggestions and thoughts about system barriers Offer thanks

03.09.2012

Dr. Volker Mann

2012, VOMA Consulting Limited

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Eight Barriers to Safe Behaviour

Why do employees behave in ways that put them at-risk? Underlying factors are barriers to safe behaviour: 1) Hazard Recognition 2) Disagreement on Safe Practices 3) Personal Choice 4) Personal Factors 5) Culture 6) Business System
Interface Best addressed by management action Requires work with individuals or small groups of employees

7) Inappropriate Rewards
8) Facilities and Equipment
03.09.2012 Dr. Volker Mann

2012, VOMA Consulting Limited

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Behavior-Based Safety Contribution to Hierarchy of Safety Controls

1. Substitution or Elimination 2. Engineering Controls 3. Administrative Controls 4. Warnings 5. PPE

Very limited exposure, if any.

Could be exposure in emergency, but no routine access.

Detailed procedures to be followed regularly by a large segment of production population.

Administratively limited routine access.

Routine exposure of production operations. Personnel need to be protected.

Safety depends LEAST on employee behaviour

Safety depends MOST on employee behaviour

As a control strategy becomes more dependent on procedures, warnings, and PPE, worker behaviour becomes increasingly more important. However, Behaviour-based safety WILL NOT take place of the hierarchy of safety controls!
03.09.2012 Dr. Volker Mann 2012, VOMA Consulting Limited 12

Benefits of Behaviour-Based Safety

Safety Related Operational Related

Redefines safety as an
operational initiative Shifts safety culture to enable workforce to POSITIVELY impact operational change Reinforces and designs desired safe work methods Reduces worker injury potential Incidents become less frequent and less severe

Raises leadership awareness Increases employee

involvement Fosters immediate problem solving Stimulates effective communication & Team Work Emphasizes systems-thinking Workforce moral improves, since efforts lead to significant differences in an important area

03.09.2012

Dr. Volker Mann

2012, VOMA Consulting Limited

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Cost Aspects
Coverage of Costs by Insurance

1 Euro*

Insurance covered costs: injury ill health product and material damage plant and building damage clearing site if outside impact production delays and contigency expenses (partly) Profit losses < 5 years

Costs NOT covered by insurance can include:

over plan profit losses partly: clearing of site, contigency expenses etc. profit losses > 5 years : loss of market shares and customers loss of margins due to damaged product and company image company share price losses supervisors time diverted loss of property value in case of sale clerical effort legal costs, fines loss of expertice/experience expenditure to emergency suppliers loss by additopnal advertising tool and equipment damage cost to improve image overtime working loss by additional recruitement temporary labour expenses Investigation time

2 - 36 Euro*

* estimated figures Henkel 2005

03.09.2012 Dr. Volker Mann 2012, VOMA Consulting Limited 14

Disciplinary Actions
Punishment? Better: Making an Example? Correction? Personal Behavior-Based Intervention

Objective is to replace an undesired behavior with a desired behavior Disciplinary actions make sense where:
undesired behavior is being performed by conscious choice, and

the choice is within the control of the person who is punished

03.09.2012

Dr. Volker Mann

2012, VOMA Consulting Limited

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Reward and Incentive Systems

Traditional Safety Incentive vs. Behaviour-based Safety Incentive models need to strengthen and build the following factors: Pride of performance Safety message Injury reporting Feedback Principles for the use of incentives: Move the contingency upstream away from injuries towards behaviour Awards, prices, etc. are more effective if not announced in advance and given for appropriate performance of desirable behaviours.

03.09.2012

Dr. Volker Mann

2012, VOMA Consulting Limited

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Common pitfalls
All to often safety initiatives start with lots of noise and activities, just to see that after a few years or even month no evidence of this programs remains than a few dusty manuals. Another failed safety program Why? In a nut shell, the safety initiative is not compatible with the companys culture A company culture exists on 3 levels Level 1 - Artifacts: practices, observable things, etc. Level 2 - Values: reason given to explain artifacts Level 3 - Assumptions: basic beliefs

03.09.2012

Dr. Volker Mann

2012, VOMA Consulting Limited

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Successful Concept: Active Engagement of All Employees

Steering Committee

Managers Supervisors

Employees Worker

Every level of employee with specific role, accompanied by defined critical behaviours
03.09.2012 Dr. Volker Mann 2012, VOMA Consulting Limited 18

Steering Committee
Members Worker - trusted and respected of staff - good people skills and task competence - competent communicators - well organized and systematically working Management representative Facilitator/Guide: safety professional or consultant Activities Analyze data from observation reports, incident reports, etc. Analyze at-risk trends and define observation categories Provide recommendation to remove system barriers Communicate with management about suggested measures, e.g. equipment, training, personnel, procedures, etc.
03.09.2012 Dr. Volker Mann 2012, VOMA Consulting Limited 19

Roles for Involvement at All Levels

Worker Data collection and analysis Supervisor Work with employee steering committee to resolve action plan Review and use change-effort data Preserve confidentially of data Serve as technical source Help identify and remove barriers Model identified safe behaviours

03.09.2012

Dr. Volker Mann

2012, VOMA Consulting Limited

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Roles for Involvement at All Levels

Middle Management Model procedures and identified behaviours Provide recognition to employees Include needs for safety in annual budgets, allow time to staff Interact regularly with safety committee incl review and support Provide information about change-effort in organization Ensure that employee involvement does not lead to disciplinary actions Top Management Set and communicate expectations of safety performance Give feedback to upstream/downstream indicators Review and approve appropriate safety budget Express support for safety program
03.09.2012 Dr. Volker Mann 2012, VOMA Consulting Limited 21

Employee Activation and Involvement

Reason: Worker involved or exposed to at-risk situation every day Know how things are done here Tools:

Reporting Incident Investigation Job Safety Analysis (SHRA) Short Safety Discussion 5S or Continuous Improvement Programs Red dot activity, Safety Calendar, etc.

03.09.2012

Dr. Volker Mann

2012, VOMA Consulting Limited

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Alignment of Management
Reason: Managements role is to enable employees to do and use data collection and analysis to identify barriers to safety performance commit company resources to address those identified barriers Tools: Safety leadership training Training: OHS as management task etc.

03.09.2012

Dr. Volker Mann

2012, VOMA Consulting Limited

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Behaviour Based Leadership

In a aligned safety culture the vision and values are consistent with the actual day-to-day practices, in simple: employees at all levels walking the talk Creating Strategic Alignment by Behaviour-based Leadership: 1. Develop realistic vision, mission and values Example Vision and Values 2. Create operational definitions for each level of employee 3. Develop data gathering system 4. Action planning to remove identified barriers

03.09.2012

Dr. Volker Mann

2012, VOMA Consulting Limited

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Behavior Based Safety Approach in Transforming the Safety Culture

Summary
Principles of BBS are: definition of positive behavior, observation, 2-way feedback and removal of barriers BBS program can improve safety performance of worker by removing underlying barriers BBS program can also increase the operational skills of worker BBS program can only be successful if all levels of employees fulfill their roles and tasks Principles of BBS can be used in Behavior Based Leadership approach to transform safety culture

03.09.2012

Dr. Volker Mann

2012, VOMA Consulting Limited

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Thank you !
References 1. Henkel Asia Pacific, Shanghai/China 2. Thomas Krause: Current issues in Behavior-Based Safety, 1999 by BST Inc.

3. Kirchstein & Partner, Hamburg/Germany

Any question?
Contact: Dr. Volker Mann www.voma.asia +60 17 2892378

03.09.2012

Dr. Volker Mann

2012, VOMA Consulting Limited

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