*

PurposeTo provide the Leader with basic knowledge of a Behavioral Based Safety (BBS) process. To understand that the BBS process is only one component to an effective safety process.To understand that a BBS process is an effective tool to change a corporate culture.At the end of this section you will be able to:Understand the elements required for an effective BBS process.Use behavioral terms to speak toward BBS processes.Understand the observation and feedback elements of a BBS process.*

Case for Action The Goal of a BBS ProcessWe are here.We need to get to here.*

Safety Process ComponentsThe majority of programs and processes do not address human behaviors,motivate employees to give discretionary effort,or create momentum to change corporate culture!*

The Goal of a BBS ProcessFATALITYMedical TreatmentLost TimeAT-RISK BEHAVIORSNo Injury OccursReactiveProactiveNot wearing eye protection while grindingFirst Aid/Near MissLUCKIdentifying the At-Risk Behaviors*

The Key Concepts of BBS

Consequences Control Behavior

Feedback is a Consequence

Feedback is PIC

Motivate Employees

Therefore, feedback is a significant new positive immediate consequence being added to the workplace through a BBS Process which will change behavior, culture and motivate Employees.*

BBS Key ConceptsThe ABCs of Workforce MotivationActivatorA person, place, thing or event coming before a behavior that encourages us to perform that behavior.BEHAVIORThe way we act on the job.CONSEQUENCESEvents that follow behaviors and affect the chance that they will happen again.Activators, Behaviors and Consequences Impact Motivation.

*

BBS Key ConceptsExamples of Activators*

Positive

ACTIVATOR

Negative

Visibly shows commitment and involvement

Communication of safety beliefs, values and vision (Safety Slogan)

Leader

Non-commitment to safety

Communicates a negative attitude towards safety

Motivating, properly executed, competency reassurance

Safety meeting

Rushed, incomplete information

High quality, motivated, performed as needed,

Training

Poor quality, lack of, or too much, wrong type

Up-to-date, easy to understand and follow, task-specific procedures

Safety Policies and Standards

Procedures outdated, not commonly followed

Rewarding shortcuts

Appropriate, timely

Recognition and Reward

Loss of reason for reward

Appropriate time, equipment and training available for the job

Resources

PERCEIVED lack of proper resources to perform the job safely, time restrictions, or cost restrictions

Positive or corrective feedback given at the right time and place

Feedback

Improper or corrective feedback given at the wrong time or place

BBS Key ConceptsExamples of Behaviors*

Positive

behaviors

Negative

Supplies input at the Safety Meeting

Provides safety initiatives

Action at Safety Meeting

Does not participate willingly in Safety Meeting

Wears PPE

PPE

Performing tasks without PPE

Consistently drives the speed limit

Has no driving violations on record

Driving

Is ribbed by co-workers for speeding, speeds past you, has traffic violations on driving record

Follows procedures

Demonstrates commitment to safety

Involved in BBS observation program

Performing Task

Disregards policies, procedures, rules or standards.

Demonstrates lack of commitment to safety

Consistently performs tasks safely

Spends time in field with workforce understanding issues

Attitude

Continually negative feedback toward Safety and Management systems

BBS Key ConceptsExamples of Behaviors*

POSITIVE

consequence

NEGATIVE

Corrective coaching to help individuals excel

Praise in person/public

Atta boys, pat on the back

Feedback on Near Miss Reports submitted

ThankYou!

4 X more positive

Feedback

Escalating consequences including potential loss of job

Inappropriate feedback

No feedback,

Constant negative feedback

Public embarrassment

Recognition

Physical rewards

Healthy and whole lifestyle

Task Performance

Major equipment damage

First Aid incident

Environmental incident

Production loss

Downtime

Healthy and whole lifestyle

Happy and fulfilled

Lifestyle

Injury incidents

Stressed and unfulfilled

BBS Key Concepts

Consequences can be either:

P

Positive

or

N

Negative

I

Immediate

or

F

Future

C

Certain

or

U

Uncertain

The most POWERFUL consequences are:

P

Positive

or

N

Negative

I

Immediate

or

I

Immediate

C

Certain

or

C

Certain

Commonly called PIC/NIC Analysis.

Basic Elements of a BBS ProcessIdentify the critical behaviors and clearly define those behaviors.Conduct an observation.Provide Feedback: Immediately after the observation to the person who was observed.To the organization as a whole regarding the overall process.Perform action planning to remove workplace barriers.*

Observation processGo to the work place and let them know you are conducting an observation.Observe the employee and look for both safe and at-risk behaviors.Mark the datasheet and write comments on the at- risk behaviors observed.Feedback processCommunicate all the safe behaviors you observed & make sure you are specific.Discuss the at-risk behaviors, specifically :Get agreement on at-risk behaviors.Document employees reason as to WHY the behavior was performed at-risk.Identify possible solutions for the at-risk behavior.Identify the Barriers Basic Elements of a BBS Process*

ONE REFERENCE*

DuPont - A 200 Year History of SafetyPowder mill operation began in 1802First safety rules established in 1811Safety is a line management responsibility.No employee may enter a new or rebuilt mill until a member of top management has personally operated it E. I. du PontSafety statistics began in 1912Belief that all injuries are preventable developed in the 1940sOff-the-job safety program began in the 1950s*

Injuries and Incidents Do Not Have to Happen . . .A new on-the-job injury or illness case every SEVEN seconds*

Only Zero Tolerance is AcceptableEach day 16 people will not die in a work-related accident. Each year over 4 million people will not be hurt or made ill in US private industry. Families and communities will prosper.No physical pain, no deep emotional anguish for the workers family, no negative talk about your organization in the community. *

Do you have the fundamentals in place that will form a solid foundation for any safety program?*

Safety Values & Principles

Safety and Health Environmental stewardship Highest ethical behavior Respect for people Line managers are accountable for the safety performance of their employees.Working safely is a condition of employment.Employees must receive appropriate training.Core values are the cornerstone of who you are and what you stand for.Principles are the ways you live your values day by day.*

An Integrated Safety Management System*

Safety Excellence Requires A Culture Shift Involvement / Ownership by All Employees*

Behavior Based Audits*

Where do our injuries come from?Cause of Injuries*

HAZARDS Unsafe Acts Employee Created Unsafe ConditionsNEAR-MISSES OR FIRST AIDRECORDABLE INJURIES MAJORSFATALInjuries: A Matter of Probabilities*

Auditing for SafetyFocuses attention on safety.Shows how well safety is understood and applied.Shows where systems are working well.Helps identify weaknesses in systems.Helps clarify your safety standards.Raises awareness of safety issues.Identifies where people take risks.Prevents injuries.But - does NOT try to catch people doing something wrong!*

Gaining CommitmentSkills RequiredNoticing:Unsafe actsSafe work practicesUnsafe conditionsUnsafe situationsTalking about:Safe practicesUnsafe actsUnsafe situationsOther safety issues...for conducting effective Safety Audits*

help sharpen & sort observationsObservation CategoriesReactions of peoplePositions of peoplePersonal protective equipmentTools and equipmentProceduresOrderliness standards*

Why are people reluctant to approach another person around safe and unsafe behavior?*

Contacting Someone Working SafelyStart with a positive comment.Engage the employee in conversation.End with thanks.Chart 6*

1.Observe; then contact.2.Comment on safe behavior.3.DiscussConsequences of unsafe act.Safer ways to do the job.If you comment...Express your concern.Focus on effects, not acts.If you question...Question to explore.Question to learn, not to teach.When Someone Is Working Unsafely... a framework for the Audit Discussion*

4.Get agreement to work safely.4.Get agreement to work safely.1.Observe; then contact.2.Comment on safe behavior.3.DiscussConsequences of unsafe act.Safer ways to do the job.5.Discuss other safety issues.6. Thank the employee.... a framework for the Audit DiscussionWhen Someone Is Working Unsafely*

The Benefits of Safety ExcellenceImproves business performance while protecting the lives of employees and contract workersEnhances existing business practices, including environmental and health processesIncreases productivity while decreasing operating costsHelps protect brand and public imageLeverages current strengths of your organization*

Safety Perception Survey Useful ToolSustainable culture improvement can not be achieved overnight.StrengthSatisfactoryWeakness*

2006LeadershipStructureProcesses & ActionsKeyManagersSupervisorsProfessionalsHourly Workers

2007LeadershipStructureProcesses & ActionsManagersSupervisorsProfessionalsHourly Workers

Sustaining a safety culture involves improving your competency & execution in all of the cultural elements. *

Leaders Roles and ResponsibilitiesEnsure that BBS processes are in place within your work group. Make certain employees utilize the process. It is important that we involve all our subcontractors in the BBS process. They can use their own, or are free to use your companies with the proper training.Participate in the process use the language, conduct observations, ask to see the data, provide support.Ensure that all employees have been provided with the training necessary to conduct observations and provide feedback.Ensure that employees are allotted the time to participate in the BBS process either by conducting observations, attending training, or participating on the oversight committee.*

*Another goal of the BBS process is to break the plateau of safety improvement and get the organization on the path of continuous improvement.

The traditional things that organizations have done to get accident rates down, such as safety meetings, safety committees, training, policies, procedures, regulations, etc. have done a good job at getting them to where they are today. These efforts will need to continue as they are required by governmental regulation and company policy, but to enable an organization to make a significant step change in their performance they need to focus on more proactive type measures and activities such as workplace behaviors.*Want to get to the bottom of the iceberg or to those at risk behaviors that are occurring in our workplace.

Every time a person performs an at risk behavior, the most likely outcome is nothing happens. Then, there is that one instance where they fall on the top of the iceberg and have an injury. The only difference between all the times that the at risk behavior was performed and nothing happened and the time the injury occurred is LUCK.

Traditionally, once an injury occurs all manner of things are done to prevent that injury from occurring again. In the case of this injury, we might put signs on the grinder as a reminder to wear eye protection, place the eye protection at the grinder, retrain employees, talk about the incident at a safety meeting, etc. Al off these things are focused on the injury that occurred and while they may raise awareness over the short term, they are not directly focused on changing behavior and therefore are not long term or sustaining solutions.

By putting a BBS process in place you are moving the at risk behaviors to safe behaviors and in effect shrinking the bottom portion of the iceberg. This results in a smaller top portion of the iceberg and fewer incidents.

Addressing the at risk behaviors in the workplace through an observation process is a proactive approach to safety (eliminating or reducing the severity of the incident before it occurs) rather than the traditional reactive approach to incident.*Consequences control behavior is one of the key concepts of BBS. It is what we get out of doing a behavior that really drives us to perform that behavior. The activators have some influence over our behavior but the consequences of our behavior control it. For example, your would not answer the phone if it did not ring (the activator) but it is the fact that you get to talk to someone (consequence) that gets you to answer the phone. If no one was on the other end of the line each time you answered the phone, eventually you would not answer the phone when it rang. Therefore the consequence of no one being on the phone would change your behavior.

Feedback is a consequence of a BBS process. And as mentioned earlier, a very important part of the process.

The concept of PIC/NIC will be discussed later. Feedback is PIC positive, immediate, certain. Therefore, we are adding a PIC consequence to the workplace with the implementation of a BBS process. Therefore, you can see how powerful the feedback given immediately after an observation is made.

The feedback given to the organization regarding the process is also powerful (though no immediate), because it lets the employees know that the data is being used. They are doing the observations and providing the data and the data is being used to track performance, conduct action planning, and improve the process and the organizations BBS performance. Albeit, not as powerful as the immediate feedback, this type of feedback is just as important.*Identify and define the critical behaviors. The behaviors that are critical to your organization or operation should be identified. Critical generally refers to the behaviors that have caused or have the potential to cause injuries in the workplace. These behaviors may vary from location to location or operation to operation since the work environment, culture, etc. varies. Once the critical behaviors have been identified they should be clearly defined. The preferred way to define the behaviors is to describe the safe behavior. This way all employees are aware of the safe way to perform a behavior. Communicating the behaviors and definitions to all employees creates an understanding as to what behaviors will be observed and creates a general agreement as to the safe way to perform a behavior.Conducting an observation is the foundation of the process. This is where the initial behavioral change takes place. It is also where the data is collected to measure the effectiveness of the process and to be able to conduct action planning for barrier removal. The observation process is simple go to where the work is being performed, indicate to the individual that you are going to conduct an observation, stand back and observe the individual doing the job task, mark your observation sheet appropriately (i.e. safe and at risk behaviors), and prepare for your feedback session.Feedback should be given to the person immediately after being observed. The observer should have a discussion with the observee to provide feedback on both the safe and at risk behaviors. Research indicates that the most effective way to provide this feedback is to cover all of the safe behaviors that were observed first. Be specific, e.g. you bent at the knees when lifting that valve, instead of general, e.g. good lifting techniques. This lets the person know that you were really watching for safe behaviors and that you are observant. Then discuss the at risks, again being as specific as possible. Get agreement on the at risks. And get the person to tell you why he performed the behavior at risk. If you can get agreement on the at risks, then the individual is more likely to try and change his behavior next time. Getting to the why provides for a better understanding and more detailed information regarding the at risk behaviors to be action planned later and enables targeted action planning. Feedback on the process in general should be provided to the organization on a regular basis so that employees know that the data is being used and they can see improvement opportunities and trends.Action planning is to be conducted on a regular basis. This is where the secondary behavioral change takes place. Analysis of the data will identify the areas where the greatest risk lies. Once the behaviors to be action planned have been identified, the WHAT and WHY comments will be analyzed to determine the specific recommendations for corrective action. For example, if lifting has been identified as an area for improvement, the specific at risk behavior and reasons for that behavior will need to be known to target the action planning. If the what and why comments indicated that employees are not aware of appropriate lifting techniques, the corrective action might be to educate employees. If the comments indicated that employees were not lifting correctly due to the nature of the lift (i.e. awkward or large objects), then the corrective action may be to provide manual lifting devices, redesign the job or require two person lifts for such equipment. These two corrective actions are significantly different though they are focused on changing the same basic behavior, lifting.*Observation process this is a fairly straight forward process. One catch, is that you want to make sure that you announce that you are there to do an observation. Most observation processes are based on trust and employee ownership. By announcing, you are making sure that you gain the individuals trust, you are reinforcing the fact that this is an open process, and you do not give the impression that you are spying on the individual. Yes, it is true that the individual will most likely change his behavior because he is being observed and therefore you will not see as many at risk behaviors as you might otherwise. But that is ok, because the behaviors that he changes are those that are easy to change, that he knows how to do safely. The behaviors that you do note at risk are going to be those behaviors that he was not even aware of doing at risk or that are habit. These are harder to change and therefore you will have a powerful impact with your feedback. Make sure that you write you WHAT comments during the observation and prepare for the feedback prior to giving it. That will make the process run much smoother.

Giving the feedback is the hardest, yet the most important part of the process. As mentioned earlier, this is were you will get the most significant behavior change to start to happen. Doing the observation gets individuals to change their behaviors, but giving feedback gets the behavioral change to stick. When an individual is recognized for safe behaviors, positive feedback, then they are more like to continue to perform safe behaviors. When an individual recognizes the risk that they are putting themselves in by performing an at risk behavior, they are more likely to change that behavior in the future. And with continuous feedback on that behavior, over time the behavior will change from at risk to safe. It is important to focus on the safe behaviors as a whole, prior to moving to the discussion of the at risk behaviors. Providing the feedback in blocks (rather than giving some safe, then some at risk, then some safe, etc) is much more effective. It is human nature to focus on the negative (at risk), so it is more meaningful feedback if all of the safe feedback is put together up front.

Break the group up into teams worker, observer. Conduct a role play performing an observation and providing feedback based on a scenario (either written or in a video). Change roles so that both get a chance to provide feedback. *I know this is an audience that knows about safety. Environmental, health and safety managers are of course some of the strongest advocates for workplace safety. You know hard work and you know that safety is hard work, so today were going to have a conversation about the challenges and issues you still face.What gives me the right to speak to you today on safety?Our 205 year history and passion for safety makes us an authority. Were the longest surviving program in the marketplace; no one has helped as many people as we have.With over 4000 clients served, our client base is global in nature and covers all industries. The DuPont brand in conjunction with our global reach, unique owner-operator knowledge and expertise in managing operational risks, are our major sources of competitive advantage.

You may be aware that the DuPont company today is comprised of 5 market facing platforms. The business I represent - DuPont Safety Resources - is in the Safety and Protection platform which is the means by which we will ensure sustainable solutions that are safer for everyone.

*Safety is hard work.The road to adoption, however, is not always an easy one. Take the United States where, for example, 16 people die each day in workplace related injuries, 15,479 people will be injured and 38,698 children will see a parent come home hurt.Additionally, in 2003, more than 4.4 million people were hurt in private industry jobs at a rate that clocked a new on-the-job injury or illness case every seven seconds.Daily fatalities, and millions of disabling workplace injuries and illnesses, are tragic not just for the deep emotional and economic misery they cause. They are tragic because they can be prevented.

*Safety, security and protection should all be linked in the minds of a companys management, and we all believe in the goal of zero workplace injuries. It is easy for many organizations to cut safety programs or postpone investments in safer workplaces. But safety is a business value. Without safety, people do not have a vibrant economy or infrastructure. They do not have lives or livelihoods.**Survey helps you understand are you living up to your principles?

**Any organization at any time should be able to understand where they are on the curve.

Safety excellence is a journey, and a cultural transformation for those that choose to take the journey to excellence.Reducing injuries in any organization is a journey that requires a systems approach.Without a systems approach (the left-hand side of the curve) companies tend to:Focus on conditionsDismiss best practices because they occur in a different industryDelegate responsibility to safety staffIntroduce too much change, too quicklyFail to recognize barriers to changeFail to provide corrective action for unsafe activitiesImplement safety procedures that either dont work, or arent usedBuild a safety system and then walk awayHere is what we have discovered to be the critical aspects of injury reduction as companies move from a management driven, control based approach to an interdependent culture, where safety becomes an integral business value and source of organizational pride.The question is, where do you want to be on this curve and how fast do you want to get there?

***This is the Bradley Curve. It was originated by Verlon Bradley, a former DuPont plant manager.

******Reasons for ReluctanceList the reasons you think people are reluctant to approach employees on the job.S&P Safety Audit Training*Copyright 2007 DuPont. All rights reserved. The DuPont Oval Logo, DuPont, and The miracles of science are registered trademarks or trademarks of DuPont or its affiliates.****Developing a safety culture with effective safety management practices builds trust, grows personal responsibility and encourages accountability throughout the enterprise. Weve seen how a culture shift at all levels of the organization not only will save many lives, but also save millions of dollars a year by making safety a strategic business value and placing it on the same level as cost, productivity and human resource issues.Companies and organizations that commit to safety excellence enjoy benefits that include high productivity, lower insurance premiums, better labor and community relations and higher retention rates of valued employees.*The tables identify the themes of an integrated safety management system according to DuPonts 12 Cultural Elements. Also, the table summarizes clients perception on the extent of safety principles framework, beliefs and practices in the respective job category. Each column indicates collective perception on strengths and weaknesses according to each theme, where as each row indicates the perception of strengths and weaknesses by job category and by each theme. We worked with the client for approximately 13 months, then re-surveyed

**