Embed Size (px)
Citation preview
The Problem with Behavioural Safety!
Presented by: Tony Roscoe
Ryder Marsh Ltd
Behavior-Based Safety/‘Blame-the-Worker’ Safety Programs
Understanding and Confronting
Management’s Plan for Workplace Health and Safety
Union Training for Union Members
United Steelworkers’ Health, Safety and Environment Department
April 2010
Source: United Automobile, Aerospace and Agricultural Implement Workers of America (UAW), Health and Safety Department. Publication #14
Behavioural safety is founded on a wrong premise, which is that it is workers cause injuries,
rather than management failures
Responsibility
Authority
×
Ryder Marsh Safety Culture Development Map
The Trap in the System
You Can’t Become More Human Focused by Being More System Obsessed!
When were we doing our observations?
What are we observing?
0
5,000
10,000
15,000
20,000
25,000
Confined Spaces
Health PPE Manual Handling
Hot Work slips Trips & Falls
Driving Use of Heavy Plant Equipment
Working at heights
Ob
serv
atio
ns
Re
cord
ed
Behaviour Recorded
Confined Spaces
Health
PPE
Manual Handling
Hot Work
slips Trips & Falls
Driving
Use of Heavy Plant Equipment
Working at heights
What are we observing?
Unsafe
Safe
Insanity: doing the same thing over and over again and expecting different results.
Albert Einstein
Has Anyone Rented a Property?
3 words to describe your safety culture?
How many are positive?
The Importance of Reinforcement: Praise Reward Recognition
Discretionary Effort
“Want to Do”
Minimal Compliance
“Have to Do”
Reinforcement
Punishment
3 : 1
Safety Culture Development Profile for Client by Level
3.3
4.6
3.9
2.4
0.0
1.0
2.0
3.0
4.0
5.0
Overall Scores by Function
Sc
ore
SCDL 5D Profile February 2012
Overall Senior Management Middle Management Shop Floor
The Improvement Team are central to this process as they staff to get involved through the KYT and Observation process and progress medium to long-term improvement projects
The Internal Trainer supports the Improvement Team and Supervisors in the role out of both the KYT & Observation processes
All staff are involved in safety through both the KYT & Observation processes, with the aim of giving them some ownership of safety
The Pi Process allows staff to gain ownership of both Hazard spotting and near miss reporting. It links the theory of interactive safety briefings with the reality of sorting issues within the workplace
The Supervisors role is to deliver the Safety Briefings for the KYT and to encourage and monitor the Staffs input into the Process. The Supervisors will also be conducting the Observation Process, by both observing and giving feedback to staff.
Proposed outline of the Behavioural Safety Process
Pi Process
A Clients Journey
0
1
2
3
4
5
6
Jan
-07
Mar
-07
May
-07
Jul-
07
Sep
-07
No
v-0
7
Jan
-08
Mar
-08
May
-08
Jul-
08
Sep
-08
No
v-0
8
Jan
-09
Mar
-09
May
-09
Jul-
09
Sep
-09
No
v-0
9
Jan
-10
Mar
-10
May
-10
Jul-
10
Sep
-10
No
v-1
0
Jan
-11
Mar
-11
May
-11
Jul-
11
Sep
-11
No
v-1
1
Jan
-12
Mar
-12
May
-12
Jul-
12
Sep
-12
No
v-1
2
Jan
-13
Mar
-13
TLTR Rolling 12 TLTR Goal
Client - 2007 to 2012 TLTR Perfomance
Introduction of Behavioural Safety
Conclusions
• Behavioural Safety has and is working, it just needs to go beyond any individual
• What got us to here, won’t necessarily get us any further
• Behavioural Safety is a step change in how we “do” safety
