Behavior Based Safety & Safety Observations

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Behavior Based Safety &Safety ObservationsBehavior Based Safety &Safety Observations

Bob KrzywickiNorth America Operations Director

DuPont Safety Resources

[email protected]


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DuPont - A 200 Year History of Safety

Powder mill operation began in 1802

First safety rules established in 1811

Safety 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 Pont

Safety statistics began in 1912

Belief that all injuries are preventable developed in the 1940s

Off-the-job safety program beganin the 1950s


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Injuries and Incidents Do Not Have to Happen . . .

A new on-the-job injury or illness case every

SEVEN seconds


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Only Zero Tolerance is Acceptable

Each 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

worker’s family, no negative talk about your organization in the

community.


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Do you have the fundamentals in place that will form a solid foundation

for any safety program?


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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.


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An Integrated Safety Management System

Safety Safety Management Management

SystemSystem

LeadershipLeadership

StructureStructure

Process &Process &ActionAction

Visible, demonstrated commitment Clear, meaningful policies and principles Challenging goals and plans High standards of performance

Line management accountability Supportive safety staff Integrated committee structure Performance measurement and

progressive motivation

Thorough investigations and follow-up Effective audits and re-evaluation Effective communication processes Safety management skills


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

• Management Commitment

• Condition of Employment• Fear/Discipline• Rules/Procedures• Supervisor Control,

Emphasis, and Goals• Value All People• Training

• Personal Knowledge, Commitment, & Standards

• Internalization• Personal Value• Care for Self• Practice, Habits• Individual Recognition

• Help Others Conform• Others’ Keeper• Networking

Contributor• Care for Others• Organizational Pride

• Safety by Natural Instinct

• Compliance is the Goal

• Delegated to Safety Manager

• Lack of Management Involvement

Natural Instincts

Supervision

Self

Teams

Inju

ry R

a te s

DependentDependent IndependentIndependentReactiveReactive InterdependentInterdependent


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Behavior Based Audits


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…Where do our injuries come from?

Unsafe Acts 96%96%

Cause of Injuries

Unsafe Conditions 4%4%


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HAZARDSUnsafe Acts

Employee Created Unsafe Conditions

NEAR-MISSES OR FIRST AID

RECORDABLE INJURIES

MAJORS

FATAL

Injuries: A Matter of Probabilities


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Auditing for Safety

Focuses 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!


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Gaining Commitment

Skills Required

Noticing:

Unsafe acts

Safe work practices

Unsafe conditions

Unsafe situations

Talking about:

Safe practices

Unsafe acts

Unsafe situations

Other safety issues

...for conducting effective Safety Audits


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…help sharpen & sort observationsObservation Categories

Reactions of people

Positions of people

Personal protective equipment

Tools and equipment

Procedures

Orderliness standards


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Why are people reluctant to approach

another person around safe and

unsafe behavior?


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Contacting Someone Working Safely

Start with a positive comment.

Engage the employee in conversation.

End with thanks.


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1. Observe; then contact.

2. Comment on safe behavior.

3. Discuss Consequences 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


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4. Get agreement to work safely.4. Get agreement to work safely.

1. Observe; then contact.

2. Comment on safe behavior.

3. Discuss Consequences 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


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The Benefits of Safety Excellence

Improves business performance while protecting the lives of employees and contract workers

Enhances existing business practices, including environmental and health processes

Increases productivity while decreasing operating costs

Helps protect brand and public image

Leverages current strengths of your organization


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Safety Perception Survey – Useful Tool

Sustainable culture improvement can not be achieved overnight.

2006 Leadership Structure Processes & Actions Key

Managers

Supervisors

Professionals

Hourly Workers

2007 Leadership Structure Processes & Actions

Managers

Supervisors

Professionals

Hourly Workers

Strength

Satisfactory

Weakness


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0

2 0

4 0

6 0

8 0

1 00

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

Awareness

Skill

World Class

Excellence

Fundamentals I

II

III

IV

V

Documents

Behavior Based Safety & Safety Observations