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Posted By sezm2105
Hi,
Does anyone use or has implemented or is even in the process of implementing a Behavior Based Safety System???
I am conducting research into it at the moment and would welcome any views, opinions and/or ideas....
Many thanks
Sarah.
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Posted By Adam Worth
In past jobs I have worked with Behaviour based systems on a Top Tier COMAH site.
What would you like to know? Feel free to E-mail.
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Posted By Merv Newman
We provide BBS. Feel free to e-mail
Merv Newman
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Posted By Nigel Bryson Sarah The HSE Research Report 'Behaviour change and worker engagement practices within the construction sector may be of interest'. It reviews behavioural safety and analyses the programmes of 8 construction companies. Also the work of 3 consultants are analysed. It can be found at: http://www.hse.gov.uk/research/rrpdf/rr660.pdfWhile the report is on construction companies, it has useful information on how different organisations developed behaviour safety programmes within their own organisations. Cheers. Nigel
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Posted By sezm2105
hi, thank you:)
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Posted By Paul Clarke-Scholes CMIOSH I'm surprised you haven't had more responses, because I think this is the future. We have all the regulations now, the only way to improve compliance is to transfer the responsibility to individuals and away from the systems. Personally I like Ken Woodward's approach see http://www.kenwoodward.co.uk/There are others. "Remember Charlie" sticks in my head and is now a depressingly old story, you wonder when we are going to learn. See http://www.charliemorecr...opping/shopexd.asp?id=63Feel free to e-mail me too!
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Posted By Nigel Bryson
Sarah
You are welcome.
Paul
I was surprised to learn that BBS is the future, in that now having got 'all' the regulations 'the only way to improve compliance is to transfer the responsibility to individuals and away from the systems.'
While BBS can improve employee involvement, there are too many organisations who use this to limit the worker's input into systems development. For worker involvement to be effective they need to be influencing how procedures are written, reviewing management systems, checking these against the legal preventative and protection requirements etc.
BBS can blind organisations to the inadequate 'systems' they maintain. For example, not understanding how to effectively implement the preventative hierarchy in Schedule 1 of the Management of Health and Safety at Work Regulations.
The HSE have consistently produced reports since the early 1980s highlighting failures in managerial control as the cause of 70-80% accidents: ie systems failures.
Or put another way:
‘The results of this analysis show that 90% of the analysed incidents could have potentially been prevented by suitable preventive mechanisms which in theory are within the scope of management control.’
Optimising hazard management by workforce engagement and supervision: HSE Research Report 637: 2008
Or
‘To focus solely on changing individual behaviour without considering necessary changes to how people are organised, managed, motivated, rewarded and their physical work environment, tools and equipment can result in treating the symptoms only, without addressing the root cause of unsafe behaviour.’
Strategies to promote safe behaviour as part of a health and safety management system. HSE CRR 430: 2002
Workforce involvement is a significant factor in establishing a good health and safety culture. There are many approaches to involving the workforce in managerial decision making. BBS is only one. There are others.
However BBS will not work in many organisations because they have not got adequate 'systems' in place.
On the other hand, failures in occupational ill-health control are the cause of more work related deaths and disability than accidents. How many instances of occupational ill-health have Behaviour Based Safety programmes prevented?
Cheers.
Nigel
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Posted By peter gotch
....and Paul, Charley's accident should have been prevented by management action [i.e. replace valve] years before... and if had worn all the PPE he was supposed to, might still not have gone on holiday as result of sustaining heat stress.
Regards, Peter
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Posted By Merv Newman
Sarah,
try the above link. It should work now.
And everyone, whoa ! Managers are people too ! As are they employees. I've read so much recently about "worker engagement" as if "the management" were living in a totally different world. And therefore excluded from BBS programmes. OK, they have more comfy chairs and probably worse coffee but their behaviours count. And should be included in a BBS programme.
And that includes their behaviours on the shop floor or down in the ditch. A programme tailored, as must be those for all work groups, to their own work environment. OK, the "preferred" behaviours will vary from group to group but all other BBS tools are applicable : Defining those behaviours, observation, goal setting, feedback, recognition, reward, reinforcement, problem identification and resolution (sing out for ABC everyone)
And because "the system" sometimes won't let people adopt the preferred behaviours then identifying and resolving such problems will be part of the BBS programme.
Beware of building "them-and-us" into your programme.
Merv
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Posted By Paul Clarke-Scholes CMIOSH
Everyone,
Excellent points all.
I didn't go into enough detail obviously, there seem to be definitions of BBS that I was not aware of. My interpretation includes precisely the type of worker involvement that Nigel mentions. Current systems tend to be a bit like the Factories Act was - you must paint the walls every 12 months. Hasawa moved us to "think about it" but nobody did. So we legislated again, but made the legislation say "you MUST think about it". We have now, or at least good firms have and by and large we have generated rules for people to follow. This in turn is what has lead us to bonkers-conkers, following broad rules in situation where they should not have been applied. The next level then is to give individuals the tools, knowledge and authority to take personal responsibility and change the system if it needs changing.
Peter, you slightly miss my point, Charlie's accident was avoidable on half a dozen levels, the point was that the video emphasises personal responsibility.
Merv, well observed. The only exception to your rule would obviously be us, since we are all perfect and can clearly see what is going on! (joke, everybody)
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Posted By TonyB
Sezm,
I haven't worked under any formal BBS systems but I have Audited one. This was the 'Dupont' system. The system worked by formally recognising and tracking both positive and negative safety behaviour. You may wish to try and get something on this.
What was interesting in my preparation work for this, which involved getting up to date with the whole principles of these types of system was that they appeared to be going out of fashion. A lot of companies had adopted them, but the results (reduction in accidents) were disappointing. As a result many had stopped using them and research started coming out about how ineffective they were.
In principle I think the approach should work.
Just thought I'd put in my tuppence worth.
All the best,
TonyB
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Posted By Robert K Lewis
We need to remember that much of the work fundamental to BBS came out of the petrochem industry and it is still for me an unproven point whether it can successfully transfer to lower risk environments or those with substantially different cultures.
I undertook much of the basic work with an MCG member in the mid 1990s driven by a petrochem client and they drove much of the process
Bob
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Posted By B Smart
Always a good discussion between the usual suspects. Thanks for highlighting the reports Nigel.
BBS is put simply, a tool for us to use, unfortunately some people think it is much more and base their whole systems around this tool.
never mind more money for us I suppose...
How the cooking going Merv, you still in France?
Oh la la
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Posted By Pete48
Sarah, I have worked with this approach both in the petro-chem environment and high volume factory based production. There is perhaps one aspect that has not been clearly mentioned so far. Namely that BBS and other similar systems were originally adopted to take H&S further beyond the well organised, well trained, proceduralised, well built working environments.
It is far from easy to implement and requires significant resource to start up and then a deal of effort to maintain. There are 3 key things that must be sorted for any chance of success:
1. All parts of the company, boss to the boys, being absolutely clear about what is being attempted and why. And to understand that everyone will have to consider their "required behaviour" including the M.D. I believe that more attempts fail as a result of senior and middle managers not fully understanding the potential impact of such schemes on them and their business.
2. Consistent and constant maintenance of the programme. i.e given equal importance to other business targets.
3. Underpinning safety systems and workplaces that are not only maintained at a level at least as good as when the project starts but also able to be adapted and improved where the data /feedback shows this to be necessary.
Does it do what it says on the tin? Yes, it focuses people on behaviour and helps to sidetrack the confusion about attitude. Does that improve H&S? Only if, as Merv said, it is not put into the middle of a pitched battle or seen as the magic pill to change only the behaviour of the shop floor.
Remember it was designed to take H&S beyond....not to cure ills that may be caused by other matters.
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