Has anyone introduced a behavioural based safety system in their organisation who would be prepared to share with me (who is about to embark on this) their views on how it worked, and perhaps more importantly what the pitfalls are? I have done endless research which explains the how to set it up but it can only give examples of what the problems may be. I am aware that this will be a long process, not an overnight success, but it would help to have some information from people who have already "been there, done that!" If you would like to help please let me know. Thank you Vickig

The company i work for is currently implementing a BBS programme using a company called Advanced Risk Management Solutions (ARMS). Coincidently my previous employer implemented a BBS programme using the same company and there is a vast difference in the way the 2 BBS programs are being implemented due to the differing company cultures. Therefore in my opinion any Behaviourial Based Safety implemented needs to be specific to the company and most certainly needs to be driven down from the very top of the organisation. You may also want to consider giving the BBS programme an identity other than Behavioural Based Safety, because in my experience people tend to be cynical when confronted with the suggestion of changing their behaviour and resent the thought of being brain washed...!!!

Some useful resouces:- http://www.behavioral-sa...l-safety-resource-center http://www.behavioral-safety.com/ http://www.b-safe.net/about1.html I do not have any commercial or other connection with the above!

Vicki You might want to check the HSE's Research Report 660 'Behaviour change and worker engagement practices within the construction sector' which can be downloaded from: www.hse.gov.uk/research/rrpdf/rr660.pdf It is quite detailed but has evaluations of how different BBS were applied in several construction companies. However it also contains a literature study on the pros and cons about BBS. You may not be in construction but it has relevance to other sectors. Cheers. Nigel