1 Behavior Based Safety The MidAmerican Energy Co. Experience Presenter: Joe Parrish

2 What will be Covered Who MidAmerican Energy is and a brief history of Behavior-Based Safety at MEC What Behavior-Based Safety looks like at MidAmerican Energy Why Behavior-Based Safety works (the theory) How the process functions What has been gained Questions/discussion

3 Terminology BST® B ehavioral S cience T echnologies BBS B ehavior B ased S afety BAPP® B ehavioral A ccident P revention P rocess CBI® C ritical B ehavioral I nventory

4 Gas and electric utility company Service Territory is throughout Iowa, Illinois, Nebraska and South Dakota 681,000 electric customers and 660,000 natural gas customers Headquartered in Des Moines Iowa Eight Behavior-Based Safety Processes within MidAmerican Energy Locals 109 & 499 MidAm Who is MEC?

5 MEC’s Behavior-Based Safety History MEC and the Local Unions investigated the Behavioral Science Technology® BBS process 1999 – BBS established in Generating Stations 2000 – BBS established in Distribution Service Centers 2003 – IBEW Leadership and MEC Management signed Safety Partnership Agreement

6 Behavioral Science Technology (BST) 1999 – MEC contracted with Behavioral Science Technology Inc.® and use their Behavioral Accident Prevention Process® BST consultants assisted with onsite teaching at each location Work continues on various aspects of our programs. ® ®

7 What Does Behavior Based Safety (BBS) Look Like at MEC? It is a process that: Identifies behaviors critical to safety Gathers and examines behavioral data Allows feedback on observed behaviors Creates and executes action plans designed to increase safe behaviors, decrease at-risk behaviors and/or remove barriers to safe work Communicates safety issues, risk exposures and process successes with the workforce

8 What is the BBS Process?

9 BBS is a Process Owned & Managed by the Employees and Union Locals 109 & 499

10 Key Players Steering Committees Primarily made up of front line employees that lead the process Facilitators Lead the committees, perform administrative work & ensure that day to day work is done Observers Front line employees who perform peer-to-peer observations to gather data Management & Supervision Provide the support, resources, time and personnel needed to ensure the processes are successful

11 Identify Critical Behaviors Local Steering Committees identify the behaviors that lead to accidents and create a Critical Behavior Inventory and definitions Using the Critical Behavior Inventory, observation data sheets are created for recording behaviors CBI definitions

12 Gather Data Data is gathered by conducting ‘No Name, No Blame, No Discipline’ peer-on- peer observations Observations are performed monthly with the goal of observing everyone once per month Observers observe openly, watch the work being done for about 20 minutes recording safe and at-risk behaviors Observers are scheduled to observe for an 8 hour shift once per month Number of Observers needed is determined by the size of the workgroup CBI data sheet

13 Provide Feedback After the observation the Observer gives the employee feedback on what was recorded, and records his/her input, and intent to change The person being observed has the opportunity to voice safety concerns to the Observer The workgroup is given feedback about the areas of concern as shown by the collected data. This happens at least quarterly, more often with urgent concerns.

14 Use Data to Remove Barriers Observation data is recorded and reports are generated using the BST® software program Action Plans are formulated by analyzing the data reports Specific barriers that are reported during the observation are addressed and removed The root causes of behaviors are identified

15 Constant Training & Coaching New Steering Committee members, Facilitators and Observers receive training for their roles in the process Observers receive regular coaching on performing high quality observations Process training is provided to new participants and is used as a periodic review for all involved Select Steering Committee members and Management attend training at the BST Annual User’s Conference

16 What Have We Gained?

17 A Better Safety Culture People have become more comfortable with talking about their safety and the safety of their co-workers Working at-risk is becoming culturally unacceptable We’re doing away with the “cowboy” mentality and “production before safety”

18 More Safety Awareness Positive peer-to-peer conversations are happening on a monthly basis People are getting information on what and/or where the greatest risks are to their safety People are finding that when you observe others you become more aware of your own behaviors People are taking their safe behaviors home

19 Using Communications that Appeal to Employee Motivation Audrey David Micah Andrea D. J. David Martin’s reasons for coming home uninjured Kizzie Audrey David Micah Andrea D. J. David Martin’s reasons for coming home uninjured Kizzie Audrey David Micah Andrea D. J. David Martin’s reasons for coming home uninjured Kizzie Audrey David Micah Andrea D. J. David Martin’s reasons for coming home uninjured Kizzie Audrey David Micah Andrea D. J. David Martin’s reasons for coming home uninjured Kizzie

20 Reductions in Injuries Overall the number of injuries have been reduced The severity of injuries in the areas using BBS have decreased We have reduced the amount of exposure to risk

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22 A Safer Place to Work Helping people see the value in doing their jobs safely

23 A Safer Place to Work Reminders to help change old habits

24 A Safer Place to Work Sharing best practices & helping to implement new training

25 A Safer Place to Work Improving equipment and tools to make them safer

26 A Safer Place to Work Removing barriers to safe work, even the difficult ones

27 Thank you