1. ISSHR2015-Bio-data of speaker
Name:
Sree Kumar Dasgupta
Designation:
Cofounder
Organisation:
Institute of Industrial Safety Management
Work Experience:
40 years in TATA STEEL ( )
Worked in the area of : Electrical, Energy & Economy, Environment Management, Occupational Health & Safety Management.
Awards/ Achievements: --
Papers published/ presented:

2. ISSHR2015-Bio-data of speaker
Name:
Sudhir Chandra Mishra
Designation:
Cofounder
Organisation:
Institute of Industrial Safety Management
Work Experience:
34 years in TATA STEEL ( )
Worked in the area of : Steel Melting Shop, Strip Mill, Mechanical Maintenance (Preventive Maintenance Group, NDT Group, Super Ordinate Inspection.
Awards/ Achievements: --
Papers published/ presented:

3. BEHAVIOUR BASED SAFETY A CULTURAL CHANGE
Presented by : Sree Kumar Dasgupta
Sudhir Chandra Mishra
Institute of Industrial Safety Management, Jamshedpur

4. overview Why accident and who is responsible! BBS – an effective tool.
Addressed Common problems that limit success.
Our Approach - BBS a Cultural Change
ISSHR, st & 22nd November 2015
Presented by : IISM, Jamshedpur

5. WHY ACCIDENT !
Every incident occurs because of defects only, Once a defect happens “Law of probability” takes over.
Any workplace is never really safe. Hazards seldom change but the way we interface with the hazard (our behavior) varies and our risk of injury increases or decreases depending on the behavior we exhibit.
Accidents are occurring not only due to the action of the individual employee but on the “safety Culture” of the organisation.
The behaviour of all people in the work place determines whether or not incident or injuries will occur.
ISSHR, st & 22nd November 2015
Presented by : IISM, Jamshedpur

6. Objective of an Effective BBS Process
Unsafe behaviour is habitual in most employees. They have done something the wrong way for so long that they are not conscious of the behaviour.
The major objective of an effective behaviour-based safety process is to make safe behaviour a habit. The above concepts are critical for changing unsafe habits to safe habits and for changing an organization's safety culture.
ISSHR, st & 22nd November 2015
Presented by : IISM, Jamshedpur

7. BBS An Effective tool!
Yes, BBS is an effective tool (or more importantly suite of tools) ,
that when implemented appropriately can have a significant
positive influence on the safety outcomes within a business.
If we can modify the unsafe behaviours we get rid of the accidents”.
BBS only reaches its remarkable potential when everyone in an industrial complex understands BBS philosophy, principles and practices, BBS procedures.
WE think BBS as some sort of "magic"; it is far from that.
Implemented poorly it will surely result in a range of hazards being deliberately "hidden"; they are still there and they shall still bite you - one day.
ISSHR, st & 22nd November 2015
Presented by : IISM, Jamshedpur

8. BBS Philosophy
Behaviour based safety is nothing but a ascending journey from FEAR TO LOVE i.e. from painful policing to taking charge and accountability for self and others safety. The culture of doing something out of fear from hazards should be replaced with the love for own life, healthiness of equipment, proper and correct usage of resources which can be achieved through our safe activities or behaviour.
SAFETY FROM PRIORITY TO VALUE
ISSHR, st & 22nd November 2015
Presented by : IISM, Jamshedpur

9. Objective of an Effective BBS Process
This creates a culture where managers and employees work safely for the right reasons rather than one where people simply follow procedures to avoid punishment.
Behaviour-based safety should have a measured, well-defined role for everyone in your organization.
ISSHR, st & 22nd November 2015
Presented by : IISM, Jamshedpur

10. The six biggest risks
6 Risks your company might take in implementing behaviour-based safety
1. Thinking that observation and participation are the core of behaviour-based safety
2. Failing to apply positive reinforcement systematically and effectively
3. Changing only the workers
4. Making behaviour-based safety the primary responsibility of the employees
5. Not training managers, supervisors and employees in the core principles of behaviour change technology
6. Trying to fit an activities-based "program" to your organization
ISSHR, st & 22nd November 2015
Presented by : IISM, Jamshedpur

11. CULTURE CHANGE = SUSTAINED CHANGE
Use the BBS Program to develop a
“POSITIVE SAFETY CULTURE”
Use it as a way of "CULTURE CHANGE”
REMEMBER -
CULTURE CHANGE = SUSTAINED CHANGE
ISSHR, st & 22nd November 2015
Presented by : IISM, Jamshedpur

12. CULTURE CHANGE Everybody( Bottom up & Top down) Team Commitment
WHAT IT SHOULD BE
Everybody( Bottom up & Top down)
Team Commitment
Safety for People
Recognition for Behavior
Equipment / Practices / Behavior
Systems Thinking
Safety is a Value
Continuous Improvement
NEED TO UNDERSTAND CURRENT CULTURE TO BE ABLE TO DESIGN THE PROGRAM TO ACHIEVE YOUR DESIRED CULTURE
ISSHR, st & 22nd November 2015
Presented by : IISM, Jamshedpur

13. How YOU Do This !
1.Understand Current Safety Culture and Safety System
COMPLAINING CULTURE
Why the hell should we spend time and money on this?
REACTING CULTURE
I guess we better manage this in order to keep our license to operate
DIRECTING CULTURE
Safety is important and we need to get employees to follow the rules
DEVOLVING CULTURE
People believe we’re serious and individuals are taking responsibility
INVOLVING CULTURE
We’ve got everyone involved in making this a safe place to be
ISSHR, st & 22nd November 2015
Presented by : IISM, Jamshedpur

14. ISSHR, st & 22nd November 2015
Presented by : IISM, Jamshedpur

15. How YOU Do This !
2. Identify areas of improvement in culture 3. Identify readiness for change 4. Set up a design Committee to develop the BBS Programme : i) Design to target Key Areas for Culture Improvement ii) Capitalise on the areas of Culture Strength iii) Align with current system and processes iv) Start simple v) Be Flexible.
ISSHR, st & 22nd November 2015
Presented by : IISM, Jamshedpur

16. TWO PROBLEMS
1. Direct blame or responsibility for accidents & incidents.
2. The Approach of “Reward / Punishment”
ISSHR, st & 22nd November 2015
Presented by : IISM, Jamshedpur

17. 1. DIRECT BLAME OR RESPONSIBILITY FOR ACCIDENTS & INCIDENTS.
SHOULD ALSO FOCUS ON CHANGING FACTORS THAT AFFECT BEHAVIOUR, INTERVENE AT THE CAUSE ,NOT JUST THE OUTCOME
ISSHR, st & 22nd November 2015
Presented by : IISM, Jamshedpur

18. ISSHR, st & 22nd November 2015
Presented by : IISM, Jamshedpur

19. 2. The Approach of “Reward / Punishment”
BBS programme largely focuses on motivating employees through contingencies (e.g. rewards), they may negatively affect your safety program.
If employees are rewarded for hitting the company quota on injury rates or days without incidents, they may be discouraged from reporting incidents / near misses.
Developing a positive safety culture is more value based and focuses on encouraging employees to internalize the value of safety (Dejoy 2005).
ISSHR, st & 22nd November 2015
Presented by : IISM, Jamshedpur

20. Treat them as customers.
You cannot assume employee exist simply to follow safety rules.
They are number one customer of the safety system.
Strive to act the voice of the customer in the system.
The brief guidelines are :
Lead by example
Set high safety standard & goals
Let employees involved in the process
Do not blame employees for accident
Provide proper tools & equipments
Do a safe work environment
Proper & adequate safety training
Reward & recognize
Painless Policing
The way
we do things
around here
Painful Policing
ISSHR, st & 22nd November 2015
Presented by : IISM, Jamshedpur

21. Identify and address Causes of Unsafe Behaviour
BBS is a way of Building and Sustaining A Positive Safety Culture.
ISSHR, st & 22nd November 2015
Presented by : IISM, Jamshedpur

22. ISSHR, st & 22nd November 2015
Presented by : IISM, Jamshedpur

23. Question - Answer session
ISSHR, st & 22nd November 2015
IISM, Jamshedpur
ISSHR, st & 22nd November 2015
Presented by : IISM, Jamshedpur