Leadership at BBS

Leaderships Role in Behavior-based Safety January 9, 2006
BG LNG Office
Leaderships Role in
Behavior-based Safety
(BBS)
BG LNG Office
January 9, 2006
Leaderships Role in BBS 2005 Quality Safety Edge
Presented By
Ann Pinney
2005 Quality Safety Edge 1

BG LNG Office
BBS Steering Committee

Farhad Ahrabi
Jay
Cynthia
Agenda
Morning Afternoon
Introduction Observation Process for
What does Safety have the Office
to do with us? Policy Statement
What is BBS? Leaderships Role
Why do people engage in Leaderships Index
unsafe behavior? (ABC Next Steps
Model)
Power of Consequences
on all performance

BG LNG Office
Leadership Training Objectives

Gain an in-depth understanding of the
science and application of Behavior-based
Safety process
Learn the necessary ingredients to motivate
behavior change
Understand the Observation Process
Identify critical leadership behaviors for
implementation success (Leaders Index)
Why do Traditional Safety Programs

not work?
Focus is on resultsrather than

behavior
Employees take shortcuts when no one
is looking
People engage in Safe Practices only to
avoid punishment
Working safely is ignored
Management accountability is unclear

BG LNG Office
A Common Cause for Unsafe

Performance
Systems emphasize
Production/Timeliness
Quality/Accuracy
Costs
These are critical and urgent
Systems do not balance emphasis on safety
Safety is critical, but not urgent
Why do we take risks?
Deaths
Lost Time
Injuries 1-3
Recordable Injuries 30
First Aid Cases 300

3,000
Near Miss incidents
Unsafe Acts/Conditions
30,000!!!

BG LNG Office
Introduction Exercise
Time: 15 minutes
Teams: triads
Select: a scribe and spokesperson
1. How does safety apply to the BG LNG Office?
2. What is your role as a leader in influencing the level of

safe performance on the part of your team? Please be
specific about actions you take that encourage safe
behavior on the part of your direct reports, etc.
What is Behavior-based Safety

(BBS)?

BG LNG Office
Three Questions That Must

Be Answered for High Performance
#1 What steps do I take for success?
Steering Committee pinpoints desired safe behavior
#2 How am I doing?
Observation checklists (daily scoreboard)
#3 Whats in it for me?
Primarily peer-delivered recognition
Example of a Lineman Index

Safety Requirements WT Yes NO N/A
Hardhat/hand protection worn 5

Footwear/hearing protection worn 5
Compliance to approach distances 10
Proper protection guarantee in effect 15
Lockout, tagging, and blocking 20
Line/apparatus buzzed prior to applying 20
grounds
Safety grounding procedures used 15
Fall protection used above 10 ft./3m 10
Totals 100

BG LNG Office
BC HYDRO - VERNON DISTRICT

Actual B-Safe Scores
100
90
80
70
60 BASELINE
% SCORE
50
40 INTERVENTION
30
20
10
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
SAMPLES TAKEN
B-SAFE PILOT PROJECT

(VERNON)
Baseline After B-Safe Intervention
14
12
11
10
6 6
5
4 4 4
0 0
05/01/92 Thru 04/30/93 05/01/93 Thru 04/25/94
Lost Time Accidents Medical Aid Accidents Vehicle Accidents

BG LNG Office
Lower Mainland Transmission Overhead Dept

Behavior Y N Comments
Long sleeves & natural fiber worn
High Vis worn working roadways
Limits of approach maintained
Working clearance for bare-hand
Work areas are clear of trip hazards
Tailboard held
Voltage detection used below 25 KV
Circuits-above 25 KV buzzed prior to
grounding
Equal potential zone
Ground rod driven /approved grounding
used
BC HYDRO
LOWER MAINLAND OPERATIONS
12 Vehicle Services*
Intervention
B-Safe Intervention
*Over 100 Vehicle Maintenance Technicians

10
8
B-Safe
6
4
2
Baseline
0
93
94
95
96
97
98
99
01
02
03
04
19
19
19
19
19
19
19
20
20
20
20

BG LNG Office
Safety Index for Driving

Amoco Canada
Behaviors Yes No N/A
Conduct walk around
Wearing seatbelt
Driving Speed Limit
Clear windows, loose objects secured
Following distance (3 sec. Rule)
Full stop @ stop sign
Visually checking mirrors within last
2 minutes
Supervisors Index
Weekly Behaviors Ye No N/A
s
Corrected an unsafe condition
(what?)
Conducted @ least 2 observations
R+ worker for safe act (1 per week
min)
Held field chat with individual on
BBS
Discussed weekly obs data w/BBS
rep
Asked employee how activity could
be made safer

BG LNG Office
Driving Summary
% 100
Intervention
Safety Intervention
95
90
85
R+ Achieved
80
Behavioral Safety
R+ Achieved
75% 75
70
Behavioral
65
60
55
50
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
April, May, June & July Team Average

Team Goal
Amoco Canada (Steelman Plant)
14 Vehicle Accidents
12 Medical Aids
Lost Time
Intervention
B-Safe Intervention
10
8
6
B-Safe
4
2
0
-2
1991 1992 1993 1994 1995

BG LNG Office
Amoco Canada (Steelman

Plant)
Near Miss Reporting
15
13 12
Intervention
Safety Intervention
11
8
9
Behavioral Safety
7
Behavioral
5
3
0 0 1
1
-1
1991 1992 1993 1994 1995

Overall increased awareness for safety--
especially for NEW employees
Built good habits immediately
Promoted teamwork and morale

BG LNG Office

Increased sense of empowerment for line
employees
R+ budget
Managed quality of the safety index process
Improved contractors performance--
involved them in many more ways
Not only did safety improve, but every
other aspect of our business improved.
Long Term Success
BP Amoco Pipeline
VBS
3
2.5
2
OHSA Rate 1.5
1
0.5
0
1992 1993 1994 1995 1996 1997 1998 1999

BG LNG Office
A Basic Behavioral Safety Process

Direct observation of safety practices
Types of Behavioral Processes
Weak Informal observations

Increasing frequency
Good Observations conducted by

managers and supervisors
Better Observations conducted by
designated employees
Best Observations conducted by
everyone!

BG LNG Office
A Complete BBS Process

Observations & feedback on critical behaviors
Data review & action planning
Safety Meetings
Steering Committee
Recognition & celebrations
The Basics
Employee designed and managed
Voluntary
No names
No discipline
Immediate feedback
Includes feedback on the positive!

BG LNG Office
Thermal Area - Major Refinery

10
Safety Observations vs Number of Incidents 80
Safety Observations
Started 8/94
9
70
8
60
7
# o f O b s e rv a tio n s
50
# o f In c id e n ts
5 40
4
30
3
20
2
10
1
0 0
n
n
l
l
v
v
t
t
ar
ar
g
g
r
r
ay
ay
b
b
p
'9 4
'9 5
Ja c
Ja c
Ju
Ju
Oc
Oc
Ap
Ap
No
No
Ju
Ju
Ju
Au
Au
De
De
Fe
Fe
Se
Se
M
M
M
M
n
n
Incidents Observations
Recordable Incidents at a
Refinery
Values Based
Safety
7
6
5
4
#
3
2
1
0
1991 1992 1993 1994 1995

BG LNG Office
LWC Rate at a Refinery

Lost Time Incident Rates
Values-Based Safety
2.5
2
# per 200,000 wk hrs
1.5
0.5
0
1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
Year
Average Monthly Participation
Percentage of Employees Conducting Observations
90
80
70
60
Percent
50
40
30
20
10
0
2000 2001 2002 2003 2004 YTD

BG LNG Office
#1 Key to Success
Develop a Strong Steering

Committee to:
Design the plan
Implement
Maintain
What are the qualities or

characteristics of a strong
steering committee?

BG LNG Office
Steering Committee
Well-respected by team; activities are supported
by management
Clear roles and responsibilities
Manages data feedback weekly
Analyzes at risk behaviors and lead discussions on
corrective measures
Plan training and/or equipment/site improvements
Manages a reinforcement budget and operates like
a business team
Steering Committee Tools

Participation Graphs by Steering Committee
Representatives area
Behaviorally-Anchored Rating Scale
(B.A.R.S.) for Process Adoption
Roles:
Data Input Manager
Reinforcement Manager
Checklist Logistics and Quality Manager
Root Cause Analysis Manager

BG LNG Office
Steering Committee Best Practices

Analyzes observation data and leads work groups
in problem-solving
Delivers positive reinforcement for targeted
participation goals and individual safe
performance daily/weekly
Uses data to recommend improvements in quality
of safety checklist, timing and frequency of
observations
Operates like a business unit managing a
reinforcement budget with specific performance
goals
#2 Key to Success
Ensure systematic use of observation data
Target specific behaviors for improvement
Visibly address both behavioral and facility
issues
Communicate successes!
Have a data feedback process

BG LNG Office
Sample Graph
250
200
# of Concerns
150
100
50
n
an n
s
d
Lo r we
ov etc
r
c
ire
he
ol
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io
yin
et
io
...
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at
ff
,
/h
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er ling
ts
ar
e
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es
ot
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i
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l
po
pr
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or
on titiv
He ols
tio
fo
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gl
f
g
Er inch
g,
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to
ns
pe
in
o
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ar
lift
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ar
op
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au
/
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h:
a
Pr
go
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ec
ec
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ar
nd
h:
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le
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ec
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Bo
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Us
Action Plans Address Causes

Conditions Action plans address conditions that create risks
& Behavior
20%
- Feedback & participation support safe practices

Behavior
- Employee learn to recognize hazards
76% - Action plans address training,
procedures, etc

BG LNG Office
#3 Key to Success
Create checklists that are specific to your
facility
Area specific
Based on your experience
Discuss Concerns not Unsafe actions
Revise when necessary
#4 Key to Success
Use recognition and celebrations to support
safety efforts
Tie to behavior, not the absence of an accident
Steering committee delivers personalized
reinforcement

BG LNG Office
Recognize Teams and Individuals

To increase involvement
# of observations (for individuals)
Level of participation (for teams)
To promote quality observations
To encourage suggestions & reporting of
near misses
To recognize safety champions
#5 Key to Success
Train all employees to conduct observations
Build support for process
Enhance observation & feedback skills
Train observers to be objective & specific
Practice doing & discussing observations
Observer training typically requires 4-8 hrs
Target 20% trained prior to starting
observations

BG LNG Office
#6 Key to Success
Train leaders in their role
They must know
How to conduct observation
How to support the process
Include all levels in observations!
Ensure accountability for leaderships role
A Values-Based
Mission/Vision
Culture
Walk the talk
Process Values
Practices
Results

BG LNG Office
Nothing undermines the

communication of a visionary
change more than behavior on the
part of key players that seems
inconsistent with the vision.
John Kotter, Leading Change
1999 Leadership & Employee Participation

(10 Locations)
80
70
60
50
% Employee
40
Particiption
30
20
10
0
> 80% 60-70% < 40%
Leadership Observations

BG LNG Office
What you measure, you get
Some performance areas are

more difficult to measure

BG LNG Office
Desired Management Actions

Weekly
9 Had 3 hallway talks
about Behavioral
Safety
SUPPORT INSTEAD
9 Covered
implementation
progress with direct
reports
9 Conducted at least one
observation
Date:
SUPERVISORS/CHARGEHANDS SAFETY INDEX

BEHAVIORS YES NO N/A
Right Now:
1. Pull over to dial cell phone
2. Wearing seat belt
3. Driving the speed limit
4. Wearing portable radio when outside vehicle
5. Wearing the proper PPE
6. Notified operator/crew upon entering work area
Today:
7. Instructed someone on a safety procedure
8. R+ a safe act
9. Gave feedback on someones performance
Weekly:
10. Conducted an observation with checklist
11. Held one-on-one discussion with employee about Behavioral Safety
12. Corrected an unsafe condition this week
# YES = % Safe Behaviors
TOTAL YES + NO = TOTAL

BG LNG Office
Why Do People Engage in

Unsafe Acts?
ABC ANALYSIS
ABC Analysis Learning

Objectives
To be able to analyze why people engage in
one behavior over another.
To be able to use the analysis to build an
improvement strategy for the critical
behaviors which drive the desired results

BG LNG Office
ABC Model
Why People Do What They Do
15 % 85 %
Antecedents Behavior Consequences
What prompts What happens during

people to The behavior and after the
behave? itself. behavior?
(payoff/punishment)
Consequences for current or past behavior have the

strongest influence on our future behavior
Safety Antecedents
Safety meetings
Verbal and written safety instructions
Training
Plant and companys safety culture
Job Safety Analysis
Signs and slogans promoting safety
Prompts or Triggers Behavior


BG LNG Office
Impact of Antecedents
Communicate information
They only have a short-term effect used
alone
When ineffective we tend to increase the
intensity
Often overused to influence performance
Retrain
Retell
Restate Human Re-Work
Remind
Consequences
Consequences occur during and after Behavior
Consequences either
strengthen the
behavior
or
weaken the behavior
You do not choose to apply consequences, yet

you do choose to apply them with precision

BG LNG Office
PICs and NICs

TYPE:
Positive to the performer
Negative to the performer
WHEN:
Immediate or soon after the behavior
occurs
Futurefrom one day to several months
PROBABILITY:
Certain that the consequence will occur
Uncertain that the consequence will occur
The Safety Dilemma
Many unsafe acts are

inherently reinforcing
Many safe acts are

punishing

BG LNG Office
Many Unsafe Acts Are Inherently

Reinforcing
ABC Analysis Performer: Office Worker
Antecedents Undesired Behavior Consequences P/N I/F C/U
Meet their
Heavy Working at
objectives
workload the computer
Everyone terminal long Saves time
else does it hours without
Deadlines stretching or Avoid causing a
taking a break delay
Avoid being
viewed as slow
Suffering aches
in shoulder/wrist
Many safe acts are inherently

punishing
ABC Analysis Performer: Management
Antecedents Desired Behavior Consequences P/N I/F C/U
Time
consuming
Complaints Funding a
from the new
worker ergonomically Kills budget
correct office Everyone else in
An increased
set-up for a the office will
focus on
worker want one
safety from
chairman People complain
about other prob.
Might prevent an
injury

BG LNG Office
-
Desired Action
+
- -
+ + + -
-
-
-
What is reinforced in your

organization?
What is punished or
ignored?
(ABC Analysis)

BG LNG Office
Consequences
Learning Objectives
Consequences
1. Understand how powerful consequences are in
influencing safe and unsafe performance
2. Distinguish the four (4) types of consequences
3. Be able to determine which consequence is
driving the behavior
They Don't Know What To Do
Improving the antecedents:

Clearer goals (pinpointing)
Specific behaviors (pinpointing)
Prompts in the work place
More involvement
will get them started in the right direction

BG LNG Office
They Don't Know How To Do It
Improving the antecedents:

Training and education
Modeling
Coaching
Documentation of process
will get them started in the right direction
They Don't Want To Do It
Change the consequences:

Measure performance (baseline)
Use antecedents to prompt involvement
Reinforce movement (shaping)
Reinforce accomplishment
Human behavior is a function of its consequences

BG LNG Office
When Performance is Not Improving

And the performance is in their control
they
theydont
dontknow
know
what to do
what to do
or
they
theydont
dontknow
know
how
howto
todo
doitit
or
obstacles
obstaclesare
arein
in
their way
their way
or
they
theydont
dontwant
want
to do it
to do it
Consequences
Positive Reinforcement
increase
Negative
Reinforcement
Behavior that is followed by
Punishment
decrease
Extinction

BG LNG Office
Increasing Performance
Behavior Positive Reinforcement
Something that the performer wants
recognitionspecial opportunitiesnovelty
acknowledgmentfreedomstangibles
achievementanything that meets my needs
Behavior that gets the performer what

he wants will occur more in the future!
Positive Reinforcement (R+)
Determined by performer
Must be delivered contingently
Only way to maximize performance
Everything you can think of is reinforcing to
somebodynothing you can think of will be
reinforcing to everybody!

BG LNG Office
Effects of Positive Reinforcement

People look for opportunities to perform
Motivation becomes internal after time
Performance approaches capabilities
Effects of Positive Reinforcement

People look for opportunities to perform
Motivation becomes internal after time
Performance approaches capabilities
Baseline Minimum Standard

}
Intervention

BG LNG Office
Increasing Performance
Behavior Negative Reinforcement

Avoid what the performer dislikes
criticismcrisisworking latepoor reviewheat
reprimanddisappointmentfailureembarrassment
anything that I want to avoid
Behavior that gets the performer out of uneasy

situations will occur more in the futureto a
point
Negative Reinforcement (R-)

Gets only enough to escape or avoid punishment
Has negative side effects (escape and avoidance)
Never maximizes performance
Is effective only when followed by R+

BG LNG Office
How to Identify Negative Reinforcement

Indicators:
1. J-Curve (scallop effect)

2. Data goes flat at goal level (plateau)
3. Negative talk
4. Absence of planned reinforcement
Effects of Negative Reinforcement

People do the minimum required of
them in order to avoid punishment
Creates low employee morale
Baseline Minimum Standard
Intervention

BG LNG Office
Decreasing Performance
Behavior Punishment
Receiving what I do not want
receiving criticismdenied privileges

increased controlsgetting embarrassed
Punishment will only stop behavior

Punishment (P+)
Weakens or stops behavior
The way the person experiences the consequences
determines P+, not the consequence itself
May increase undesirable performance
Never solves a problem
Has many negative side effects
Purpose is to correct performance
Correcting requires R+

BG LNG Office
Decreasing Performance
Behavior Extinction
Nothing happens
no responseno answerno acknowledgment

...no interestno questions
The performance just seems to go away
Extinction (P-)
Weakens or stops behavior

Occurs when nothing happens
May weaken desirable or undesirable
behavior
Is most effective when alternative
behaviors are positively reinforced

BG LNG Office
Performance Management
Consequences have too strong an impact on

performance to be left to chance
Consequences must be managed consciously
The 4 Types of Consequences

ALL consequences can be identified by deciding
If the performer wants or doesnt want the consequence
If the performer got or didnt get the consequence
Want Dont Want
Increase
Get
R+
R+
Positive Reinforcer
Get By
Dont
R-
R-
Get
Negative Reinforcer

BG LNG Office
The 4 Types of Consequences

ALL consequences can be identified by deciding
If the performer wants or doesnt want the consequence
If the performer got or didnt get the consequence
Want Dont Want
Increase Stop or
Decrease
Get
R+
R+ PP
Positive Reinforcer Punisher
Gradual Get By
Decrease
Dont
EE R-
R-
Get
Extinction Negative Reinforcer
Types of Consequences Exercise

Name 4 examples of each type of consequence
Want Dont Want

R+ P
1. 1.
Get 2. 2.
3. 3.
4. 4.
E R-
1. 1.
Dont 2. 2.
Get
3. 3.
4. 4.

BG LNG Office
What Kind of Consequence (C) Is This?

Positive Negative
Consequence Punishment Extinction
Reinforcement Reinforcement
Loss of a privilege
Not having to work late
Someone asks for your advice
More responsibility
Fatigue/stress
More free time
Peer praise
No sympathy for problem
A visit to the dentist
Avoidance of paperwork
Observation Process
Jay
Office Checklist-Peer Observations
Driving and Traveling Checklists-Self-
Observations

BG LNG Office
What is Leaderships Role?

Lauren
Leadership Index
Next Steps
Observation Training 8 hours for all
Office employees

Leadership at BBS

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Leaderships Role in Behavior-based Safety January 9, 2006

Leaderships Role in BBS 2005 Quality Safety Edge

Leaderships Role in BBS 2005 Quality Safety Edge

2005 Quality Safety Edge 1

BBS Steering Committee

Leaderships Role in BBS 2005 Quality Safety Edge

Leaderships Role in BBS 2005 Quality Safety Edge

2005 Quality Safety Edge 2

Leadership Training Objectives

Leaderships Role in BBS 2005 Quality Safety Edge

Why do Traditional Safety Programs

Focus is on resultsrather than

Leaderships Role in BBS 2005 Quality Safety Edge

2005 Quality Safety Edge 3

A Common Cause for Unsafe

Safety is critical, but not urgent

Leaderships Role in BBS 2005 Quality Safety Edge

Why do we take risks?

First Aid Cases 300

Leaderships Role in BBS 2005 Quality Safety Edge

2005 Quality Safety Edge 4

1. How does safety apply to the BG LNG Office?

2. What is your role as a leader in influencing the level of

Leaderships Role in BBS 2005 Quality Safety Edge

What is Behavior-based Safety

Leaderships Role in BBS 2005 Quality Safety Edge

2005 Quality Safety Edge 5

Three Questions That Must

Leaderships Role in BBS 2005 Quality Safety Edge

Example of a Lineman Index

Hardhat/hand protection worn 5

2005 Quality Safety Edge 6

BC HYDRO - VERNON DISTRICT

B-SAFE PILOT PROJECT

Lost Time Accidents Medical Aid Accidents Vehicle Accidents

2005 Quality Safety Edge 7

Lower Mainland Transmission Overhead Dept

*Over 100 Vehicle Maintenance Technicians

2005 Quality Safety Edge 8

Safety Index for Driving

2005 Quality Safety Edge 9

April, May, June & July Team Average

Amoco Canada (Steelman Plant)

2005 Quality Safety Edge 10

Amoco Canada (Steelman

Amoco Canada (Steelman Plant)

2005 Quality Safety Edge 11

Amoco Canada (Steelman Plant)

Long Term Success

2005 Quality Safety Edge 12

A Basic Behavioral Safety Process

Leaderships Role in BBS 2005 Quality Safety Edge

Types of Behavioral Processes

Weak Informal observations

Good Observations conducted by

Leaderships Role in BBS 2005 Quality Safety Edge

2005 Quality Safety Edge 13

A Complete BBS Process

Leaderships Role in BBS 2005 Quality Safety Edge

Leaderships Role in BBS 2005 Quality Safety Edge

2005 Quality Safety Edge 14

Thermal Area - Major Refinery

Leaderships Role in BBS 2005 Quality Safety Edge

2005 Quality Safety Edge 15