BEHAVIOUR BASED INTERVENTIONS

1.0 OBJECTIVE

1.1 The purpose of this procedure is to ensure effective implementation of the Biltrans
Behaviour Based Interventions.
2.0 SCOPE
2.1 This procedure applies to all activities at and for Biltrans.

3.0 RESPONSIBILITY

3.1 The SHEQ Officer shall be responsible for the establishment and maintenance of this
procedure.

3.2 The SHEQ Officer shall be the appointed person to coordinate the implementation and
maintenance of Behavior Based Interventions and ensure continuous improvement of
the process throughout Biltrans.

4.0 LEGAL REQUIREMENTS

4.1 Refer to the Legal and other requirements registers.

5.0 DEFINITIONS

5.1 BMS - Business Management System.

5.2 HOD - Head of Department.

5.3 PPE - Personal Protective Equipment.

5.4 BBI - Behaviour Based Interventions: The BBI process is aimed at eliminating at risk
behaviour and conditions at workplace at the same time promoting safe behaviour
through observations and employee coaching.

5.5 IMBOP – Identify hazards, Make a Pact, Behaviour modelling, Observe behaviours,
Problem Solving.

5.6 VFL – Visible Felt Leadership. ”.

5.7 PJOs – Planned Job Observations/ Planned Task Observations

6.0 PROCEDURE

6.1 A BBI Subcommittee shall be established to oversee and assist in the driving of the BBI
process.

6.2 The BBI Subcommittee shall meet once every quarter to discuss the standard agenda agreed
to by the members.

6.3 The SHEQ Officer shall request a meeting to take all issues that require Executive
management attention. The meeting reviews BBI reports, follow ups on performance of
departments and reviews progress made towards achieving set key performance indicators.

6.4 IMBOPs are signed at departmental level by line management and employees as a
commitment to pursue safe behaviour. The IMBOPs are reviewed once every two years.
IMBOPs ceremonies shall be attended by both management and employees.

6.5 Managers/Supervisors are trained to carry out observations through the VFL and PJOs
initiative. The management and administration of these observations shall be integrated into
the BBI process.
 6.6 A team of employees shall be trained and appointed as Coaches in numbers that are
commensurate with the size of the workstation at business unit level. i.e a ratio of 1:10. The
Coaches carry out observations and coach fellow employees in a “Thy Brother’s Keeper”
concept. Managers and Supervisors allow Coaches time off their normal duties for the
purpose of carrying out observations and coaching.

6.7 Three types of observations are carried out every month in line with the schedule and/or
targets set out in this procedure. The divisions shall produce monthly highlights and quarterly
behaviour trends based on the observations submitted. Management shall review these
reports on a monthly and quarterly basis. Observation categories shall be:

6.7.1 The BBI Observation VFL Checklist

6.7.2 BBI peer to peer observations
6.7.3 Planned Job Observations (PJOs)

6.8 BBI Observation VFL Checklist

6.8.1 The BBI VFL Checklist shall be used by Head of departments, Head of sections and
BBI Coaches.

6.8.2 Targets shall be as follows:

6.8.2.1 Top management a minimum of one VFL observation per quarter.

6.8.2.2 Head of departments a minimum of one VFL observation per month.

6.8.2.3 Head of sections (Foemans) a minimum of two VFL observations per month.

6.8.2.4 BBI Coaches a minimum of four VFL observations per month

6.8.3 BBI VFL information shall be analysed, action plans developed and tracked for close-
out.

6.9 BBI peer to peer Checklist

6.9.2 The BBI peer to peer checklist shall be used by all other employees excluding those
mentioned in 6.8.1.

6.9.3 All employees and external contractors shall be eligible to carry out peer to peer
observations.

6.9.4 Departmental target shall be one peer to peer observation per employee per month.

6.8.4 BBI peer to peer information shall be analysed, action plans developed and tracked for
close-out according to set time frames.

6.10 Planned Job/Task Observations:

6.10.2 Planned Job/Task Observations are meant to monitor and assess at risk
behaviour/conditions emanating from critical activities with a view to effect adherence
to the Work Instructions and procedures.

6.10.3 Trained managers and supervisors should carry out PJOs.

6.10.4 A task HIRA survey risk profile shall be done to determine the frequency of doing
planned or unplanned job observations.
 6.10.5 Job/Task observations shall be based on the written safe work procedures (SWPs)
which the employee would have been trained in.

6.10.6 Deviation trends shall be analysed and associated weaknesses in the system identified
and actioned.

6.10.7 The departments shall review outstanding issues and assess the need to revise Risk
Assessments and Work Instructions or Procedures to suit critical activities.

6.10.8 The completed checklists shall be signed by the supervisor of the observer.
Departments shall keep copies of completed PJO checklists.

6.10.9 PJO departmental targets shall consider the following:

6.10.9.1 For high risk activities/tasks an employee shall be observed once per quarter.

6.10.9.2 For medium risk activities/tasks an employee shall be observed once in six
months.
6.10.9.3 For low risk activities/tasks an employee shall be observed once in nine
months.

6.10.9.4 PJO information shall be analysed, action plans developed and tracked for
close-out according to set time frames.

6.11 Suggestion Scheme

6.11.2 A suggestion scheme shall be put in place for handling of suggestions.

6.11.3 The suggestions shall be forwarded to SHEQ for analysis and information usage.

6.11.4 All suggestions with important information shall be assessed, action plans developed
and tracked for close-out.

7. PERFORMANCE INDICATORS
7.1 At least 80 % closure at risk issues observed

8. RECORDS

Doc. No. Custodian Location Retention Destruction

Form Title
Observation SHEQ SHEQ
8.1 Department Department 3years Shredding
checklists
SHEQ SHEQ
8.3 Department Department 3years Shredding
Training records
Non-Conformance SHEQ SHEQ
8.8 Department Department 3years Shredding
Reports

9. ATTACHMENTS

10. REFERENCES

10.1 Legal and Other Requirements Procedure

10.2 Training Procedure

10.3 Hazard identification, Risk & Impact Assessment and determination of controls

10.4 NOSA CMB 330 Element 2.11.3

 PLANNED TASK/JOB OBSERVATION REPORT
1. NAME 2. ZPNo. 3.DEPARTMENT:

4.OCCUPATION: 9.TYPE OF OBSERVATION:

5.TASK OBSERVED, SJP & Ref No.: INITIAL FOLLOW UP
6.DATE:06/10/13
7.TIME WITH COMPANY: 10.NOTIFICATION
8. TIME ON PRESENT JOB: Told in advance Not told in advance

11.REASON FOR OBSERVATION

Job procedure update Accident repeater Incapacitated worker
Training follow-up Experienced worker check

JOB OBSERVATION
12. Could any of the practices or conditions observed result in 13. Were the methods and practices observed most
property damage or personal injury? Yes No efficient and productive? Yes No

14. Did the practices you observed comply with all of the 15. Possible impact of practices observed
applicable standards that exist for this task/job? Yes No Work delay Damage Injury Illness

16. Describe clearly below any practices or conditions related to items above that deserve compliment or correction.

17. Is there a procedure for the task being observed

Yes No

18. Compliance to the procedure 19. Compliance to PPE

Good Average Poor Yes No
20.Knowledge of the procedure 21. Working condition/enviornment
Good Average Poor Good Bad
22. Use of defective equipment 23. Procedure
Yes No Adequate Inadequate
24. Have you properly complimented and or reinstructed the worker on these observations? Yes No

25. Should a follow up observation of this worker or task be made in the near future? Yes No

26. Describe any standard procedure, method or equipment you observed that should be considered for change in the
interest of safety, health, environment and productivity.

27. Follow up action

28. Observer`s Signature 29. Observed Employee’s Signature 30. HOD/Supervisor’s Signature
 July

Names Occupation Task Planned date Actual Date Observed Observer

PJO Freequency
Quarterly
Biannually
Annually