Orient Management Consulting & Training

Behavior Based Safety

complies to the guidelines of OSHAD requirements

2022

1
 Ground rules
• Fire escapes
• Washroom/Toilets
• Soking
• Breaks
• Tea/coffee, Water
• Lunch time
• Questions
• Talking over others
• Respect others’ points of view
• Timekeeping
• Mobile phone on silence
• Strong participation
 COURSE ATTENDEES

 All Employees
 Safety Committees
 Corporate Managers
 Department Managers
 First Line Supervisors
 Accident Investigation Team Members
 BASIS FOR THIS COURSE
 Statistically, safe attitudes result in accident prevention.
 Safe attitudes result in safe behaviors at work.
 Development of improved safe attitudes toward work.
 Elimination of workplace injuries & illnesses where possible.
 Reduction of workplace injuries & illnesses where possible.
 OSHA Safety Standards require:
 Training be conducted
 Workplace Hazards be assessed
 Hazards and precautions be explained
 Accidents be investigated
 Job Hazards be assessed and controlled
 COURSE OBJECTIVES

 Discuss the local safety policy.

 Discuss supervisor responsibilities.
 Discuss the concepts of behavior - based safety.
 Introduce the industrial safety standards.
 Discuss the OSHA penalties policy for safety violations.
 Discuss methods and techniques used to protect workers.

2
 ABOUT THIS COURSE

This course is intended to provide supervisors with an

overview of the concepts of behavior based safety. This
training will aid significantly those supervisors who have
not used these techniques in their day-to-day duties and
responsibilities in the past. The training is not meant to
replace other training required by OSHA.
 COMPANY SAFETY POLICY

The personal safety and health of each employee of

this company is of primary importance. The
prevention of occupationally-induced injuries and
illnesses is of such consequence that it will be given
precedence over operating productivity whenever
necessary. To the greatest degree possible, this
company will provide all mechanical and physical
facilities required for personal safety and health in
keeping with the highest standards.
 REGULATORY STANDARD
THE GENERAL DUTY CLAUSE

EMPLOYERS MUST: Furnish a place of employment

free of recognized hazards that are causing or are likely
to cause death or serious physical harm to employees.
 INITIAL TRAINING

THE EMPLOYER MUST PROVIDE TRAINING:

 Train in Safety Related Work Practices.

 Conduct Training Prior to Job Assignment.
 Explain The Specific Regulations That Apply.
 Teach The Local Hazard Reporting Procedures.
 Explain The Hazards Associated with Their Work Area.

LESSON PLAN
---------- ----------
---------- ----------
---------- ----------
---------- ----------
---------- ----------
---------- ----------
---------- ----------
 RETRAINING REQUIREMENTS

REQUIRED WHEN THERE IS A:

 New Work Area Hazard.

 Program Related Injury.
 Change in Job Assignment.
 New Equipment Introduced.
 New Hazard Control Methods.
 Failure in Written Work Procedures.
 Failure in the Safety Work Practices.
 Reason to Doubt Employee Proficiency.
 BEHAVIORAL-BASED SAFETY
IS IMPORTANT
A GOOD PROGRAM WILL HELP:

 Improve Quality. SAFETY

 Improve Absenteeism. STATISTICS

 Maintain a Healthier Work Force.

 Reduce Injury and Illness Rates.
 Acceptance of High-Turnover Jobs.
 BEHAVIORAL-BASED SAFETY
IS IMPORTANT
A GOOD PROGRAM WILL HELP:
SAFETY
STATISTICS

 Workers Feel Good About Their Work.

 Reduce Workers’ Compensation Costs.
 Elevate SAFETY to a Higher Level of
Awareness.
 PROGRAM IMPLEMENTATION

IMPLEMENTATION OF A BEHAVIOR- BASED

SAFETY PROGRAM REQUIRES:

 DEDICATION
 PERSONAL INTEREST
 MANAGEMENT
COMMITMENT
NOTE:
UNDERSTANDING AND SUPPORT FROM THE WORK FORCE
IS ESSENTIAL, WITHOUT IT THE PROGRAM WILL FAIL!
 WHAT IS BEHAVIOR - BASED SAFETY?

Behavior-based safety is a safety management system

that specifies exactly which behaviors are required from
each employee. These behaviors are geared toward a
safer work environment. The system must have controls
in place which will measure whether or not these
behaviors exist as a routine element in the work
environment. Acceptable behaviors must be positively
reinforced frequently and immediately as the behavior
occurs.
 Definition of BBS

Behavior Based Safety (BBS), is a process that informs

management and employees of the overall safety of the
workplace through safety observations. BBS is intended
to focus workers' attention on their own and their peers'
daily safety behavior.
 Definition of BBS

Behavior-based safety is the "application of science of

behavior change to real world safety problems". or "A
process that creates a safety partnership between
management and employees that continually focuses
people's attentions and actions on theirs, and others,
daily safety behavior.
 Accident Causation theories

There are several major theories concerning accident

causation, each of which has some explanatory and
predictive value.

1.The domino theory developed by H. W. Heinrich, a

safety engineer and pioneer in the field of industrial
accident safety.

2.Human Factors Theory

3.Accident/Incident Theory

4.Epidemiological Theory
 Accident Causation theories

1. Heinrich's Domino Theory

According to Heinrich, an "accident" is one factor in a

sequence that may lead to an injury.

• The factors can be visualized as a series of dominoes

standing on edge; when one falls, the linkage required
for a chain reaction is completed.

• Each of the factors is dependent on the preceding

factor.
Accident Causation theories
 Accident Causation theories
Heinrich’s Dominos – The Process

1. A personal injury (the final domino) occurs only as a

result of an accident.
2. An accident occurs only as a result of a personal or
mechanical hazard.
3. Personal and mechanical hazards exist only through
the fault of careless persons or poorly designed or
improperly maintained equipment.
4. Faults of persons are inherited or acquired as a result
of their social environment or acquired by ancestry.
5. The environment is where and how a person was
raised and educated.
 Accident Causation theories
Heinrich’s Domino Theory – Critical Issues
• The factor preceding the accident (the unsafe act or the
mechanical or physical hazard) and it should receive the
most attention.
• Heinrich felt that the person responsible at a company
for loss control should be interested in all five factors, but
be concerned primarily with accidents and the proximate
causes of those accidents.
• Heinrich also emphasized that accidents, not injuries or
property damage, should be the point of attack.
– Incident
- Accident
- Near Miss
 Accident Causation theories
Heinrich’s Domino Theory – Corrective Action
Sequence (The three “E”s)

• Engineering
– Control hazards through product design or process
change

• Education
– Train workers regarding all facets of safety
– Impose on management that attention to safety pays off

• Enforcement
– Insure that internal and external rules, regulations, and
standard operating procedures are followed by All
 Accident Causation theories

The first update of the Domino Theory was presented by Bird

& Loftus [ Heinrich et al, 1980; Bird & Germain, 1986]. This
update introduced two new concepts;

1. The influence of management and managerial error;

2. Loss, as the result of an accident could be production
losses, property damage or wastage of other assets, as
well as injuries.
Accident Causation theories
 Accident Causation theories
HUMAN FACTORS THEORY

Heinrich posed his model in terms of a single domino

leading to an accident.

The premise here is that human errors cause accidents.

These errors are categorized broadly as:

• OVERLOAD
- The work task is beyond the capability of the worker
1. Includes physical and psychological factors
2. Influenced by environmental factors, internal
factors, and situational factors
 Accident Causation theories

HUMAN FACTORS THEORY

• INAPPROPRIATE WORKER RESPONSE

- To hazards and safety measures (worker’s fault)
- To incompatible work station (management,
environment faults)

• INAPPROPRIATE ACTIVITIES
- Lack of training and misjudgment of risk
But the structure of this theory is still a cause/effect
format.
 Accident Causation theories

ACCIDENT/INCIDENT THEORY
Extension of human factors theory. Here the following new
elements are introduced:

• Ergonomic traps
– These are incompatible work stations, tools or
expectations (management failure)

• Decision to err
– Unconscious or conscious (personal failure)

• Systems failure
– Management failure (policy, training, etc.)
 Accident Causation theories
Reliability Engineering vs. System Safety
• Both arose after World War II
• Reliability engineering is often confused with system
safety engineering, but they are different and sometimes
even conflict
• Reliability engineering focuses on quantifying
probabilities of failure.
• System safety analysis (e.g., fault tree analysis) focuses
on eliminating and controlling hazards
– Considers interactions among components and not just
component failures
– Includes non-technical aspects of systems
• Highly reliable systems may be unsafe and safe systems
may not be reliable.
 Accident Causation theories
BEHAVIORAL THEORY

• Often referred to as behavior-based safety (BBS)

• 7 basic principles of BBS

 Intervention
 Identification of internal factors
 Motivation to behave in the desired manner
 Focus on the positive consequences of appropriate
behavior
 Application of the scientific method
 Integration of information
 Planned interventions
 Human Sensory Receptors

Sensory receptors occur in specialized organs such as

the eyes, ears, nose, and mouth, as well as internal
organs. Each receptor type conveys a distinct sensory
modality to integrate into a single perceptual frame
eventually.
 Human Sensory Attributes

The five major sensory attributes

1. Visual (sight)
2. Tactile (touch)
3. Olfactory (smell)
4. Gustatory (taste)
5. Auditory (hearing)
 Human Sensory Attributes

What is Sensory Processing Disorder (SPD)?

A condition in which the brain has trouble receiving

and responding to information that comes in through
the senses.

Formerly referred to as sensory integration dysfunction,

it is not currently recognized as a distinct medical
diagnosis.
 Perceptual Set

A perceptual set is basically a tendency to view things

only in a certain way.

Perceptual sets can impact how we interpret and

respond to the world around us and can be influenced
by a number of different factors.
 Perceptual Set

Perceptual set theory stresses the idea of perception

as an active process involving selection, inference
and interpretation (known as top-down processing).

Are we born with perceptual sets?

 Perceptual Distortion

What is Perceptual Distortion?

“Lack of correspondence between the way a stimul us

is commonly perceived and the way an individual
perceives it under given conditions.

Are we born with perceptual sets?

 Maslow's hierarchy of needs
Maslow's hierarchy of needs is a motivational theory in
psychology comprising a five-tier model of human needs,
often depicted as hierarchical levels within a pyramid.

From the bottom of the hierarchy upwards, the needs are:

physiological (food and clothing), safety (job security), love
and belonging needs (friendship), esteem, and self-
actualization.

Needs lower down in the hierarchy must be satisfied before

individuals can attend to needs higher up.

37
Maslow's hierarchy of needs

38
 Safety Management
Methods (“How”)
• Driver recruiting and selection
• Carrier-based training
• Management-driver communications
• Driver safety performance evaluation
• Safety incentives
• Behavior-based safety
• On-board safety monitoring
• Event data recorders

39
 Safety Management Methods
(“How”)

• Accident investigation. Improved driver scheduling and

dispatching
• Fatigue management programs
• Carrier-based medical programs
• Preventive maintenance and inspection
• Advanced safety technologies
• Industry-based safety standards and certification.

40
 Emerging Themes

• Safety management science and professionalism.

• Individual differences/
high-risk drivers.
• Behavioral approaches to change.

41
 Topic 2:
Behavior-Based Safety
 Behavior-Based Safety (BBS)
• Method for changing industrial worker safety behaviors
and outcomes
• Combines principles of:
-Behavior modification
-Quality management
-Organization development
• Key elements:
-Employee driven
-Continuous improvement process
-Focuses on changing behavior, not
accident/incidents

43
 BBS Track Record:

• Implemented at more than 1,000 sites

worldwide
• 90% of companies adopting BBS continue
• Average 5-year incident/accident reduction:
62%

44
 Total Safety Culture

PERSON ENVIRONMENT
Knowledge, Skills, Abilities, Equipment, Tools, Machines,
Intelligence, Motives, Housekeeping, Climate,
Attitude, Personality
SAFETY Management Systems
CULTURE

BEHAVIOR
Putting on PPE, Lifting properly, Following procedures,
Locking out power, Cleaning up spills,
Sweeping floors, Coaching peers

45
 Focusing on
Behaviors Can Reduce Injuries

Fatality

Serious Injury

Minor Injury

Near Miss

At-Risk Behavior

46
 The ABC Model
Explains Why We Do What We Do

Activators

Motivate
Behavior
Direct

Consequences
47
 The ABC Model
Explains Why People
Speed
Emergency Open Sports
Speed Police
Activators limit signs
Sunny Late
road
No
car
car
Guides or directs
day Cops Others are
the behavior Drivers
Education Speeding

Behavior Speeding

Fun!
Wreck
Consequences Ticket Waste Save
Motivates Gas Time
Personal
future occurrences Injury Property Wear & Tear
of the behavior
Damage

48
 Direction Alone May Not be
Sufficient To Maintain Behavior

49
 Some Consequences Are
More Powerful Than
Others
The MOST effective consequences are:
• Certain
There’s a high probability you’ll receive the consequence
• Soon
The consequence occurs immediately after your behavior
• Significant
The consequence is significant or meaningful to you

50
 Some Consequences
Weigh More Than Others

Significant
Uncertain

Soon
Ticket
Significant
Certain

Soon

Save Time

Risky Behavior: You're late and you speed 20 MPH over limit
Consequences: Save Time vs. Ticket
51
 Identifying Problems and
Potential Solutions

ABC Analysis helps us understand

activators and consequences, and
how they influence safety behavior.

52
 Observation and Feedback
Improves Safety-Related Behaviors

• Employees observe one another

• Observer follows checklist of
critical safety-related behaviors
• Observer provides feedback to the
observee
• Observer and observee problem-solve to
identify improvements.

53
 Observation and
Feedback Continued
• Collect and compile observation checklists
• Graph collected data
• Review resulting information periodically
with all employees
• Analyze and discuss results
to identify follow-up actions.

54
 A Generic Behavioral
Checklist Guides Observations

55
 Percent Safe by Behavioral Category
Can be Graphed

56
 Benefits of
Observation and Feedback
• Heightened awareness • Increase commitment
• Receive recognition • Builds trust
• Learn through feedback • Fosters communication
• Learn through observation • Anonymous and
• Builds trust confidential
• Employees design and led • Dynamic
• Non-directive
• Non-punitive

57
 Topic 3:
Self-Management
 Need for Self-
Management

• Employees who dislike feedback

• Employees with little oversight
• Solitary employees
• Dangerous situations

59
 Self-Management
• Individuals change their own behavior in a
goal-directed fashion by:
– Identifying antecedents and consequences of at-risk
behavior
– Goal-setting
– Social support
– Observing and recording specific target behaviors.
– Self-administrating rewards for personal achievements

60
 Methods
• Participants--dedicated short-haul truck drivers
– Pre-Behavior (n=21)--drivers completed a CBC before
leaving the terminal for the day
– Post-Behavior (n=12)--drivers completed a CBC after
returning from their deliveries for the day
• Setting--trucking terminals in Eastern U.S.
• Instrumentation-TripMaster Data Recorder

61
 Dependent Variables
• Self-reported driving behaviors-information on actual
behaviors (Post-Behavior), or behavioral intentions
(Pre-Behavior)
– Extreme braking
– Speeding
• Participation-frequency of checklists received
• Driving behaviors from instrumented vehicles
– Extreme braking
– Speeding

62
 Training
• Participants in the Post-Behavior and Pre-Behavior
conditions received one, two-hour training session
– Self-report questionnaire
– Confidentiality & incentive/reward
– Rationale for self-management
• Consequence-focused (Post-behavior)
• Activator-focused (Pre-behavior)
– Goal setting using SMART
• Self-rewards
– Use of a critical behavior checklist (CBC)
• Group exercises

63
 Reward/Incentive
• Drivers received $1.00 for each
completed CBC

• A raffle was be held at the end of the

project. The winner was selected from all
the completed CBCs. Each winner
received $50

64
 Driving Checklist
Self-Management Checklist
Completed before starting your shift for the day
Date:_________
Driver #________________

_____% of the time I will drive today without Overspeeding

(please estimate)
#_____of times I will have an Extreme Braking incident today
while driving (please estimate)

Comments:_________________________________________________
___________________________________________________________
_________________________________________________________
__________________________________________________________

65
 Feedback
• At the beginning of each week, each driver received a sealed
envelope with their individual driver number on it.

8.00
Frequency of Extreme Braking Incidents

7.00
7.00

6.00

5.00
5.00

4.00

3.00

2.00

1.00

0.00

Se lf-Obse rv e d Compute r

66
 Over speeding
9
BASELINE INTERVENTION WITHDRAWAL

8
Post-Behavior
Percentage of Driving Time Overspeeding

Pre-Behavior
7
Mean=6.3% Mean=6.5%

5
Mean=4.6%

3
Mean=2.5%

Mean=2.3% Mean=1.6%
2

0
1 2 3 4 5 6 7 8 9 10 11 12
Consecutive Weeks

67
 Extreme Braking
20
BASELINE INTERVENTION WITHDRAWAL
Mean Frequency of Extreme Braking Incidents

18

Post-Behavior
16
Pre-Behavior

14

12

10

8
Mean=7.3 Mean=7.2

Mean=3.7
4

2
Mean=1.22 Mean=.87
Mean=.44

0
1 2 3 4 5 6 7 8 9 10 11 12
Consecutive Weeks
68
 Discussion
• Results suggest the self-management
intervention was responsible for behavior
change
– Not training
– Not increased attention towards safety
• Small gains, big wins
– Pre-Behavior
• Mean=1,669 total road hours/month
– 11.7 less hours speeding/month (140 hours/year)
– 16 less extreme braking incidents/month (192/year)
69
 Discussion con’t
• No long-term behavior change
– No self-persuasion
• Not enough time
• Incentive
– Extrinsic motivation
– Intrinsic motivation

70
 Topic 4:

On-Board Safety Monitoring:

 Macroergonomics
• The study of the interface of the human to the
job and organization.

• Focus: the job’s “sociotechnical” system and its

effect on workers;
e.g., motivation, job satisfaction, work culture,
safety practices, and behavior.

72
 On-Board Safety Monitoring
• Goal: refine driver safety performance
• OBSM applications include:
– Speed
– Acceleration (longitudinal and lateral)
– Forward Headway
– Alertness (e.g., PERCLOS)
– Lane tracking (performance correlate of alertness)
– Sleep (e.g., the actigraph).

73
 On-Board Safety Monitoring
Challenges
• Challenge #1:
Achieving driver acceptance

• Challenge #2:
Avoiding compensatory risktaking.

74
 Using OBSM Technologies for
Performance-Based Management

• Develop, validate, refine, and demonstrate

technologies.
• Benchmark levels of safe performance.
• Implement as part of comprehensive
behavioral safety management program.
• Provide financial, social, and regulatory
incentives for meeting benchmarks.
• I.e., integrate technology into the job!

75
 Elements of a
Monitoring System
• Measure • Consequences
• Sensor – Immediate?
– Post-trip?
• Algorithm(s) – Career?
• DVI – Life and health?
– Thresholded? • Gov’t regulatory support?
[i.e., a warning]
– Continuous?
– Summative?
• Driver training
• Other activators

76
 Performance Enhancement Concept:
Eliminate High-Risk Driving,
and Improve All Driving!

UNSAFE SAFE

Generalized
Unsafe
Improvement
Extremes

Increasing Effectiveness

77
 MANAGEMENT’S ROLE

 Considerations:
1. Get Involved. Learn!
2. Ensure Your Support Is Visible.
3. Support the Program.
4. Implement Ways to Measure Effectiveness.
5. Attend the Same Training As Your Workers.
6. Interact With Your Workers.
7. Insist on Periodic Follow-up & Program Review.
8. Follow-up on the Actions You Took.
 THE SUPERVISOR’S ROLE

 Considerations:
1. Get Involved.
2. Get Your Workers Involved.
3. Never Ridicule Any Injury or Near Miss.
4. Be Positive, Motivate, and Reward.
5. Find Ways to Measure Behavior.
6. Attend the Same Training As Your Workers.
7. Be Proactive - Get Involved in Safety.
8. Be Professional - You Could Save a Life Today.
9. Follow-up on the Actions You Took.
SUPERVISOR RESPONSIBILITIES

THE SUPERVISORS PRIMARY JOB:

 Control the work environment.

 Enforce existing work rules.
 Constantly reassess conditions.
 Improve the system or process.
 Involve employees.
 Bring safety concerns to management.
 Serve as company liaison.
 SUPERVISOR RESPONSIBILITIES
(Continued)

Regarding Safety Training!

THE SUPERVISOR MUST:

 Know the training needs of his or her workers.

 Be aware of changing conditions requiring new training.
 Be constantly aware of safety conditions in the workplace.
 Ensure workers are included in the safety process.
 Solicit ideas for safety improvements from workers.
 Interact closely with the Company Safety Officer.
 Halt any operation where personal injury could result.
 SUPERVISOR RESPONSIBILITIES
(Continued)

Regarding Near Misses!

ACCIDENT
LOG

THE SUPERVISOR MUST:

 Treat all “Near Misses” as an accident.

 Report it.
 Investigate the cause.
 Determine corrective measures.
 Update and annotate!
 Follow up to ensure compliance.
 SUPERVISOR RESPONSIBILITIES
(Continued)

Regarding Flow of Safety Information!

THE SUPERVISOR MUST:

 Act as a conduit, upward and downward.
 Act as a filter, use your experience.
 Inform the sender if you change the message.
 Be proactive, look for problems.
 Be thorough, follow up on the actions you took.
 Ask your employees to ensure comprehension.
 If it doesn’t make sense to you. It won’t to your people.
 SUPERVISOR RESPONSIBILITIES
(Continued)

ELIMINATE BEHAVIOR THAT IS DRIVEN BY:

LACK OF -
 Appropriate Safety Training.
 Knowledge of Personal Responsibility.
 Knowledge of Safety Procedures.
 Knowledge of Safety Information.
 Knowledge of Machines or Equipment.
 Knowledge of Facility Operations.
WHAT’S LEFT, IDEALLY IS ATTITUDINAL, WHICH DRIVES BEHAVIOR
 THE DRIVER’S ROLE

 Considerations SAFETY

:1. Get Involved.

2. Contribute to Make Corrective Actions.
3. Understand How Your Behavior Affects Job Safety.
4. Report All Accidents and Near-Misses Immediately.
5. Be Proactive and Professional.
6. Report All Safety Problems or Deficiencies.
7. Follow-up With Any Additional Information.
8. Understand the Reason Work Must be Observed.
 SAFETY COMMITTEE

 Safety Committees Should:

 Document Meetings.
 Encourage Employee Involvement.
 Provide Feedback Without Fear of Reprisal.
 Make Recommendations for Corrective Action.
 Analyze Statistical Data Concerning Accidents.
 Hold Regular Safety Review Meetings.
 Bring Employee Concerns to Management's Attention.
 Follow-up Is Critical.
 WORKSITE ANALYSIS

 WORKSITE ANALYSIS INCLUDES:

1. Gathering Behavior Information From Available Sources.

2. Observing Behavior of Employees During Varying Conditions.
3. Developing Lists of Acceptable Behavior for Specific Jobs.
4. Conducting Baseline Screening Surveys to Determine Which
Jobs Are High Risk and Need a Closer Analysis.
5. Performing Job Hazard Analyses of High Risk Jobs.
6. After Implementing Control Measures, Conducting Periodic
Surveys and Follow-up to Evaluate Changes in Behavior.
 WORKSITE ANALYSIS
(Continued)

TANGIBLE INDICATORS:
 Accident Records
 Behavior Observations
 Production Records SAFETY
STATISTICS
 Personnel Records
 Employee Surveys
 Policies and Procedures
 BEHAVIOR PRINCIPLES
(Continued)

 What Influences Behavior?

 Motivation.  Desire
 Intelligence.  Need.
 Emotions.  Abilities.
 Experience.  Skills.
 Attitude  Ambition.
 Situational Conditions.

What Else Can You Think Of?

 OBSERVING BEHAVIOR
OBSERVING BEHAVIOR

Behavior Must Be Observed to

Begin to Understand Current
Behavior and Develop Lists of
Acceptable (Safe) Behaviors. The
Lists of Acceptable Behavior Will
Be Used in Determining Safe
Behaviors in the Future.
 OBSERVING BEHAVIOR
(Continued)

 To Effectively Observe Behavior:

1. Establish Criteria For Observations.
2. Observe Workers Frequently at Various Work Times.
3. Observe Workers For a Few Minutes Each Time.
4. Employees Should Know They Are Being Observed.
5. Employees Should Know Their Behavior is Recorded.
6. Know the Safe Behaviors You Are Looking For.
7. Develop a Checklist If Necessary.
8. Constantly Compile and Compare Observations.
9. Follow-up on Observations.
 OBSERVING BEHAVIOR
(Continued)

REMEMBER
ACCIDENT
LOG

Someone Is Always New or Young or

Unfamiliar With Why They Are Being
Observed. Determining Safe Behaviors
Is a Never-Ending Process. Your List of
Safe Behaviors Will Vary by Job or
Department and Will Change As Work
Conditions or Equipment Change.
 OBSERVING BEHAVIOR
(Continued)

EXAMPLES OF SAFE BEHAVIORS - FORKLIFT SAFETY

• Approaches load slowly and straight-on
• Stops when forks are about a foot from load
• Safely engages pallet
• Checks mast height for obstructions
• Slowly/safely picks up load with load against backrest
• Checks rear for pedestrians, traffic, obstructions
• Stops when forks are about a foot from load
• Checks mast height for obstructions
• Safely raises forks to desired height
• Safely engages pallet and tilts to safe angle
• Slowly and safely picks up load and lowers to safe height
 OBSERVING BEHAVIOR
(Continued)

EXAMPLES OF SAFE BEHAVIORS - FORKLIFT SAFETY

• Approaches slowly and straight-on
• Stops when forks are about a foot from load
• Checks mast height for obstructions
• Safely raises forks to desired height
• Safely drives forward until load is squarely over stack
• Safely tilts to safe angle and places load on stack
• Slowly and safely levels forks within inside of pallet
• Checks rear for pedestrians, traffic, obstructions
• Slowly and safely backs out and lowers to safe height
• Plans load route based on current path obstructions
• Carries load with load tilted back to safe angle
 BEHAVIOR REINFORCEMENT

WHAT IS BEHAVIOR REINFORCEMENT?

Reinforcement Is Any Consequence That

Increases the Likelihood That the Behavior It
Follows Will Occur in the Future. In Other Words,
If You Promote a Behavior and Make Someone
Feel Good About Performing That Behavior, or
Give Them a Reason to Perform That Behavior, Its
Occurrence in the Future Will Likely Increase.
 BEHAVIOR REINFORCEMENT
(Continued)

REINFORCEMENT
Acceptable Behavior Must Be
Constantly Reinforced. Never Miss
an Opportunity to Give a Pat on the
Back for Acceptable Behavior.
People usually Respond to Positive
Reinforcement.
 BEHAVIOR REINFORCEMENT
(Continued)

 Reinforcement Considerations:
1. Reinforce Frequently, and In Public.
2. Reinforce ONLY for Acceptable Behavior.
3. Reinforce Immediately, Never Wait.
4. Reinforce During the Safe Behavior if Possible.
5. Be Specific About the Reinforced Behavior.
6. Give Non-Verbal Positive Cues. (Nods, Smiles etc.)
7. Be Totally Positive.
8. Be Sincere. People See a Lot, But Don’t Say a Lot.
9. Accentuate The Positive.
 BEHAVIOR REINFORCEMENT
(Continued)

 Rewarding For No Accidents.

 Works For a Determinant Period Only.
 Once an Accident Occurs, No Incentive Remains.
 Usefulness Usually Degrades Over a Period of Time.
 Doesn’t Permanently Alter Unacceptable Behavior.
 Diminishes Supervisory Control.

LOST TIME
ACCIDENTS

0
 MOTIVATIONAL TECHNIQUES

 Money and Behavior.

 Is The Individual Due a Raise?
 Is a Salary Review Needed For The Job?
 Is The Amount of “Piecework” Pay Appropriate?
 Is There a Bonus Program?
 Are There Monetary Rewards for Safe Behavior?
 Are There Other Incentive Rewards for Safe Behaviors?
 Is There a Safety Suggestion Program?
 HOW MUCH OF A MOTIVATOR IS MONEY?
What Else Can You Think Of?
 MOTIVATIONAL TECHNIQUES
(Continued)

 Positive Reinforcement and Behavior.

 This Approach Holds That Individuals Can Be Motivated by
Properly Designing Their Work Environment and Praising Their
Performance.
 Holds That: Punishment for Poor Performance Produces
Negative Results.
 Goal Setting With Employee Participation Is Essential.
 Periodic Re-Evaluation Is Essential.
 Requires Frequent Work Environment Adjustments.
 Requires Detailed Planning and Training of Workforce.
 MOTIVATIONAL TECHNIQUES
(Continued)

 Employee Participation and Behavior.

 People Are Motivated by Being Consulted on Actions That
Effect Them.
 People Know Their Jobs. What Safety Program Changes Can
They Bring to the Work Environment?
 People In Many Cases Know the Safety Problems and Safety
Solutions. Just Ask.
 Participation In The Safety Program Satisfies Affiliation and
Acceptance Needs.
 Workers Must Know That Final Decisions Are Reserved to
Management. But Tell Them Why!
 ATTITUDE

MOTIVATION CHANGES ATTITUDE

AND
ATTITUDE DRIVES BEHAVIOR

When a Persons Attitude Changes, His or Her

Behavior Will Typically Follow. Assuming He or
She Has Adequate Knowledge of the Safe Working
Conditions in the Work Environment. When You
Eliminate Every Other Reason for Unacceptable
Behavior, What Is Left It Attitudinal.
 ATTITUDE IS IMPORTANT

SAFETY AS PART OF THE WORK ENVIRONMENT

If a Person Understands That His or Her Safety at

Work is Controllable in a Measurable Way,
Acceptance of Safety as an Essential Part of the
Work Environment Will Be Increased. Safe
Attitudes and Behaviors Will Naturally Follow.

AND!
 ATTITUDE IS IMPORTANT
(Continued)

SAFETY AND PEER SUPPORT

Once Safe Attitudes are a Normal Element in the

Work Environment, Behavior Will Be Influenced.
Then, Peers and Coworkers Expect Each Other To
Practice Safety as a Part of Work and Not a
Requirement of Work.

At This Point Coworkers Will Expect Each Other’s

Protection and Accident Rates Will Decrease.
 ATTITUDE IS IMPORTANT
(Continued)

SUSTAINING SAFE BEHAVIOR

Management Is Responsible to Promote Safety.

Everyone is Responsible For Sustaining a Safe
Work Environment. Attitude Is the Key To
Sustaining a Safe Work Environment.
 GOOD ATTITUDE IS PREVENTION

“It is estimated that in the United States, 97% of the

money spent for medical care is directed toward
treatment of an illness, injury or disability. Only 3%
is spent on prevention.” Good Attitude = A
Healthier Workforce.
 THE HUMAN FACTOR

NO ONE IS AS AN AVERAGE PERSON

Rules, Policies, Schedules, Jobs Etc., Must

Accommodate The Majority.

 Focus on The Individual - Try To Please Everyone.

 Good Behavior Can Be Enhanced By Accommodating The

Majority. Please As Many People As Is Practical.

 Bad Behavior Should Be Studied To Determine Causation.

 THE HUMAN FACTOR
(Continued)

PERSONAL DIGNITY IS CRITICAL TO GOOD BEHAVIOR

People Must Be Treated With Respect No Matter
What Their Position In the Company.
 Always Treat People With Respect.
 Always Treat People Equally.
 Assume People Will Talk. It Will Keep You Straight.
 Never Ridicule Good Behavior In Jest.
 Remember, It Takes Two To Argue. Draw a Line.
 Walk Away From Conflict, And Address It Later.
 Argue Constructively If You Must Argue.
 If Safety Is Critical To The Issue, Stand Your Ground.
 THE HUMAN FACTOR
(Continued)

CONSIDER THE WHOLE PERSON

People Are the Sum Total of Their Experience,

Combined With Their Genetic Make-up.
 Reinforce Good Behavior. Discourage Bad Behavior.
 Learn Your Employees Strengths and Weaknesses.
 Learn Strengths, Reward Them and Use Them.
 Learn Weaknesses and Help To Improve Them.
 Understand That Home Life Can Overflow Into Work.
 Be Prepared To Deal With Unpredictable Situations.
 Understand Group Behavior Verses Personal Behavior.
 ACCIDENT CAUSATION

WHAT CAUSES ACCIDENTS?

?
 ACCIDENT CAUSATION
(Continued)

USE OF A BROKEN LADDER RESULTS IN AN ACCIDENT

 Contributing Factors
 Was he or she properly trained?
 Did the employee know not to use it?
 Was he or she reminded not to use it?
 ACCIDENT CAUSATION
(Continued)

USE OF A BROKEN LADDER RESULTS IN AN ACCIDENT

 Contributing Factors
Why did the supervisor allow its use?
 Did the supervisor examine the job first?
 Why was the defective ladder not found?
 Are procedures in place for defective
equipment?
 ACCIDENT CAUSATION
(Continued)

 Behavioral Causes
 Improper attitude.
 Lack of knowledge or skill.
 Physical or mental impairment.
I’ve Never Been
Hurt Before

Improper Attitude
 ACCIDENT CAUSATION
(Continued)

 Behavioral Causes
 Horseplay.
 Defeating safety devices.
 Failure to secure or warn.
 Operating without authority.
 Working on moving equipment.
 ACCIDENT CAUSATION
(Continued)

 Behavioral Causes
 Taking an unsafe position or posture.
 Operating or working at an unsafe
speed.
 Unsafe loading, placing, mixing,
combining.
 Failure to use personal protective
equipment.
 ACCIDENT CAUSATION
(Continued)

 Unsafe Conditions (Environmental)

 Improper PPE.
 Improper tools.
 Improper guarding.
 Poor housekeeping.
 Improper ventilation.
 ACCIDENT CAUSATION
(Continued)

 Unsafe Conditions (Environmental)

 Defective equipment.
 Improper
illumination.
 Unsafe dress or
apparel.
 Hazardous
arrangement.
 ACCIDENT CAUSATION
(Continued)
 Unsafe Personal Factors
 Fatigue.
 Defective hearing.
 Defective eyesight.
 Muscular weakness.
 Lack of required skill.
 Lack of required
knowledge.
 Intoxication (alcohol,
drugs).
 ACCIDENT CAUSATION
(Continued)

 Types of Accidents
 Slip, Trip.
 Struck by.
 Overexertion.
 Struck against.
 Fall on same level.
 Fall to different level.
 ACCIDENT CAUSATION
(Continued)

 Types of Accidents
Caught in, on, or between.
 Contact with - heat or cold.
 Contact with - electric current.
 Inhalation, absorption, ingestion,
poisoning.
 ACCIDENT CAUSATION
(Continued)

When you:

 Eliminate Unsafe Environmental Conditions.

 Upgrade Engineering Controls.
 Optimize Administrative Controls.
 Provide Adequate Personal Protective Equipment.

WHAT’S LEFT? ATTITUDE! ACCIDENT

LOG

ATTITUDE DRIVES BEHAVIOR

 A WORD OF CAUTION

You Can’t Influence Employee Behavior If Contact Is

Too Infrequent or Limited. Reinforcement Must
Happen Frequently. If Acceptable Behavior Is Not
Reinforced As It Happens, and If Corrective
Instruction Is Not Direct and Specific, Behavior May
Not Be Changed.
Also, Responsibility for Safety Is in No Way Shifted
Entirely From Management to the Employee. Safety
Is Still the Shared Responsibility Between
Management and All Other Company Employees.
 WORK AT WORKING SAFELY

Training is the key to success in managing safety in the

work environment. Attitude is also a key factor in
maintaining a safe workplace. Safety is, and always will
be a team effort, safety starts with each individual
employee and concludes with everyone leaving at the
end of the day to rejoin their families.