Process Standard For Behavioural Interventions Programme (SMCA)

Process Standard for Behavioural Interventions Programme (SMCA)
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Prepared by Reviewed by Reviewed by Approved by Final Approval by

ASK-EHS BSL Safety BIP ESC members BIP ESC Chairman Director In-charge
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Contents
Preface ...................................................................................................................................................................................................................... 4
Purpose .................................................................................................................................................................................................................... 4
Objectives ................................................................................................................................................................................................................ 4
Scope ........................................................................................................................................................................................................................ 4
Abbreviations ......................................................................................................................................................................................................... 5
Definitions ............................................................................................................................................................................................................... 5
Benefits..................................................................................................................................................................................................................... 6
What BIP is NOT ................................................................................................................................................................................................... 6
Guidelines for Behaviour Intervention Program Management .......................................................................................................... 7
Participation ........................................................................................................................................................................................................... 7
Behaviour Intervention-BI ................................................................................................................................................................................. 7
Behaviour Interventions Process Steps ....................................................................................................................................................... 8
BIP Software: .......................................................................................................................................................................................................... 8
Do’s and Don’ts in usage of BIP tools. ........................................................................................................................................................ 8
Behaviour Observer-BO ..................................................................................................................................................................................... 9
Guidelines for conducting BI ........................................................................................................................................................................... 9
Behaviour categories ....................................................................................................................................................................................... 10
BI schedule & Escalation Mechanism ........................................................................................................................................................ 11
Repetitive Behaviour Interventions ............................................................................................................................................................ 11
IOS relationship with BIP................................................................................................................................................................................ 12
BI Training ............................................................................................................................................................................................................ 12
BI Coaching ......................................................................................................................................................................................................... 12
BI Handholding .................................................................................................................................................................................................. 13
How to use this standard ............................................................................................................................................................................... 16
Record keeping .................................................................................................................................................................................................. 16
Reporting.............................................................................................................................................................................................................. 16
Process Flow for BIP ......................................................................................................................................................................................... 17
Roles and responsibilities of IOS with respect to BIP: ........................................................................................................................ 17
Training ................................................................................................................................................................................................................. 18
Ownership ............................................................................................................................................................................................................ 18
BIP Software ........................................................................................................................................................................................................ 18
Annexures ............................................................................................................................................................................................................ 21
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Preface
There are good safety management methodologies and practices seen all over the world, but somehow,
accidents keep on happening due to some reasons.
The reasons for accidents, safety methodologies and practices and implementation of it, is very complex in
nature.
Research says that the causes of an accident at work can be numerous but are mostly due to a lack or deficiency
of planning and organization of production, unsafe conditions in the workplace and human factors, which may
have psychological origins or reflect social problems and cultural and / or organizational training.
These issues put together give rise to a popular concept called Behaviour Based Safety-known popularly as BBS, a
methodology, where behavior is said to be in intermediate action which is influenced by Antecedent.
Antecedents could be our standards, rules, procedures etc. which influence the behavior.
Behaviour in turn influences Consequence as shown the in illustration below-
Illustration 1
Purpose
Purpose of this Behaviour Intervention Programme (BIP) standard is to share all the information around Behaviour
intervention process.
This information may help BSL to learn and practice the process with all its employees and contractors practicing
Behaviour Intervention (BI) and thereby help achieve required safety performance through implementation of
these BIP.
Objectives
To develop world class safety culture through positive change in employees and contractors’ behaviour towards
self-motivated adherence to safe practices. All unsafe behaviours are to be converted to safe behaviours through
self-motivation, role modelling by leaders, demonstrating commitment to safety management at BSL.
Scope
The scope of this standard extends to BSL operations, i.e., wherever BSL is carrying its business.
The scope could be also extended to outside the BSL workplace/ campus where such BIP would be helpful to
address the unsafe act.
As BIP is a tool which uses influence on the mind of the person who is about to commit or committing an unsafe
act, through discussion, there should not be any limitation for the same.
Such influence through discussions has proven to be successful not just in the industry, but also outside industry.
BIP, as overall way of influencing minds of human beings, is considered to be a very powerful tool.
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Abbreviations
• AC-Apex Committee
• BI- Behavioural Intervention
• BIP- Behavioural Intervention Programme
• BO-Behavioural Observer
• ESC-Element Steering Committee
• IOS- Integrated Organisation Structure
• DLSIC- Department Level Safety Implementation Committee
• PSAP- Personal Safety action Plan
Definitions
Antecedent: A stimulus or event that occurs before a behaviour in time.
Behaviour: Anything that we can see an individual do or say.
Behaviour Intervention: Behaviour intervention refers to the methodological intervention with a two-way safety
conversation for expectation of safer behaviour.
A good behaviour intervention will have following aspects-
1. Recognise & reinforce positive safety behaviour
2. Identify and correct unsafe behaviour
3. Engages in conversation regarding safety concern or issues.
Unsafe Act
Unsafe act is a BSL employees/ contractors/ vendors/ visitors conduct (Witnessed or witnessed not) that
unnecessary increases the likelihood of injury, violates the established safety rule, or its violation of the expected
conduct.
Employees’ unsafe acts show poor safety attitudes, and it indicates a lack of properly designed safety training.
An unsafe act is
• Opens the possibility of injury potential to the employee involved and may expose other people to the injury.
• Could be a violation of either an established safety rule or procedure, or unwritten rule of common sense or
good judgement.
• May not have been previously identified as current injury potential and may violate no applicable existing
rule of procedure.
• Need not be applicable / confined to a specific job.
• Can be an action or inaction that may lead to accident or an injury, if not corrected.
• Unsafe act can result in manmade unsafe condition.
Unsafe condition
Unsafe condition is a condition, not directly caused by inaction or action one or more employees or contractors,
in an area that may lead to incident or injury if not corrected.
There are several reasons to have unsafe conditions:
• Non-standard or faulty design
• Fabrication not confirming to the design or engineering drawings.
• No or inadequate maintenance.
• Deterioration or corrosion etc.
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Difference between Unsafe Condition &. Unsafe Act:

• Unsafe conditions are normally beyond the direct control of employees in the area where the condition is
observed. Unsafe conditions mostly referred to as a thing which have already happened in the workplace.
Hence its said that there is not direct control on the unsafe conditions.
• Whereas unsafe act can be controlled using tools like BIP. Unsafe act may generate unsafe conditions for a
time being, or for a long-term period.
• Sometime things also may happen vice versa, that unsafe conditions may cause unsafe act, which is common
example everywhere.
Benefits
There are several benefits of BIP for BSL.
Most important benefit BSL can derive from BIP is the business benefits, where an accident is interrupting
business of steel making, steel supply.
Any incident that affects, stops the steel making can be considered as a business interruption. This is the most
important benefit, that BSL can have to sustain the business of making and supplying steel. It’s a direct
influencing factor on the business. This benefit is very tangible/ measurable in terms of amount of money, hence
gives a direct measurement in terms of money, which understood by all.
Further to this, BIP also gives the following benefits which could be tangible or intangible,
• Exhibits and demonstrates leadership commitment to safety
• Reinforces positive safety behaviour
• Motivates BSL employees and contractors to be committed and responsible for safety.
• Identifies and corrects unsafe behaviour in positive and proactive way.
• Prevents injuries and property loss.
• Establishes Process standards, SOP’s
• Tests understanding of BSL employees & contractors about safety standards
• Tests compliance of BSL employees & contractors about safety standards
• Identifies the reading/trends strength and weakness of BSL safety management system
• Provides inputs to the other workstreams e.g. CSM, IRIS, C&C, RRSM
What BIP is NOT

It’s also very important to understand what BIP is NOT:
Whatever creates negative impact on people is never a part of behavioural process, hence all employees and
contractors at BSL needs to understand the following principals.
BIP should not become a conduit to catch & isolate people who do unsafe acts.
• Following are some points which are not Behaviour process:
• A negative process
• A disciplinary process.
• To punish people
• “Let’s catch him/her” process
• An inspection process.
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Guidelines for Behaviour Intervention Program Management

Definitions
As covered in the Definitions.
Participation
Who should participate in BIP?
All the levels of employees and contractors’ managers, supervisors should participate in the BIP.
A team of two to three people is highly encouraged, as it gives vertical cut team which can move in the plant
area. Non-management employees are also encouraged in the safety observation team. The aim of teams and
such composition is to encourage all employees.
Management employees involved in the safety observation can include-
1. Director In-charge (DIC)
2. Executive Directors (ED)
3. CGM / HOD’s
4. GM
5. Dy. GM
6. Manager
7. AGM
8. Superintendents
9. Contractor Managers
10. Contractor supervisor
Behaviour Intervention-BI
Behaviour Intervention is based on Behaviour based safety principals as described in the preface section of this
process standard.
It’s a very powerful tool if used correctly. Key to success of this BI is the quality of discussion between BI and one
who is about to commit or committing an UA.
The better is the quality of discussion, BI is effective in the proportion.
This could be achieved by following the exact methodology of BI as stated in this PS.
Relationship between quality of discussion and its effectiveness.
It’s said that the more two-way communication, acceptance of the facts and the influence on the mind of the
employee or contractor lead to the effectiveness of the BI.
When more heart-to-heart discussions are seen, its said the BIP is maturing.
Hence to make an effective BI, its very Important that all BSL employees and contractor do the discussions which
are not just useful, but the quality of discussions would help BIP and overall safety performance.
Illustration 2
Quality of Discussion Effectiveness of Behaviour intervention
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Behaviour Interventions Process Steps

This BIP PS recommends a five step BI. This PS is to be followed for all the purposes of BIP.
The five steps are as below:
1. Observe. Decide how to approach the employee/ contractor, stop the unsafe act. (Care to be taken to stop
the job safely, otherwise if stopping the job itself can turn into an accident/ incident)
2. Comment on the safe behaviour
3. Discuss any unsafe / at risk behaviour observed.
• Discuss result / consequences (possible injury ) of the unsafe act/ behaviour.
• Encourage the employee to discuss safer ways to do the job.
4. Get the agreement with an employee to work safely.
5. Invite the employee to discuss other safety issues in the workplace & thank the employee.
BIP Software:
The five steps BIP is never complete till the observation is recorded in the BIP software.
Before getting into practical usage of BI, all the BO’s should refer to the checklists E & J and try to remember
most of the points from the checklists. This would need a fair amount practice, doing BI’s by observers.
Do’s and Don’ts in usage of BIP tools.

Employees and contractors may see this five steps methodology unnecessary, as most of us are conditioned to
address the problems immediately. So most of us will be having our natural reaction to go and try to get the
unsafe act or unsafe condition corrected without such behaviour tool. However, its always beneficial to address
the behaviour aspect and use a powerful and a proven tool across the industry.
Do not take any notes.
Taking notes is considered offensive in some manner, as the employee/ contractor doesn’t know what is being
written and how it will be used.
Try to memorise everything and post later in the software.
Where as for the sake of remembering, one can take notes after a BI is over.
Refer annexure A, for generic guidelines.
Refer annexure B, for some of the questions to be asked to the own/ contract employees.
Refer annexure C, for BI suggested questions.
Refer annexure D, for tips on conducting effective BI.
Use number of checklists given in the annexures, viz. annexure E, & annexure G, to start with.
Care to be taken not to use checklists in the field which violates the general dos and don’ts.
BO’s to get familiar with the checklists by reading them frequently before BO’s go to the field. However, once one
gets comfortable with referring to checklists before and after the BI, with practice of BI, checklists should be in
the memory as a framework, using keywords to remember the same.
Usage of Checklists during BIP for annexure E gives a picture of What to observer during BIP. These are-
• Reactions of people
• Position of people
• PPE
• Tools and Equipment
• Procedures
• Orderliness standards.
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For more details pls refer Annexure E.

Annexure G gives a more detailed view of BIP as applied to steel industry.
The check points of the annexure J are as follows-
• Standard Operating Procedures (SOP's)
• Hazard Identification & Risk assessment
• Equipment & Machine Guarding
• Hot metals, objectives, and line of fire
• Power & Hand Tools
• Work area safety – Clear walkways (House Keeping)
• Materials Loading & Unloading and Transportation
• Work Area Noise & Air pollution
• Personnel Protective Equipment (PPE)
• Communication & Visual Monitoring
• Permit To Work Compliances
• Isolation Process (Lockout & Tag out)
• Competency of employees (Including associates)
• Driving, Operating (Machinery, Equipment & Vehicles)
• Ergonomics & Body Positioning
For more details refer annexure G.
• The discussion which takes place should be open and fair.
• As a behaviour-based safety principle, there should not be any punishment or confrontational emotions from
the observers side. Otherwise, the very principle of Behavarial based safety is violated.
• Keeping the discussion with positive motivation will help in the situations, where you find very gross
violations.
• In step 4 where employee/ contractors agree to work safely also should be open and fair. i.e. It should not
be“ I agree because you are the boss here !!!”
• People should work safely because they want to work that way, and not because of the rules or the boss. So
there is a need to convince employees about the safe and the correct techniques. Success in this will avoid
the need to enforce rules or assert authority. Therefore, aim for persuasion and real, high quality
“agreements” with employees.
• In practice, BI discussions do not always generate “other issues” to consider (Step 5). The process has not
failed because it has not generated any good leads from employees. The important thing is to ask – the
response may come later, may be on next day. As employees learn they will likely be asked about other
safety issues, they will be better prepared during future BI.
Behaviour Observer-BO
In BIP, the person who does behaviour observation is known as Behaviour Observer.
Guidelines for conducting BI

In practice, people use their own perception to answer BI questions. As an example, people may give funny or
unacceptable reasons not to use safety glasses, helmet, or most of the PPE.
Here are some tips, which can get you out of such pitfalls where people will have you caught with their excuses
or counter questions.
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Don’t ask why a particular PPE is not used.

• Simply point out that a particular PPE is not used.
• The moment you ask “Why”, there could be many excuse / reasons for not to use PPE.
• The BI process can get derailed and delayed in such instances.
Taking notes
• Taking notes is strictly no-no as discussion is considered more important in BI.
• Taking notes on the spot could be perceived as demotivating act by the employees / contractors.
Importance is for acts and not things
• It’s well known that Behaviour Based Safety always looks at the behaviour of the individuals than the unsafe
conditions audit or fault-finding mission.
• If the BO focuses on “acts”, and not on “things” or unsafe conditions. If the “acts” are focussed, slowly and
steadily all the unsafe conditions can also disappear over a period.
Ask questions, No lecture
• This is a very important aspect of the BI, where the BO is not lecturing the BSL employee or contractors.
“Listening” from BI is expected much more after questioning, otherwise the whole thing looks like another
“safety lecture”!!!
• With questioning, BI can also understand how the employees/ contractors are thinking.
• Also, the biggest benefit of questioning could be to make employees/ contractors think about their safety
performance and the subsequent need felt by them to upgrade them.
Put employees/ contractors “at ease”
• BO should not rush through the BI process, where the employees/ contractors may get disturbed/
demotivated.
• Follow each step of BI not just with required time, but with the amount of comfort observed with the
employee/ contractor who is being observed.
• The amount of influence required for employee/ contractor would come with comfort level of employee/
contractor.
Other Safety Concerns
• This aspect of asking employees, contractors about “other safety concerns” is a multi-fold.
• It’s about creating a better environment about safety by asking such question and also reassuring
employees/ contractors of the safety commitment of BSL management.
• BO influences the mind of employees/ contractors by asking if there are any other safety concerns, making
them more comfortable around the safety culture.
• Even if employee doesn’t responds after asking such question, its ok, as he/ she may respond late.
• Open, honest discussion
• The discussion during BI process should be Open and honest from both the sides.
Behaviour categories
BI should focus on all behaviours that have potential for injuries. Results from earlier incident reporting and
investigation system, near miss investigations and BI should be used to focus the report.
As a good preparation, BI should be used to study the previous BO reports, open points & action taken by HOD,
in improving the safety and also discuss the pending / open points.
The following observation categories have been developed to assist in the identification of unsafe acts and
behaviours. Conduct BI using these categories, to stimulate thoughts about different type of safe / unsafe
behaviours present in your area.
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In case of BI not familiar with the safety requirements of the area, engage the employee / contractors in a
discussion on job safety requirements and the safe approach performing the job function.
• Reactions of people – Are people modifying their behaviour (unsafe to safe) when they see a
Leader/Manager in the area? Employees may sometimes react to being observed and change their body
position, adjust their PPE, switch to the correct tool, grab the handrails, wind up a loose hose, put seatbelt on
etc. This generally indicates the employee is aware of the correct/safe work practice which, for some reason,
they were not using prior to being observed.
• Positions of people – Are people positioning their body in a way that reduces the potential for injury? This
includes Ergonomics in office and operating/maintenance environments
• Personal protective equipment (PPE) – Are people utilizing the appropriate PPE, using it correctly, and is it
in good condition?
• Tools and equipment – Are the proper tools being used? Are they being used correctly? Are they in good
condition? Are “homemade/non- standard tools” being used?
• Procedures – Are adequate procedures in place? Are they understood and being followed?
• Orderliness Standards (Housekeeping) – Is the work area orderly?
Each of these categories have sub-categories, and BI’s are expected to refer to these details while carrying out
BO. Please refer annexure E.
BI schedule & Escalation Mechanism

BI schedule for each BO should be as per his/ her PSAP (Personal Safety Action Plan).
For PSAP, every BO needs to get in touch with his superior and get PSAP done earlier.
All BI’s need to do their BI as soon as (From the next day of end of the coach and handholding) without any
delay.
In case of any delay, if there, the following recourse should be taken up-
• Individual HOD to track BI’s progress, starting from the 1st BO.
• The focus should be on the getting BI done at the earliest and not punishment etc.
• In case of any further delay of reporting BI by a BO, as mentioned in point no. 7.7.1, its to be reported to BIP
AC, viz. secretory first.
• BIP secretory to get these complaints/ data to BIP chairperson.
• BIP chairperson to communicate to the BI as a defaulter.
• Get BI done.
• Even if the BI is not done by the BO, then escalate the matter to AC. Viz. The secretory of AC who will gather/
compile the data and inform to AC chairperson, viz. the DI.
• DI should take an appropriate action on the non-performing BO.
Repetitive Behaviour Interventions

When discussing safety behaviours with employees, the observers may encounter situations where a specific
employee is repeatedly contacted about the same or similar unsafe behaviour. This type of safety performance
cannot be tolerated and must be addressed.
The BIP is not a disciplinary system. Repetitive unsafe behaviour will not be considered part of the Safety
Observation process and will be handled though current disciplinary systems. The distinction between the two
must be clear to maintain the positive nature of the Safety Observation system. Also, the Safety Observation
Process does not preclude taking immediate disciplinary action on safety violations involving "Zero Tolerance"
type behaviours.
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IOS relationship with BIP

BIP as a program, is connected to IOS, for the support within the BSL. IOS, for all practical purposes, works as a
mentor / guide to all the committees including BIP.
Basic function of IOS is to help/ support all the committees for effectiveness. Any administrative issues within the
BIP, the secretory of the BIP should connect to his/ her counterpart in IOS.
The administrative issues could be:
• Transfer or resignation of a BIP ESC member
• Transfer or resignation of BIP DLSIC member
• Sacking of an employee from BIP ESC, DLSIC for non-performance.
• Non reporting of BIP data from DLSIC to BIP ESC.
• Non reporting of BIP data from BIP ESC to AC
BI Training
Behaviour Interventions training is must for the employees, contractors, vendors of BSL. The purpose of this
training is to avoid all kinds of behavioural issues resulting in accident or incidents.
Training as per approved training module, approved by BIP ESC-TM is necessary through a skilled trainer who
could be an external trainer or could be an internally developed trainer through a train the trainer program as
approved by BIP ESC.
Who should be trained?

All the ESC members, DSLIC members, BO-Behaviour Observers should be trained monitored by BIP-ESC, C & C-
ESC.
BIP ESC should publish a training schedule/ calendar and should monitor it for the training KPI’s as mentioned in
the KPI section of this standard.
What is the mechanism for escalation of for BIP ESC if the employees, contractors are not coming forth for the
training?
BIP ESC while monitoring the number of training and attendance, if comes across a low attendance for the same,
should escalate the non-attendance issue to BIP-ESC chairman.
BIP-ESC chairman is empowered to send a written communication to the deptt. Manager, whose deptt. Is having
a absenteeism.
If it Is not resolved at the level of BIP-ESC chairman level, then the escalation for absenteeism needs to be done
at AC chairman level, where a very strict action might be expected.
BI Coaching
BI Coaching is something which goes well with all the employees who want to learn BI with its fine points.
Coaching is immediately held after training, as human beings have a natural tendency to forget the contents of
the training.
The Coach is a same person who does BIP training.
The coachee, i.e. one who gets coached, discusses the training contents and its practical application to his/ her
work.
Coaching can take also place indoors, or on the shopfloor.
Coaching can be divided in two types-
• Individual Coaching
• An individual need to undergo training, not just because he/she may have some doubts, but even otherwise.
In individual coaching, coach meets coachee and explains the details about BIP and how to implement it
practically.
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• Coach and coachee can discuss issues arising out practical implementation.
• Group Coaching
• A group coaching session is essentially carried out with more than one coachee, where coachees may have
doubts which are similar, or different. Group coaching is essentially time saving exercise where coachees have
same or similar questions or difficulties in implementation.
• Overall, three coaching sessions of 15 to 30 minutes per coachee are seen beneficial as per the experience at
various places.
Within three sessions the coachee should be:
• able to identify 100 % of the UA & UC
• able to do an effective BI
• log the BI in software
• UA/ UC gets attended.
BI Handholding
BI handholding is like that of coaching, but it’s essentially done in the field.
Handholding refers to the final steps of any training implementation on ground.
The trainer or coach supports the coachee in the implementation of all training knowledge, skills in practical
terms. Coaching and handholding sessions should be held together to save time for both, coach and coachee.
After around three coaching and handholding sessions by BIP trainers, the coachee should be able to do-
• Behavioural Intervention as per the BIP process
• Log the BI in the software
• Follow up the closure of his/ her BI.
Monitoring Mechanism
The following monitoring mechanism is suggested. However, BIP ESC is free to modify, as they think fit.
• BIP ESC to go through BIP PS & TM and suggest the changes
• Approval of BIP PS & TM
• BIP ESC needs to analyse training feedback for the quality of training.
• BIP ESC to monitor consultants’ feedback on coaching & handholding.
• BIP ESC & DLSIC’s will monitor the numbers and quality of observations
• BIP AC will approach the defaulters of KPI’s and give notices of low KPI’s / low quality of BI through email.
• If the defaults are not corrected, BIP AC will escalate the issue to BSL AC.
• Use PSAP through which SO’s will be monitored by the supervisor of the employee.
Key performance Indicators (KPI)
KPI-Key performance Indicators is a quantifiable measure of performance over time for a specific objective. KPI’s
help to understand and control the performance through analysis of numbers of KPI’s.
Following are the KPI’s which are recommended to start with. The committee viz. AC & BIP ESC can further
develop these KPI’s as per the objective and the progress of BIP. Similarly, IOS can also recommend KPI’s which
will help BIP to achieve the objective.
• At least 10% Executives of E-4 to E-6 level in each deptt. – KPI in terms of numbers, as How many KE’s E-4 to
E-6 trained from each Dept. –
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Total Employees eligible for BIP

DLSIC Total Trained
Dept Name training % Percentage
No. employees
(10 % executives of E-4 to E-6)
10
11
12
13
14
15
16
17
18
19
20
• Number of DLSIC’s involved in implementing the BIP

• Number of invited members present in the BIP ESC & DLSIC meeting Vs. total Invited.
• Number of meetings of BIP ESC & DLSIC per month (Min. 1)
• Number of agenda points for the meeting Vs. resolved agenda points
• Number of pending agenda points per month.
• Numbers of Positive feedback from ESC on a particular DLSIC
• Numbers of Negative feedback from the ESC on a particular DLSIC
• Number of safety Observations done & logged in the system per week (Min. 4) per person (BSL staff)
• UC + UA per hour of a particular plant or contractor
• Number of jobs stopped after safety observation per week.
• Number of jobs corrected and restarted per week.
• Number of BO’s planned in a particular plant Vs. Actual BO’s
• Percentage (%) compliance of BO’s
• Fatality potential -Observed Vs. completed
• Coaching KPI’s as follows-
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These coaching are to be used while doing coaching. A coach can use this at the 1st time coaching after
training or without training, i.e. on request of coachee or as recommended by BIP ESC, C & C ESC
Hazard Observation (UA, UC) capability-
o Excellent
o Very Good
o Good
o average
o Bad
o very bad
Ability to use BI tool-
o Excellent
o Very Good
o Good
o average
o Bad
o very bad
Ability to discuss/ quality of discussions
o Excellent
o Very Good
o Good
o average
o Bad
o very bad
End to end use of software system.
o Excellent
o Very Good
o Good
o average
o Bad
o very bad
Number of closed UA/ coachee
o Excellent
o Very Good
o Good
o average
o Bad
o very bad
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How to use this standard

All the BSL employees and contractors are supposed to read this standard, undergo BIP training, coaching and
handholding sessions and practice Behaviour interventions whenever seen at BSL.
Uploading in the BIP tool is the next thing all should do to give trends of behaviour or change in behaviour
patterns. Hence its recommended that “BIP standard reading sessions” should be conducted in each department
on a priority basis.
The same standard is to be used for audit purpose on a regular interval, by making a protocol from this standard.
This helps in understanding how much BIP has been implemented.
Record keeping
Records of all such BI will be kept by the BIP software tool.
Through this software, record keeping and accessing will be easier.
These records can be accessed by anyone, who has got requisite permissions to use the software tool. These
records are to be referred by BIP ESC to see the trends and guide DLIC’s to work on improvements needed as per
the strategy of BIP ESC.
Reporting
The software will follow the path as per the logic and will report the BI as per the instructions given to it.
The regular reports will be provided to the secretory of the BIP ESC for the analysis as MIS.
The contents will be as per the template which will include the following matter.
1. The number BI conducted in a month Vs. number schedule. i.e. Actual BI’s Vs. Scheduled BI’s.
2. Follow up of the BI as follows-
o List of action items developed during BI
o Completed action items.
o Open action items.
o Exceptions i.e., action items missing completion schedule.
3. Copies of trends/ analysed data to improve safety performance.
4. There will be a presentation
o To BIP ESC
o To AC
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Process Flow for BIP

As we know, all the actions are originating from behaviour, hence it becomes very important, that we try to
influence safe and unsafe behaviour in a particular way.
By influencing behaviour in a particular way, we are encouraging safe behaviours and discouraging unsafe
behaviours.
Behaviour intervention process is a crux of every unsafe act and unsafe condition which goes into field or
shopfloor at BSL.
To make BIP very effective, there needs to be a process flow, to manage the number and the quality of BIP.
The following path is recommended.
BI captured in software
PHSE for analysis
HOD for Corrective action & feedback
Secretory of BIP to consolidate BIP data.
Roles and responsibilities of IOS with respect to BIP:

To manage a vast behavioural issue, there needs to an “Organisation within the organisation” which is
represented by IOS-Integrated Organisation Structure.
Its very important that the roles and responsibilities of such IOS are well defined with reference to BIP, starting
with the Apex committee-AC, Element steering committee-ESC and finally down to Department level
Implementation Committee.
As per the performance of this IOS with respect to BIP, AC & ESC are also authorised to increase/ change/ modify
the roles and responsibilities for the effectiveness of BIP.
Apex Committee
• Promote & support BIP from AC level
• To ensure all the resources are made available for BIP
• To go through data presented by BIP secretory periodically and advise.
BIP ESC
• To approve BIP PS & TM
• To oversee the training, coaching & handholding quality and quantity
• To compile and analyse data for BIP
• To enter in MIS
• To present to AC periodically.
DLSIC
• To nominate BO for BIP training as per the contract document (at least 10% Executives of E-4 to E-6 level in
each deptt.)
• To ensure training, coaching, handholding presence of BO’s.
• To implement PS at respective DLSIC
• To communicate with ESC for any issues in the implementation.
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Training
Every DLSIC needs to send their members as mentioned in the contract, (at least 10% Executives of E-4 to E-6
level in each deptt.) for the scheduled training.
Training records to be maintained by BIP ESC as well as C & C committee.
Failure to send / absence of a particular trainee will attract an escalation process through IOS ESC and BIP ESC.
Failure to send or absence of trainee also becomes one reason/ excuse for ineffectiveness of BIP.
Hence all the DLSIC’s, BIP & IOS ESC are supposed to take proactive efforts to bring specified trainees to the
training and get feedback from the trainees so as to improve the training methodologies, contents etc..
Ownership
This Process Standard-PS will be owned by Chairman of the Apex committee, viz. DI.
The BIP process will be administered through BIP ESC & Development of Safety Management Subcommittee.
BIP Software
Conduct BBS Observation
STEP1 - Plan BBS Observation using Planner
Create BBS Observation Plan and assign to Observer
1. Login as Plant EHS Head, Plant EHS Manager, DSO, Department Head and go to BBS Observation | BBS
Observation Planner screen.
2. Select Year.
3. Click “Add Observer” button to select observer and enter number of observations in each month against the
observation.
4. Click “Submit” button to save and Observation plan.
5. BBS Observation will be populated in “My Actions” screen to whom observation is assigned.
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STEP-2 CONDUCT BBS OBSERVATION
1. Login as observer and go to My Tasks | My Actions screen.

2. Click the subject “Action Item of Behavior Based Safety Observation” to open “BBS Observation” screen.
3. Enter mandatory details and select checklist.
4. Click Submit button to submit the observation.
5. Comment is mandatory to enter in each checklist Items
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BBS Observation Search

User can search BSB Observation Location, Observer, Observation and Barriers Wise. User can filter data according to the
given Filters.
Dashboard
User can View BBS Observation Dashboard Timeline wise, Site, Location, Observer, Observation and
Barrier Wise
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Annexures
Annexure A: GUIDELINES FOR CONDUCTING SAFETY OBSERVATIONS
OBJECTIVE
Conduct BI with operators/working employees during their normal daily work, while at work, without interfering
with operating safety. It is essential that observer is familiar with the operation, safety rules and safe operating
practices.
PLAN
This type of BI will normally be conducted by leadership familiar with operations.
Each leader scheduled to do BI should do so within the framework of the structured observation system, using
the observation team approach.
Effort should be made to cover all plants & locations on a random basis. However, short-term specific focus could
be used on high incident/risk activities.
PROCEDURE
The BI starts by entering the operating area and observing safe operating practices as well as any operating
deficiencies by the operators.
The leader/team observes the operators for several minutes. At a convenient stop point, reinforce the good
operating practices with the operators and point out deficiencies, if observed. Thank everyone for their time when
done.
However, if serious or multiple deficiencies are found, the leader/team should use their judgment to assure the
continued safe operation of the equipment. Such actions may include giving extensive feedback at the end of the
operator’s shift, or, under extreme conditions, stopping the operation including taking the equipment out of
service, if necessary. Situations such as this should be handled in consultation with the facility in-charge.
The leader/team follows the same procedure in other locations for the allotted 1 hour Observation time period.
The leader/team completes the Safety Observation form and submits to the specified person/location.
The intervention location should be noted for each “intervention” on the Safety Observation form.
Use the “follow-up items” section at the bottom of the BI form for any other safety items observed during the
session. The leader/team filling out the form should ensure that the follow-up is done.
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Annexure B: Addressed to own/contractor workmen

1. What has been the safety experience at this site?
2. What, if anything, needs additional safety attention?
3. What part of your job do you worry about most? Why?
4. What do you think your supervision expects of you regarding safety?
5. Why are rules and procedures violated?
6. Which rules and procedures do you find difficult to follow?
7. Which tools and/or equipment do you find difficult or hazardous to use? Why?
8. What areas of safety has supervision emphasized? How?
9. Who on the site do you think is really responsible for developing and maintaining good safety performance?
10. Tell me about the safety training you received for your job and when/how. Do you need further training?
11. Have you ever short cut safety practices on your job? What caused you to take this action?
12. Do you ever contribute to developing safety measures, ideas, or rules and procedures?
13. Have you ever submitted a safety suggestion? Why? What were the results of your suggestion?
14. How do you evaluate supervision’s efforts in the safety program?
15. What aspect of the safety program do you like? Why?
16. If you were in charge of administering the safety program, what changes would you make? How? Why?
17. To whom do you go when you have a safety problem?
18. Where is the greatest potential for serious injury in your area?
19. What aspects of the operation are most likely to cause trouble?
20. Tell me about your safety meetings. Are they worthwhile? Do they provide opportunities for two-way
communications?
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Annexure C: Safety Observation Suggested Questions

Addressed to Supervisory Employees
1. Which rules and procedures do your employees find difficult to follow? Why?
2. What do you think your employees think you expect of them?
3. Tell me about the safety program at our site.
4. What changes have you seen in site safety in the past year or two?
5. What approach do you use to help your employees become more familiar with rules and procedures?
6. What are you doing to achieve incident-free performance?
7. What part of safety do you emphasize? (viz., Hazards/Risks awareness, PPE Compliance) How? Why?
8. What area, job, activity, or piece of equipment do you think needs safety attention? Why?
9. What assignments or jobs do you think your employees worry about most regarding safety? Why?
10. Why do you think rules and procedures are violated?
11. What is the injury experience of our employees?
12. How do we measure employees’ safety performance?
13. What are our employees’ safety needs?
14. What does management expect of you with respect to safety? How are these expectations communicated to
you?
15. How often do you discuss safety with your manager? On what occasions?
16. Does your manager tell you what he or she thinks of your group’s safety performance? Does your manager
tell you what he or she thinks of your performance and contribution?
17. Does your manager observe with you? How frequently? How do you benefit from this activity?
18. Can you use disciplinary measures to correct safety violations? Have you ever done so? When?
19. Do you give pre-job safety instructions? What do you say? Do you check to ensure compliance?
20. How much time do you spend in the field for safety?
21. How often do you observe people work?
22. Do you ever try to anticipate the next injury? Where and how do you think it will occur?
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Annexure D : Tips for Conducting Effective Safety Observations

Tips during Observation rounds
1. Preferably do not take notes during the BI contact.
2. Emphasis should be placed on people activity, not “things.”
3. BI should not generate merely a list of things to do.
4. Employees should be observed working prior to initiating discussion.
5. Employees should be “put-at-ease” early in the process. This takes time and should not be rushed.
6. Employees should be thanked or congratulated for their actions that reflect good safety practices, rule
compliance, etc.
7. The BI team should ask questions, not deliver lectures. The objective is to get employees to personally
recognize the need to upgrade their safety performance. Discussions should be skilfully guided, but not be
manipulative.
8. Discussion should be open, honest, and direct, but not argumentative or confrontational. The discussion
needs to be a mutual learning experience.
9. Employees should be encouraged to comment on any safety concerns they may have. These should be
written down (after discussion with the employee and in a location where employee cannot observe this note
taking) as evidence that follow-up will be made. The results of this follow-up need to be subsequently
communicated to the employee. Employee’s supervisor should also be kept appropriately informed.
10. Employees should be thanked for their constructive participation in the process.
Tips for post BI ion rounds
1. Observation results should not, become the basis for disciplinary action. Disciplinary action should be taken
by direct supervision based on evidence they have personally developed coupled with individual employee’s
performance history.
2. The unsafe acts seen should be recorded at the Safety Observation wrap-up. They can be summarized with
other Safety Observation reports for the period to assist in trend analysis, etc. These summary reports can be
used throughout the organization as information to assist in safety discussions. In addition, the findings
should be distributed within the specific line organization where the observation occurred.
3. These Safety Observations become a powerful activity in support of the total safety effort. They require
management presence in the workplace actively interacting with employees on a subject that is employee
oriented (their safety). These Observations are an effective means for improving morale in the workplace.
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Annexure E. BBS checklist for BI
Page | 25
Annexure F : Format for KPI’s log

F-1 - Training -Actual Vs. Planned
Function / % Total No.
Month / YTD % Training
Area Planned Completed Compliance of
Week trained completed
Observed to schedule personnel
F-2 BI- Actual Vs. Planned

BI done
Month / Function / Area
No. of Scheduled No. Completed % Compliance
Week Observed
May’22
F-3 BIP DLSIC & ESC meetings
Meetings Attendance
Planned Actual MOM shared Total %

Month % Compliance Attended Absentees
date date Y/N invitees attendance
May’22
Jun’22
July’22
Aug’22
Sep’22
Oct ‘22
Nov’22
Dec’22
Page | 26
Annexure G: Behavioural Observation Checklist

Observer Name Designation / ID
Area / Plant Date & Time
Unsafe Act/ Corrected

SN Behavioural Observation Safe
Condition Observation
1 Standard Operating Procedures (SOP's)
A standard operating procedure established and understood, a
written instruction that describes the step-by-step process that
must be taken to properly perform a routine & non routine
activity, maintained, followed and adequate of task.
2 Hazard Identification & Risk assessment

All hazards are identified, Look for Hazards, decide who might
be harmed, and how, Evaluate the risks and decide if current
precautions are adequate or need improvement, how many
employees under risk and exposed to hazard
3 Equipment & Machine Guarding
Employees can be struck and injured by moving parts of
machinery or ejected material. Parts of the body exposed be
drawn in or trapped between rollers, belts and pulley drives,
how many employees under risk and exposed
4 Hot metals, objectives, and line of fire
Employees are exposed to excessive heat source or in line of
fire, activities like handling of hot liquid metal in different areas
of Steel Plants, Example like Blast Furnaces, Steel Melting Shops,
Foundries, Casting Machines and coil roller operations, how
many employees under risk and exposed
5 Power & Hand Tools
All power and hand tools regularly inspected to make
sure that they are in good condition. User wears
appropriate personal protective equipment. Using the
right tools for the job, operating tools according to
manufacturers' instructions and operator is trained and
certified
6 Work area safety–Clear walkways (House Keeping)
Work area walkways free from abstractions, cleaning all
spills immediately, marking spills and slippery areas,
removing obstacles from walkways and keeping walkways
with clear markings
7 Materials Loading & Unloading and Transportation
Clear from other traffic, Loads are properly secured, lifting tools
and accessories are in good condition, The vehicles should be as
stable as possible and maintain stability, Provided with
necessary resources engaged for the operation and competent
personnel are appointed to carry out the operation.
8 Work Area Noise & Air pollution

Employees are exposed to dust, excessive noise, slag, air
pollutants such as carbon dioxide, oxides and carbon monoxide.
9 Personnel Protective Equipment (PPE)
Employees are using specific PPEs to protect against health or
safety risks at workplace, includes such as safety helmets,
gloves, eye protection, high-visibility clothing, ear protection,
Page | 27
Unsafe Act/ Corrected

SN Behavioural Observation Safe
Condition Observation
safety footwear and safety harnesses and respiratory protective
equipment (RPE).
10 Communication & Visual Monitoring
Employees are given clear safety communication about work or
task. Supervisor monitoring the activities and he
is observing any risky behavior and correcting them
11 Permit To Work Compliances
Permit to Work being followed, all parties have signed,
approved, listed all precautions to be taken, permit
recommendations being followed, permit requirements
communicated to work groups and other affected areas or
groups, physically verified the work are before issue the permit,
permit parties are trained in PTW process
12 Isolation Process (Lockout & Tag out)
Verify the procedure to be used, Notified everyone affected by
the lockout tag out, Located all listed energy sources, Shut
down the machine or equipment, Lockout and tag all energy
isolating devices, Release any stored energy (steam, hydraulic,
etc.), tagged that the machine or equipment should not operate
when in progress and returned controls to off position on
completion.
13 Competency of employees (Including associates)

Created the Competency Map, trained, assessed, employees are
aware the workplace, Skill gap analysis, Performance tests or
assessments an employee’s suitability to fulfil a role based on
how they perform certain specific job-related tasks.
14 Driving, Operating (Machinery, Equipment & Vehicles)

All operators and divers are trained, certified, following the site
rules, using checklist, defensive driving, periodically
maintenance done for all machinery, equipment & vehicles
medically and physically fit, know the emergency situation and
controls and they are monitored
15 Ergonomics & Body Positioning
Poor workplace posture, reparative movement, adequate
equipment spacing, manually handling the materials, over
stress, reaching heights by body stretching, working in limited
access place
END OF DOCUMENT
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Process Standard For Behavioural Interventions Programme (SMCA)

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Process Standard For Behavioural Interventions Programme (SMCA)

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Process Standard for Behavioural Interventions Programme (SMCA)

Prepared by Reviewed by Reviewed by Approved by Final Approval by

Difference between Unsafe Condition &. Unsafe Act:

What BIP is NOT

Guidelines for Behaviour Intervention Program Management

Quality of Discussion Effectiveness of Behaviour intervention

Behaviour Interventions Process Steps

Do’s and Don’ts in usage of BIP tools.

For more details pls refer Annexure E.

Guidelines for conducting BI

Don’t ask why a particular PPE is not used.

BI schedule & Escalation Mechanism

Repetitive Behaviour Interventions

IOS relationship with BIP

Who should be trained?

Total Employees eligible for BIP

• Number of DLSIC’s involved in implementing the BIP

How to use this standard

Process Flow for BIP

PHSE for analysis

HOD for Corrective action & feedback

Secretory of BIP to consolidate BIP data.

Roles and responsibilities of IOS with respect to BIP:

STEP-2 CONDUCT BBS OBSERVATION

1. Login as observer and go to My Tasks | My Actions screen.

BBS Observation Search

Annexure B: Addressed to own/contractor workmen

Annexure C: Safety Observation Suggested Questions

Annexure D : Tips for Conducting Effective Safety Observations

Annexure E. BBS checklist for BI

Annexure F : Format for KPI’s log

F-2 BI- Actual Vs. Planned

F-3 BIP DLSIC & ESC meetings

Planned Actual MOM shared Total %

Annexure G: Behavioural Observation Checklist

Unsafe Act/ Corrected

2 Hazard Identification & Risk assessment

8 Work Area Noise & Air pollution

Unsafe Act/ Corrected

13 Competency of employees (Including associates)

14 Driving, Operating (Machinery, Equipment & Vehicles)

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