Behavioural Safety – Journey

towards Excellence in Safety

Presented by
Sunil Kumar C S
Senior Specialist
Corporate Environment, Health & Safety
ITC Limited
ITC’s Journey towards zero accidents

Corporate EHS department set up in 1990

85 % of EHS Management is nothing but good engineering
practices
State-of-art fire detection & protection systems - NFPA
codes
Best-in-classs electricals – National/International Standards
Civil structures conforming to Indian Standards/NBC
Management Systems – OHSAS 18001 certified
Design for Safety

Progressing towards reducing accidents,

 ITC Jouney towards zero accidents
Lost Time Accident Performance – ITC
ITC’s Journey towards zero accidents
UNITS – ACHIEVED ZERO ACCIDENTS MILESTONE IN 2011-12

 Cigarette factories at Kidderpore, Pune and Saharanpur

 Leaf Threshing Units at Anaparti & Chirala
 Packaging & Printing Units at Haridwar, Tiruvottiyur & Munger
 Paperboards and Specialty Papers Units at Bollarum & Kovai
 Foods Unit at Haridwar
 Personal Care Products Units at Haridwar & Manpura
 Research Centres at Bengaluru & Rajahmundry
 ITC Infotech’s Bengaluru Office Complex
 ITC Green Centre, Gurgaon
 ITC Head Quarters, Kolkata
 ITC Grand Central, ITC Kakatiya, ITC Rajputana, ITC Maratha,, ITC Mughal,
ITC Sonar & ITC Windsor
 My Fortune & WelcomHotel Sheraton New Delhi
 Fortune Resort Bay Island Hotel, Port Blair
 Surya Nepal’s Unit at Simra
Even with Best Management systems/
technologies, Accidents do happen
Why ???
Safety Culture
Every Fatality 1 1
Starts with an FatalityFatality

Unsafe Act 400

Lost Time Injuries

20,000
Minor Injuries

240,000
Near Misses

2 Million
Unsafe Acts
Data sources: Heinrich, HSE, John Ormond
 Training
Communication

Interlocks & Barriers

Management Systems
A Model for Culture

Visible
 Behaviour

Invisible
 Attitudes

 Perception

 Values

 Beliefs
Need to shift focus ??
Shifting the focus to the human factor – attitudes,
behaviours, values and beliefs
Aligning with Values of Organisation – at all levels of
employees
Common Belief – Everyone understands the importance of
safety
Build a culture of “Safety by Choice”
Foster trust between employees and management
Background

Behavioral safety approaches were first developed and applied

in the US in the1970’s in food manufacturing industry.

From the 1980’s onwards, safety initiatives based on the

observation of safe and unsafe acts/ behaviors were
implemented in Europe in construction, manufacturing,
nuclear and research.

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 Fatalities
Lost Time Accidents

Medical Treatment
First Aid

Near Misses

At-Risk Behaviours

We focus on eliminating At-Risk

Behaviours 12
Accident & Analysis

Sooner Later
Strongest
Influence
Certain Uncertain
Positive Negative
A-B-C
A-B-CANALYSIS
ANALYSIS
Antecedent
Antecedent
Anything
Anythingwhich
whichprecedes
precedesand
andtriggers
triggersbehaviour
behaviour

Behaviour
Behaviour
An
AnObservable
ObservableAct
Act

Consequence
Consequence
Anything
Anythingwhich
whichdirectly
directlyfollows
followsfrom
fromthe
thebehaviour
behaviour

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 A-B-C
A-B-CAnalysis
Analysis
Accident
Accident: :Eye
Eyeinjury
injuryduring
duringgrinding
grinding

Antecedent
Antecedent
• •Goggles
Gogglesdon’t
don’tfit
fit
• •Goggles
Gogglesare
arein
inpoor
poorcondition
condition

Behaviour
Behaviour
• •Worker fails to wear goggles when grinding
Worker fails to wear goggles when grinding

Consequence
Consequence
• •Comfort
Comfort
• •Better vision
Better vision
• •Exposure to Injury
Exposure to Injury

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 A B C
Not available Failure to wear Injury
Peer pressure Goggles Saves time
In a hurry Comfort
No one else does Convenience
Lack of training Peer approval
Scratched/Dirty Better vision
Risk Perception
Anticipation of
consequences

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The Process:
Diagnose:
Assess the present safety culture of the Unit

Structured cultural assessment of the Unit

• Well designed set of questions
• Responses from selected employees at all employees
levels including the service providers
• Collate the responses to arrive at the overall picture

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Implementation of a Safety culture programme :

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 The Process:

Design:

Building Teams & Workshops

Integrate with Management Structure

For example TPM structure

Engagement through SUSA ( Safe Unsafe Act) Workshops

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TPM Structure - Bhadrachalam Unit of Paper & Paperboards
Business
UNIT STEERING BOARD
8 Pillars (in each SBU)…
1. Jishu Hozen
2. Kobetsu Kaizen
TPM 3. Planned Maintenance
SECRETARIAT 4. Quality Maintenance
5. Early Management
6. Education & Training
7. Office Improvement
SBU 1 SBU 2 Services & Others 8. EHS

DMTs : 3 DMTs : 9 DMTs : 3 DMTs : 9 24

Pulp Mill PM 1 TS - QISD Raw Materials TOTAL DMTs
Recovery PM 23 TS - C Lab Materials (Daily Management Team
Utility FH 123 Workshops HR & Admin Covering 600 managers)
PM 4 IS
FH 4 Plantation
NSFT Finance
PM 5 & FH 5 Engg. Offices
PM 6 Paper Godown
FH 6 Marketing

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JH Teams : 71 JH Teams : 21 TOTAL JH TEAMS
(Jishu Hozen Team
Manufacturing Areas Office Areas covering 2600 employees
& contract crew)
Clear roles are defined for each team to carry out an effective way of
working
JH Team DMT Pillar Team
• Initial meeting for 5-10 • KPI tracking and KPI • Creation of plant-wide
min discussing variances of previous systems for
yesterday’s problems day to be analyzed improvement in
and analysis using using Why-Why Productivity, Quality,
Why-Why/fishbone, analysis/Fish bone Cost, Delivery, Safety,
safety talk analysis Morale and bringing in
• Performing CLTI • Abnormalities noted by Best Practices
activity scheduled for JH teams to be
the day discussed and action
• Identification and plans created.
elimination of • Pillar agenda for the
abnormalities day
• Perform Self audit • DMT/JH audit progress
checks to improve JH • Review of yesterday’s
Scores action plan/any other
issue

Operators Managers Sr. Managers

SUSA - A conversation about safety
Asking about job
Praising what is being done safely
Asking about the injuries that could occur
Asking about any unsafe acts
Asking how the job could be done more safely
Convincing the people to change their behaviour if
necessary
Ask them all about the job they have done:
 Find out as much as possible: what they did, how, when etc.
Recognise and praise any safe behaviour they have
described (do not patronise!)
Ask them how they think someone could have been
injured:
 How might this have happened, what injuries could have
resulted?
What did they do to make sure the injury did not occur.
Is there anything more, on reflection that they could or
should have done?
If there was any unsafe behaviour, find out why they did
not do everything safely.
Ask about how they will he do job next time – try to get a
commitment from them to do this job safely next time
When People carry out SUSA:
Awareness increases

People feel cared for

Unsafe behaviours are challenged

Problems are discussed

Behaviour changes

Safe behaviours increase

Injuries decrease
 Unsafe practice Unsafe condition Unsafe practice

Partially damaged The broken tree The persons were using non
holder which was branch was standard cylinder trolley for
being used was taken immediately transportation and cylinders
by safety steward after highlighted by safety were improperly locked.
counseling the welder. steward and it was They were immediately
immediately attended. stopped and counseled by
Safety Steward.

Slide - 25
Conclusion:
An organization that successfully develops a safety culture can
expect

• Immediate and tangible results in reducing workplace

accidents
• Bring down associated costs,
• Increase productivity,
• Improve employee morale,
• Better work environment

The Journey just started …….

Safety Culture Change
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THANK YOU
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