BEHAVIORAL BASED

SAFETY TRAINING
Environment, Safety &
Health
BATANGAS COMBINED CYCLE
POWER PLANT (BCCPP) PROJECT
WELCOME!!!
BEHAVIOR-BASED SAFETY TRAINING
 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.
 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 Company’s safety policy.

 Discuss supervisor responsibilities.
 Discuss the concepts of behavior - based safety.
 Discuss methods and techniques used to protect workers.
 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.
 COMPANY SAFETY POLICY

The personal safety and health of each employee on this project 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

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

 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

 Improve Quality.
SAFETY
 Improve Absenteeism. STATISTICS
 Maintain a Healthier Work Force.
 Reduce Injury and Illness Rates.
 Acceptance of High-Turnover Jobs.
 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!
 RESPONSIBILITY IS IMPORTANT

EFFECTIVE ASSIGNMENT OF RESPONSIBILITY

TWO WAY STREET MGMT.

SUPERVISION

LABOR FORCE

AUTHORITY & ACCOUNTABILITY

 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.
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.
 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

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

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

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

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.
 SUPERVISOR RESPONSIBILITIES

Regarding Your Ability to Supervise!

RESPONSIBILITY ACCOUNTABILITY

SUPERVISOR
AUTHORITY DELEGATION
 SUPERVISOR RESPONSIBILITIES

Regarding Your Ability to Supervise!

RESPONSIBILITY ACCOUNTABILITY

AUTHORITY

REMOVE ANY ONE AND YOU CANNOT EFFECTIVELY SUPERVISE

SUPERVISOR RESPONSIBILITIES

Regarding Your Ability to Supervise!

ACCIDENT
LOG

RESPONSIBILITY

 Safety is one of your specific duties.

 You are responsible for controlling your work area.
 You must be knowledgeable of your responsibilities.
 AUTHORITY is needed to carry out responsibilities.
SUPERVISOR RESPONSIBILITIES

Regarding Your Ability to Supervise!

AUTHORITY

 Authority is absolutely critical.

 Authority must be commensurate with responsibility.
 Authority allows you to take action.
 Authority allows you to correct deficiencies.
 Authority must be controlled.
 ACCOUNTABILITY is needed to control Authority.
SUPERVISOR RESPONSIBILITIES

ACCIDENT

Regarding Your Ability to Supervise!

LOG

ACCOUNTABILITY

 Accountability is the check and balance.

 Accountability must be appropriate.
 Accountability measures compliance.
 Accountability must be used in consonance with Responsibility and Authority.
SUPERVISOR RESPONSIBILITIES

TO VARYING DEGREES ALL

EMPLOYEES HAVE:
RESPONSIBILITIES,
AUTHORITY
AND ARE ACCOUNTABLE FOR
SAFETY.
THE EMPLOYEE’S ROLE

 Considerations:

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

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

WHAT IS BEHAVIOR?

Behavior Is What a Person Does or Says. What Causes a Person to

Take This Particular Behavior or Course of Action Depends On
Other Influencing Factors. Attitude and Situational Conditions
Cause The Particular Behavior.
 BEHAVIOR PRINCIPLES

 What Influences Behavior?

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

What Else Can You Think Of?

OBSERVING BEHAVIOR

 When The Reason For Behavior is Not Known.

 Determine What Motivates The Behavior.
-- Lack of Training?
-- Working Conditions?
-- Personal Problems?
 Work-Related Problem? - Try and Fix It.
 Personal Problem? - Work Within Company
Resources
 Find Positive Ways To Discourage Unacceptable Behavior.
 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

 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

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
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
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

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

 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
LOST TIME
ACCIDENTS
 Rewarding For No Accidents. 0
 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.
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

 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

 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 Behavior Will

Typically
Her 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
Essential Part of the Work Environment Will Be Increased. Safe
an
Attitudes and Behaviors Will Naturally Follow.

AND!
 ATTITUDE IS IMPORTANT

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

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.
“It is estimated that, 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.

GOOD ATTITUDE IS PREVENTION

 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. Many Please As
People As Is Practical.
 Bad Behavior Should Be Studied To Determine Causation.
 THE HUMAN FACTOR

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

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.
 TRANSACTIONAL ANALYSIS

WHAT IS TRANSACTIONAL ANALYSIS?

Transactional Analysis or TA Was Originated by Eric Berne (Games

People Play, New York: Grove Press, Inc., 1964). TA Assumes That
Each of Us Reside in a Particular Mental (Ego) State at All Times.
These States Are:

1. Parent 2. Adult 3. Child

 TRANSACTIONAL ANALYSIS

WHY IS TRANSACTIONAL ANALYSIS IMPORTANT?

TA Is Important Because When You Are Interacting With Co-Workers

You Can Quickly Recognize Which Ego State They Are Operating in
and Then You Can Adjust Your Behavior With the Individual
Accordingly. This Will Optimize Your Interaction and Keep the Work
Environment Professional and Safe.

1. Parent 2. Adult 3. Child

 TRANSACTIONAL ANALYSIS

STIMULUS VERSES RESPONSE

Effective Use of TA Requires That You Understand the Meaning of

“Stimulus” and “Response”.

 Stimulus: What Is Said or Done to Initiate a Response.

 Response: Behavior As a Result of Stimulus.

Note: All of us interact this way every day.

 TRANSACTIONAL ANALYSIS

CROSSED TRANSACTION

 Stimulus (SUPERVISOR): Jim, I’ve Got Another Press Down, Get the Work Done
on This Press Immediately, I Don’t Care How You Do It.
 Response (WORKER): I Know What I’m Doing, I Was Working Here When You
Were Still in Grade School!

Note: Completely Ineffective Transaction. Transaction is Crossed. Each

Person Assumes A “Parental” State and Speaks to The Other Persons
“Child”.
 TRANSACTIONAL ANALYSIS

P P CROSSED
TRANSACTION

A A NOT VERY
EFFECTIVE

C C
•1.Parent 2.Adult 3. Child
 TRANSACTIONAL ANALYSIS

PARALLEL TRANSACTION

 Stimulus (SUPERVISOR): Jim, Another Press Just Went Down, I’m Concerned About
Production. How Long Do You Feel It Will Take to Safely Make Repairs on This Press?
 Response (WORKER): I Still Have to Replace a Drive Gear. Should Be About 2 Hours.
Is the Other Press a Higher Priority Than This One?

Note: Each Person Understands The Higher Need. Behavior Is

Consistent With Safe Requirements of the Job. Transaction Is “Adult” to
“Adult” (Optimal)
TRANSACTIONAL ANALYSIS
PARALLEL
TRANSACTION

P OPTIMAL P
STIMULUS

A A
RESPONSE
C
C
2. Adult 3.
1. Parent
Child
 TRANSACTIONAL ANALYSIS

DO YOU SEE THE VALUE IN TA?

Understanding Which Ego State a Person Is Operating in Will Allow

You To Positively Affect Their Behavior. Safety and
Professionalism on The Job Can Then Be Improved. Its a Simple
Concept, With a Little Practice You Will Be Able to Integrate This
Technique Into Your Management Style. Your Personal Life May
Also Be Positively Affected.
ACCIDENT CAUSATION

WHAT CAUSES ACCIDENTS?

?
 ACCIDENT CAUSATION

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?
 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

 Behavioral Causes
 Improper attitude.
 Lack of knowledge or skill.
 Physical or mental
impairment.

I’ve Never Been

Hurt Before

Improper Attitude
 ACCIDENT CAUSATION

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

 Unsafe Conditions (Environmental)

 Improper PPE.
 Improper tools.
 Improper guarding.
 Poor housekeeping.
 Improper ventilation.
 Defective equipment.
 Improper illumination.
 Unsafe dress or apparel.
 Hazardous arrangement.
 ACCIDENT CAUSATION

 Unsafe Personal Factors

 Fatigue.
 Defective hearing.
 Defective eyesight.
 Muscular weakness.
 Lack of required skill.
 Lack of required
knowledge.
 Intoxication (alcohol,
drugs).

Restricte © Siemens Energy, 2020

 ACCIDENT CAUSATION

 Types of Accidents
 Slip, Trip.
 Struck by.
 Overexertion.
 Struck against.
 Fall on same level.
 Fall to different level.
 Caught in, on, or between.
 Contact with - heat or cold.
 Contact with - electric current.
 Inhalation, absorption, ingestion,
poisoning.
 ACCIDENT CAUSATION

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.
• Any Question?