BBS

Behavior Based
Safety
Fundamentals

#ST-39b
WHY LOOK AT BEHAVIOR?
Perception of Risk & Reward
Will anyone Will I get
notice? finished
sooner?
Will I get
hurt? Will I get
in
trouble?

Will it be
easier?

People often act according to their perception of the risk &

reward for their behavior… not necessarily according to the
rules, policies, or procedures.
What would you do?

• Ladder not readily

available
• In a hurry
• No one’s looking
• It will only take a minute
 Why Look at Behavior?
Behavior is often the final step in an injury sequence
Behavior: What
Organizational people were doing,
Factors their physical actions,
Adapted from Supervision at the time of injury
Reason (1990) Preconditions
for
Unsafe Acts
Unsafe
Acts

Accident & Injury

Failed or Absent Defenses
 PROCESS:
BEHAVIOR BASED
PERFORMANCE (BBP)
 • Involves significant workforce participation
• Targets specific at-risk behaviors
• Involves data-driven decision-making
processes

Key Elements • Involves a systematic, observational

improvement intervention
• Involves regular focused feedback about on-
going performance
• Requires visible on-going support from
managers and front line supervision
 • Look for previously defined, specific behaviors
• Two-way feedback after observing (soon,
Observations certain & meaningful)
Based on • Use positive reinforcement (safes first,
Behavioral meaningful)
Science • Discuss specific risky behavior: observers
perception, potential consequences
• Collect the data
 Behavioral Change Process
Communication

Steering Behavior Observation

Observation
Committee Checklist Quality
& Feedback
Training Development Verification

Motivation:
Data Use: Coaching
Sustainability Increase &
Action Process:
Reviews Sustain
Planning Procedures
Participation

Self-Adaptation

Behavior Based Performance - BBP

 How BBP Changes Behaviour

Increase Employee Awareness

Observation & Feedback Reinforce Safe Behaviour

Clarify At-Risk Consequences

Actions to Improve Environment

Data Use
Actions to Change Behaviour
New Performance Measures
& Leading Indicators
Perception Survey
Increase Employee Awareness
Participation Rate
Observation
Reinforce Safe Behaviour
& Feedback Contact Rate
Clarify At-Risk Consequences
No. Observations

Quality Indicators
Actions to Improve Environment
Data Use Change in % safe
Actions to Change Behaviour
No. Improvements

No. Action Plans

Tracking Targets – Contact Rate

GOM Contact Rate

First Olympic Observer R+R
90% First New Steering Committee
80% CCBS
Sustainability Goals and Targets 2005
70% Accreditation
Review
60%
50% Full Time
Part Time
40% Facilitator
Facilitator
30%
20%
10%
0% First LT and
Jul-03

Nov-03

Jul-04

Nov-04

Jul-05

Nov-05

Jul-06
May-03

May-04

May-05

May-06
Jan-04

Jan-05

Jan-06
Mar-03

Mar-04

Mar-05

Mar-06
Sep-03

Sep-04

Sep-05
SC Summit
Katrina & Rita
A BBS Process does More than Increase Worksite
Awareness
Reward &
Culture Skill & Ability Training
Recognition

Systems Supervision Tools & Worksite

Procedures
Equipment Behavior

Actions Observation
from data & Feedback

Action plans based on data analysis help identify barriers to safe behavior
that are created a long time before the worksite behavior occurs.
 Process Overview
Gather Data Data Quality &Analysis
4-5 Months
Check
Start Observations
2-3 Months Action Planning
Do 5-6 Months
Act

Develop Critical
Plan Sustainability Reviews
Behavior Checklist
On-going
1 Month
Appoint Steering Committee,
Facilitator, Management Sponsor
Start!
 BBP Process Implementation
Implementation Steps:
Facilitator: 1 day 2 ½ days

Appoint Train
Management Process
Steering Steering
Meeting Design
Team Team

PSL Leaders Facilitator Observation Steps Process Fundamentals

Country/District Mgt. Management Develop Checklist
Sponsor Data Management
Support Staff Observation Training
Define Performance
Team – Approve Process
Criteria
PSL’s Design
Support
Communication Plan
Path Forward
 BBP Process Implementation
Cont.
1 1/2 days – 1 1/2 days – 2 days Facilitator
1 day Steering Team Steering Team ½ Day Steering Team
Quality, Coaching
Observer Action Sustainability
Motivation,
Training Planning Review
Goal Setting

Train Steering Need at least Need 100 Performance

Team first 50 observations observations improvement
to initiate this step step
Typically 1-2 3-4 months after
Months after Usually 1 – 2 Quality & Coaching Completed
Steering Team Months after Analyze data & 12 - 18 months
Training Observer Training Develop Improvement after start
Plan
Performance monitoring
Track & communicate results
 HOW BBP DIFFERS
FROM TRADITIONAL
SAFETY
 BBP Process Differs From Traditional Safety
Differences with Different approach from
traditional safety Management needed

Risk based not compliance based Remove barriers to safe behavior

vs. enforce compliance
Bottom up not top down (can be top Help others find solutions vs. finding
Down but focus is on participation) solutions

Builds buy-in Motivate participation

Reward & recognize

Positive not negative
vs. penalize & punish
Proactive not reactive Preventative actions
vs. corrective action
Focused on people & processes
not numbers & activities Monitor behavior change & process
measures vs. lagging indicators & actions
 BBP versus HOC
BBP HOC

Focus mostly on unsafe conditions

Focus is on behaviors
No provision for R+
Reinforces safe behavior

Feedback normally comes some time

Immediate performance feedback
after behavior if at all

Observations are announced

Can be done on-the-spot

Must be done by trained observers

Can be done by anyone
Employee owned
Typically owned by safety department
The Path to Incident-Free
Operations

Employees
Choose to
Compliance Driven Behave Safely
Behavior
Observation
& Feedback
 Serving
Health & Safety
Community
SINCE 1995

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