Behavioural

safety
Kicking bad habits

direction

06.1
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Behavioural
safety
Kicking bad habits
Contents
Introduction 03

What is behaviour-based safety? 03

Background 05

How does behaviour-based safety work? 05

Making the choice – what to consider 07

Barriers to implementation 07

Opting for a behavioural safety programme – what next? 07

Case study 08

References 10

Further reading 10

Useful videos 10

Courses 10

Acknowledgements 11
 03

Introduction Business benefits

£
Health and safety in the workplace is concentrating on policies and systems – A manufacturing company
influenced by a number of factors, from the assessing and improving management and with 1,400 staff introduced a behavioural
organisational environment through operational factors, training, design and so safety programme and gained:
management attitude and commitment to on. • improved productivity – the number
the nature of the job or task and the personal of work days lost through injury per
attributes of the individual. Safety-related First researched in the 1970s in the US, the year dropped from 550 to 301 in four
behaviour in the workplace can be modified behaviour-based safety approach emerged years
by addressing these major influences. in UK organisations in the late 1980s and is • improved public image – the
now widely used in a variety of sectors in company’s managers have given
One way to improve safety performance is the UK. IOSH has produced this guidance to presentations at major behavioural
to introduce a behavioural safety process introduce the background and basic safety conferences
that identifies and reinforces safe behaviour principles of implementing a process which • staff development – many observers
and reduces unsafe behaviour. Behavioural systematically addresses behavioural safety. have improved communications and IT
safety processes are not a ‘quick fix’ and it is The techniques described are based skills and greater confidence.
important not to overlook fundamental primarily on observation, intervention and (Source: HSC)
elements. Organisations should begin by feedback as ways of changing behaviour.

What is behaviour-based safety?

It is estimated that in up to 80 per cent of The emphasis of the behaviour-based
work-related accidents, employees’ approach to safety is, as the name
behaviour – in the form of acts or omissions suggests, on employees’ behaviour.
– is a contributing factor.1 Such behaviour Through influencing behaviour, this system
can pave the way for many pre-existing can reduce injury rates.
factors to come together in a negative
event. There are many reasons why The behaviour-based approach to safety is
employees engage in ‘at-risk’ behaviour at focused exclusively on the observable,
work. Some examples are: measurable behaviours critical to safety at a
• cutting corners to save time: how particular facility. This is a task-oriented
often do employees decide not to use view of behaviour, and it treats safe
personal protective equipment (PPE) behaviour as a critical work-related skill. It
because a task may only take seconds should not be confused with inspections
to complete? In this example, the at-risk and audits of the workplace for unsafe
behaviour (the failure to use PPE) has conditions.
the instant perceived benefit of saving
time Behavioural safety is part of a natural
• ergonomic factors: inappropriately progression of safety management from
placed machine controls may lead to ad highly prescriptive approaches, through the
hoc and potentially dangerous access engineered or procedural systems which
arrangements most progressive companies have long since
• accepted practice: the job may have established, to a system which recognises
always been done in that way workers as mature human beings with a
• reinforcement of at-risk behaviour genuine interest in their own well-being,
by the actions of supervisors: this who contribute best when they can see
may also undermine employees’ that they themselves can have an influence
confidence in the management’s on their own safety. To achieve this
commitment to manage concerns such transition is to change the culture of the
as safety work group involved, so this approach will
• misunderstanding at-risk behaviour: not provide instantaneous results. In
employees may be unaware, or have a addition, behaviour-based approaches to
low perception, of the risks associated safety improvement are most effective
with a particular task or activity. This when the engineered and procedural
could be due to insufficient information systems are working properly.2
or training
• instinctive risk-taking behaviour: Human behaviour is often categorised as
some people are more naturally inclined reflex/automatic, intended and habitual.
than others to take risks. The behavioural approach focuses on the
04

habitual category. Focusing on behaviour is frequency increases. It is simple to extend

not for the purpose of blaming or the triangle to include near misses and
punishing workers; such measures are unsafe behaviours (see Figure 1). There are
largely counterproductive and, in any case, more major injuries than fatalities, more
some of the behaviour associated with first aid cases than over-three-day injuries,
incidents is encouraged or condoned by and more near misses and at-risk
management systems. The effective behaviours than incidents of all kinds. At-
approach is to identify and measure the risk behaviour is an early warning system
safe and unsafe (at-risk) behaviours that for accidents.
are occurring in the workplace, and
manage them. The key to reinforcing safe behaviours
(good habits) and removing or reducing
Measuring behaviour provides the health unsafe ones (bad habits) lies in the
and safety system with a tool for proactive identification of those behaviours which are
management. It is a well-established safety critical to safety and in subsequent regular
approach to correlate frequency with observations to monitor them. It is therefore
severity of injuries using accident triangles a proactive safety management tool, with
or accident ratios. The traditional safety the information being obtained without
triangle shows that as severity decreases, anyone being hurt.

Figure 1
The safety triangle

Fatalities

Major injuries

Over-three-day injuries

First aid

Near misses and behaviours

 05

Background Business benefits

£
Behavioural safety approaches were first behavioural change in an industrial setting. A behavioural safety
developed and applied in the US in the After this, Krause undertook several programme at a
1970s. Komaki et al.3 provided one of the behaviour-based safety interventions in petrochemicals plant brought economic
early studies of the application of behavioural chemical companies that were proponents of benefits, including:
approaches to improve occupational safety in total quality management. Sulzer-Azaroff6 • a saving of £250,000 per year
the food manufacturing industry. Their study also showed that successful behaviour through early identification and repair
demonstrated that behavioural definitions of modification required understanding of the of leaks
safe working practices and the positive factors that initiate and support safe and • a 32 per cent reduction in
reinforcement of those practices offered a unsafe behaviours. insurance premiums
way of promoting safe behaviour at work. • major reductions in operating costs
Krause and Hidley4 combined the work of From the 1980s onwards, safety initiatives as workers became more confident
Komaki et al. with lessons from the quality based on the observation of safe and about identifying and dealing with
management field and recognised training, unsafe acts/behaviours were implemented problems themselves.
the use of process indicators, feedback and in Europe. Several studies have been (Source: HSC)
employee participation as key factors for conducted in different UK industrial sectors,
providing a sustainable continuous for example in construction,7,8
improvement process. Krause et al.5 found manufacturing,9 nuclear10 and research.11 In
that immediate peer-to-peer verbal feedback addition, the HSE12 has provided case study
was the most effective way of achieving examples.

How does behaviour-based safety work?

In the various systems it is possible to context of the observation data – for
recognise a number of common features: example, the number of observations
and the number of people observed.
• Significant workforce participation. Additionally, more frequent
Full engagement of the workforce in observations increase the probability
the programme is an essential part of that there will be an improvement in
behavioural safety. Without this the level of safe behaviour, as people
engagement it is difficult to bring about tend to alter their behaviour if they
improvement. know it is being observed and
• Targeting specific unsafe behaviours. measured. A variable feature is the
The programme focuses on the small frequency of observation and who
percentage of unsafe behaviours that carries it out – generally, if everyone
are responsible for a large percentage participates in observations, it
of an organisation’s accidents or engenders a collective sense of
incidents, which can be identified ownership of the process.
through a systematic examination of an • Data-driven decision-making
organisation’s accident and incident processes. The data from the
records. Getting employees and observation process allow you to
management working together to measure safety performance. You can
understand the reasons for unsafe then examine trends in these data to
behaviours and identify and agree identify the key operational areas that
targets for change helps to promote need improvement. It is then possible to
ownership and agree common reinforce employees’ safe behaviour
behavioural measures. while implementing corrective actions
• Observational data collection. where unsafe behaviours continue.
Trained observers regularly monitor • Organised improvement intervention.
their colleagues’ safety behaviour The planned intervention often begins
against agreed measures. Making an with briefing sessions within those work
observation is like taking a photograph areas and departments that will be
– it provides a snapshot of a moment in involved. This is followed by the
time. The greater the number of formation of volunteer groups, such as a
observations, the more reliable the data steering committee and observers, who
become, as the employees’ true then receive training in observation and
behavioural pattern can be established. feedback techniques. The project team
It is important to understand the oversees the development of the process
06

in the organisation, from the initial • A requirement for visible continuing

analysis of accident and incident data support from managers. It is vital that
through to the performance monitoring, managers show visible leadership and
goal setting and progress reviewing commitment to the process. They can
stages. demonstrate this through:
• Regular focused feedback on • allowing the observers sufficient
continuing performance. Feedback is time to conduct their observations
the key ingredient of any type of • giving praise and recognition to
improvement initiative. In behavioural those working safely
safety systems, feedback usually takes • encouraging employees to report
three forms: verbal feedback to people health and safety concerns
at the time of observation; visual • providing the necessary resources
feedback on charts placed in strategic and assistance for remedial actions
locations in the workplace; and to be taken
weekly/monthly briefings where detailed • promoting the initiative whenever
observational data are provided about and wherever they can.
specific employee behaviours. In
combination, these forms of feedback Figure 2 outlines the key stages in setting
provide a basis for targeting focused up a behavioural safety programme.
improvements.

Figure 2
Implementation of a behavioural safety programme

Observe people
and measure
what they do

Start

Decide what Tell people

behaviours you the results
want to change

People change
their behaviour –
what you have Aim higher
measured
improves
 07

Making the choice – what to consider Business benefits

£
Below are some key questions that should • Will managers be comfortable if Over four years, one
be considered before proceeding with a employees become more involved in company achieved a 73 per cent reduction
behavioural programme. Answering ‘yes’ to health and safety? in its incident rate, partly through
these indicates that your organisation may • Do managers and employees trust each introducing a behavioural safety
be ready for a behavioural safety other? programme.
intervention. • Does management accept its role in (Source: HSC)
• Are a significant number of health and safety management?
accidents/incidents caused by the • Does the organisation have enough
behaviour of front-line employees? resources for the process (eg time for
• Do most employees and managers training and observations)?
want to reduce the current accident • Is the physical environment in the
rate? workplace well controlled?

Barriers to implementation
Behavioural safety programmes have made • organisational changes that may lead
a substantial contribution to improving to low morale and loss of key players
health and safety performance in several • autocratic management style
industrial sectors. However, there are a • inconsistent behaviour of managers
number of difficulties that may arise during when enforcing agreed safety
their implementation:13 behaviours and rules.
• Workforce concerns, including: • Questions of programme suitability,
• issues about ‘spying’ on co-workers including:
• seeing the programme as another • using an ‘off the shelf’ solution that
initiative that will not last may not suit the culture of the
• worries that workers will be blamed organisation
for accidents • inappropriate training material
• disagreements over safe practices. • not involving all supervisors in the
• Management issues, including: process, leading some to abandon
• insufficient management support their responsibility for safety
for the approach • using the programme to address
• expectations of a ‘quick fix’, leading unrelated issues
to loss of commitment when • conflicts with payment and reward
improvements come more slowly schemes.

Opting for a behavioural safety programme –

what next?
Bring together a small group of people, • recruit, select and train observers
including managers, supervisors and • establish baselines
workers, to: • set realistic but challenging targets for
• discuss how behaviour influences the improvement
organisation’s health and safety • carry out observations, feedback and
performance review
• establish the level of support for a • use the data from the process to
behavioural safety programme improve performance further.
• identify activities/tasks with ‘at risk’
behaviours The case study on pages 8–9 gives a
• develop measures of safety critical practical example of how to implement a
behaviours behavioural safety programme.
08

Case study: improving safety in aircraft manoeuvring areas using a

behavioural approach

The study was conducted in aircraft management attended a ‘goal setting’

manoeuvring areas of a major UK airport meeting. The objectives of the meeting
for a US-based international airline, with were to determine goals that were
approximately 400 employees including challenging but achievable for
support staff. improvements in safety performance across
the three measured categories, and to
Procedure discuss any barriers to improvement that
Management briefing had been identified during the baseline
During the planning stages, an hour-long observations.
briefing was given to line management and
HR personnel to explain the philosophy Feedback and follow-up
behind the behavioural approach, outlining Following the goal setting, feedback charts
their role and the need for their were placed around the ramp and short
commitment. PowerPoint presentations were shown in
staff rooms throughout the day and posted
Developing measures of safety on an internal computer network. On
performance average, 110 observations were undertaken
Safety critical behaviours were identified per month. The results of the observations
using accident records and interviews with were posted every week and included
key personnel. Measures of critical information on the issues that had
behaviours were developed for three areas improved the most and those that had the
of concern: manual handling, vehicle worst scores.
operations and general ramp safety.
Additional observers were trained in order
Training the observers and observing to provide extra cover during busy periods
safety performance and holidays, to replace observers who had
Initially 35 observers were trained to left the programme and, more importantly,
observe and measure their colleagues’ to cascade the programme throughout the
safety performance and provide verbal ramp operation.
feedback. They represented both managers
and employees and were drawn from all Results
operations. The key criteria for their During the first 19 months, the percentage
selection were that they were respected by of behaviour observed as safe increased
their peers, were committed to improving from an average of 70 per cent to 79 per
safety and had good communications skills. cent (see Figure 3 opposite). Over the next
The observations took around 20 minutes five years, the programme evolved to
and were undertaken at different times to address other safety issues and received
ensure that they reflected a true picture of two ground handling awards. It has also
safety performance. been recognised by the company’s insurers
in the form of reduced employers’ liability
Determining a baseline premiums.
Straight after the observers were trained,
data were collected over a four-day period. Conclusion
In total, 60 snapshots of safety performance This study shows that applying a
provided a baseline figure for each of the behavioural approach to safety is effective
three areas of concern. On the basis of this, for ramp operations. Despite recent
targets for improvement were set. economic trouble in the sector, the scheme
had positive effects on safe behaviour,
Establishing improvement goals work methods, communication and
At the end of the baseline period, all industrial relations, as well as reducing the
observers and representatives from senior occurrence of accidents and related costs.
 09

Figure 3
90% Percentage improvement across the three
Baseline
intervention categories in the case study
Intervention
80%

70%

60%
Percentage safe

50%

40%

30%

20%

10%

0%
General Manual handling Vehicle operations
10

References Further reading

1. HSE. Reducing error and influencing 1. Behavioural-Safety.com, 2005.
behaviour, HSG48. Sudbury: HSE Books, www.behavioural-safety.com.
2003. 2. Fleming M and Lardner R. Strategies to
2. Fleming M. Safety culture maturity promote safe behaviour as part of a
model, OTR 200/049. Sudbury: HSE health and safety management system,
Books, 2001. CRR 430/2002. Sudbury: HSE Books,
3. Komaki J, Barwick K D and Scott L R. A 2002.
behavioural approach to occupational 3. IOSH. Promoting a positive culture.
safety: pinpointing and reinforcing safe Wigston: IOSH, 2004.
performance in a food manufacturing 4. Krause T R. Employee-driven systems for
plant. Journal of Applied Psychology safe behaviour – integrating behavioural
1978; 63(4): 434–445. and statistical techniques. New York:
4. Krause T R and Hidley J H. Behaviorally Van Nostrand Reinhold, 1995.
based safety management: parallels 5. Krause T R. The behaviour-based safety
with the quality improvement process. process: managing involvement for an
Professional Safety 1989; 34(10): injury-free culture. New York: Van
20–25. Nostrand Reinhold, 1996.
5. Krause T R, Hidley J H and Hodson S J.
The behaviour-based safety process:
managing involvement for an injury-free
culture. New York: Van Nostrand Useful videos
Reinhold, 1990.
6. Sulzer-Azaroff B. The modification of A number of videos concerned with
occupational safety behaviour. Journal promoting safe behaviour in the workplace
of Occupational Accidents 1987; 9: are available from:
177–197 • Out-Takes
7. Duff A R, Robertson I T, Cooper M D www.outtakes.co.uk
and Phillips R A. Improving safety on email: [email protected]
construction sites by changing + 44 (0)20 8289 2466
personnel behaviour, HMSO Report • Human Focus International
Series CRR51/93. London: HMSO, 1993. www.humanfocus.co.uk
8. Robertson I T, Duff A R, Marsh T W, email: [email protected]
Phillips R A, Weyman A K and Cooper +44 (0)1737 246331
M D. Improving safety on construction
sites by changing personnel behaviour:
phase two. Sudbury: HSE Books, 1999.
9. Cooper M D, Phillips R A, Sutherland V J Courses
and Makin P J. Reducing accidents using
goal-setting and feedback: a field study. As part of its Continuing Professional
Journal of Occupational and Development programme, IOSH offers the
Organizational Psychology 1994; 67: following courses:
219–240. • Introduction to behavioural safety
10. Finlayson L, Fishwick T and Morton A. (one day)
Reducing accident rates – the • Developing a behavioural-based safety
behavioural approach. IChemE Loss programme (two days)
Prevention Bulletin August 1996: 130;
3–6. For further information contact the
11. Vassie, L. A proactive team-based Professional Development team on
approach to continuous improvement +44 (0)116 257 3197.
in health and safety management.
Employee Relations 1998; 20(6):
577–593
12. HSE. The business benefits of health
and safety case studies, 2005.
www.hse.gov.uk/businessbenefits/
casestudy.htm
13. Keil Centre. Behaviour modification to
improve safety: literature review, OTR
2000/003. Sudbury: HSE Books, 2000.
 11

Acknowledgements

IOSH’s Technical Committee would like to thank Dr Luise Vassie CMIOSH for preparing this
guide and Robin Phillips CFIOSH for his assistance. The committee also acknowledges the
work of the late Watson Walker FIOSH, RSP on the previous edition of Behavioural safety
(1997), which this replaces.
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