Introduction
We associate the phrase “behaviour based safety” very much with the works of Dr E Scott Geller because he was the man that coined the phrase in 1979 which later on became the commonly used phrase of the safety systems industry
Behavioural Based Safety is defined as the process that reduces unsafe behaviours that can lead to incidents occurring in the workplace by delving into the act that causes the accident by looking into areas such as the work place; work environment, equipment, procedures and attitudes and by reinforcing safe behaviours and identifying the causes of unsafe behaviour
To answer to this question, it is necessary to make the following assumptions.
Multi-National Organization
The Behaviour Based Safety Program is specifically design and developed for the company Boh Chap Pte Ltd which is a multi-national organization that employed close to 1000 employees at their current manufacturing site in Jurong Industrial Estate.
Multi-cultural Workforce
The front line management and direct labours are typically made up of china and Indian nationals supervised and managed by local Singaporeans and other multi- nationals executives, engineers as well as managers
Nature of operations
Here we shall assumed the manufacturing activities in Boh Chap Pte Ltd are labour intensives due to the management reluctance’s to purchase mechanical aid for the mobilization of tools/products and most of the time workers have to use machineries and equipments which are poorly maintained to execute their daily activities.
Workers involved in the accidents/incidents
Here we shall assumed that based on the review and analysis of the accident investigation findings report, it was observed that there is a consistent trends in the accidence reported as almost all the accidents reported involved workers who were very experienced in their area of work and have been with the organization for at least 10 years.
Reactive WSH Management
Here we shall also assumed that the front line management and staff adopt the reactive style of approach in managing their WSH in the organization
APPROPRIATE APPROACHES IN REDUCING ACCIDENTS/INCIDENT IN BOH CHAP PTE LTD
Before providing the answers to the approaches in reducing acidents/incident in the work place, there is a need to understands what constitutes the definitions of accident and incident.
The definition of an incident culled from the OHSAS 18001:2007 is defined as work related event(s) in which an injury or ill health or fatality occurred, or could have occurred. And an incident where no injury, ill health, or fatality occurs may also referred to as a “near-miss” , “near-hit”, “close call” or “dangerous occurrences”
We often associate the term accidents/incidents with OHSAS 18001 :2007 definition, where it defined incident as work-related event(s) in which an injury or ill health or fatality occurred, or could have occurred. One such example would be an emergency situation
On the other hand OHSAS 18001:2007 definition of an accident is an incident which has given rise to injury, ill health or fatality.
There are many approaches available which an organization can employ to help them reduce accidents/incident in their work place and this include:
Behaviour Change
Involves the use of behavioural change theories which provide insight into the formulation of effective teaching methods that tap into the mechanisms of behavioural change
Engineering Change
The creative application of scientific principles to design or develop structures, machines, apparatus, or manufacturing processes, or work utilizing singly or in combination to make safe the processes for the operator and the machinery at the workplace
Group Problem Solving
Applying group problem solving method to proactively identify potential foreseeable hazards/risks prior to an actual fail event and applied the mitigation measures to prevent the problems from actually occurring. Example would be the use of Failure Mode Effects Analysis ( FMEA)
Management Audit
Audit on the adequacy of the organization’s health and safety management using a relevant standard or benchmark . If standards are not clear, the assessment cannot be reliable. Audit judgements should be informed by the legal standards, WSH Act and regulations and applicable industry standards. Usually during an audit, documentary analysis is necessary to gauge the level of commitment towards WSH. Example would be to find out whether an organization implement what they have said in the risk assessment register.
Stress Management Program
Individuals stress levels at work can also affect accidents at the workplaces. And it is important to identify what are the workers triggering and intervention methods for controlling their workplace stress and develop an effective stress management programme
Poster Campaign
The use of textual and graphical elements which are eye grabbing, jaws dropping and enticing to promote and convey safety message to the workers
Near-miss Reporting
Monitoring and communicating near-misses incidents where near-miss is any event which is an unintentional unsafe occurrence that could have resulted in an injury, fatality or property damage for learning from experiences purposes
For this question, the appropriate approach to reduce the workplace accidents / incidents are identified as follows:
Behavioural Change
The reasons why behavioural change approach is identified as one of the appropriate is because, review and analysis on the accidents that occurred in Boh Chap Pte Ltd revealed that the causes of accidents/incidents in the workplace were mainly attributed by the workers human behaviour such as at-risk behaviours, failure of workers to don the PPE and the failure of maintenance crew to conduct machinery preventive maintenance. And moreover additional information gather from these accidents investigation also revealed that there is a consistent trend . among the reported accidents/incidents. It was noted that most of the reported accidents in Boh Chap Pte Ltd involved employees with at least minimum of 10 years service with the organization which could indicate to us complacency which is also part of human attribute –that is human behaviour
Group Problem Solving
The reason why group problem solving is identified as another appropriate approach is based on the review of the accident investigation findings reports for all the reported accidents recorded which revealed the front line management and staffs adopt a reactive style of approach in managing their WSH at their workplace meaning only when an accident/incident happened, then the management react by administering appropriate control measures. The reactive style of WSH approach does not serve any purpose nor benefits the organization as no efforts were undertaken to prevent the accident/incident from occurring.
Rather than reactive, the front line management and staff should adopt a proactive group problem solving style of approach to manage their WSH at the workplace. Meaning they are proactively involved as a group/team which involve both the front line management and staff to identify foreseeable hazards/risks/problems and applied mitigation measures before the situation escalated into an accident/incident
RESOURCES REQUIRED FOR REDUCING ACCIDENTS/INCIDENTS IN BOH CHAP PTE LTD
The 2 identified resources which are required for reducing the accidents/incident in Boh Chap Pte Ltd through the design, implementation and maintenance of the Behavioural Safety performance system are :
Financial resources
Finance is the science of funds management. The field of finance deals with the concept of time, money and risk and how they are interrelated. It also deals with how money is spent and budgeted. Budget is required to start a Behavioural Safety Programme which may includes the following aspects depending on the organization BSP , polices and organizational procedures
Employee rewards program in supporting of the BSP . Example a worker was rewarded a $50 NTUC voucher for seeing him coaching another co-worker for an unsafe act.
- Organizing training for the BSP committee team
- Printing of flyers or poster to promote BSP among workers internally
- Printing of safety observation checklist
- Faulty Machineries/Equipment Replacement
Human resources
Management of human resources through the allocation of human resources among various projects or business units, maximising the utilization of available personnel resources to achieve the organization business goals and the efficient and effective deployment of an organization’s personnel resources where and when they are needed and in possession of the skills, tools and training required by the work. Example would be undertaking training needs analysis to identify the require training program for the BSP team to equip them with the necessary skills, knowledge and competency to assume their BSP roles.
RECOMMEND ORGANIZATIONAL READINESS STUDY METHODOLOGY
Organizational readiness for change is a multi-level, multi-faceted construct. As an organization-level construct, readiness for change refers to organizational members' shared resolve to implement a change (change commitment) and shared belief in their collective capability to do so (change efficacy).
Organizational readiness for change varies as a function of how much organizational members value the change and how favorably they appraise three key determinants of implementation capability:
•task demands
•resource availability
•situational factors.
When an organizational readiness for change is high, organizational members are more likely to initiate change, exert greater effort, exhibit greater persistence, and display more cooperative behaviour and the result is more effective implementation.
•Study methodologies of organisational readiness may include:
•Employee risk perception approach
•Employer risk perception approach
•Peer risk perception approach
•Individual risk perception approach
•Organizational readiness study methods such as
•Individual interview questionnaire
•Small groups discussion
In this question, the safety climate survey will be discussed to check for the organization readiness to behavioural change programme.
Safety climate is a very important element of any organization safety culture. The ‘climate of safety’ in the organization at any given point in time determines the organization people’s safety behaviour. Safety climate survey are used to provide a snapshot of the workforce’s attitudes and perceptions about safety to help identify what is working well and what is not working as intended.
The procedures of developing a safety climate survey would include:
Step one : Developing the survey
•Survey statements should be worded so they can be understood by all respondents and will obtain the desired information
•All statements/questions must be frame clearly. Each item must have sense to every respondent. If an employee does not understand what is being asked, his/her responses may not reflect true perceptions causing misleading findings.
Step two: Select a Sample Size
•Including all, or nearly all, employees in the survey gives everyone the opportunity to participate
•Employee may feel more involved in the safety program as they have been invited to express their issues or concerns/ However, it is not always practical to survey all employees
•The sample size depends very much on the professional and financial resources available to administer the survey, and on the company’s ability to input and analyse the data
Step three : Test the survey
•Administer the pre-test as though it were the actual survey
•Thereafter ask the respondents whether the survey seemed straight forward
•Review the respondents answers to each statement of the survey carefully to identify whether the survey is eliciting the desired information
•Modify the survey as required and then re-test on a different sample group
Step four : Communicate intentions
•Employees generally do not appreciate surprises. For the survey to be positively received, communicate the plan to all employees in advance
•The surveyor’s goal is to constantly and continually communicate the progress while working through the survey process.
Step five : Administer the Survey
•Administer the survey through either the following ways:
•Internet survey where employees are able to complete their survey at their own time and from any location
•Assemble employees in a meeting room to complete the survey anonymously on a given time
•Groups of employees may be called to the survey room at a designated time, or task can simply be made part of a regular staff/safety meeting
Step Six : Analyse
•Once the survey have been conducted, the next thing is to correlate the survey’s reporting parameters with comments and by doing so ,the benefits of including comments in a survey is quite obvious
•Incorporating comments in a survey helps to clarify the survey results. Example when the survey data show only that some groups of respondents scored high and some scored low but offer no explanation as to why this occurred.
•Scores alone is not able to provide the direction required to take specific action. Whereas Comments can provide that information
Step Seven : Validate
•If the safety perception survey is designed according to the approach outlined earlier, the comments received from the respondent s will generally serves as a validation to the score
•However at times comments may not be able to provide enough information on what the employees feel should be done and in this case the focus groups would need to come in to help the surveyor gather the extra data
Step Eight : Feedback
•After survey has been administered, the employees may wish to know the results. To prevent misinterpretation of the survey findings, an easy to understand summary report should be provided with indication that the full report is only available upon request rather than overwhelming the employees with reams of detailed findings.
Step Nine : Re-evaluate
•Safety perception survey yields information about a company’s safety and health system, that other measures do not
•It can often take a company more than a year to plan and execute all of its responses to the survey findings. Therefore such a survey should not be conducted too often and most companies usually conduct such a survey every 1 or 2 years
POSSIBLE ROOT CAUSES OF PAST INCIDENTS OR ACCIDENTS BASED ON ORGANIZATIONAL RECORDS
Various methods are available that organization can use to identify root causes of past incident or accidents and they are:
- Root Cause Analysis ( RCA)
RCA focus on problems solving by attempting to correct or eliminate root causes, as opposed to merely addressing the immediately obvious symptom. It is viewed as a continuous improvement tools, a reactive method of problem detection and solving, and a proactive method as RCA has the ability to forecast the possibility of an event before it could occur
- Simplified Explanation
Visual drawing used to identify the connections or dependencies of the main perceived symptoms of a problem and this leads to easy identification of areas which needs to be focus to achieve the positive change if tackled
- Contextual Explanation
Map out a sequence of cause and effect from the core problem to the symptoms and by working backwards from the undesirable effects or symptoms to uncover or discover the underlying core cause. Symptoms arises from one core problem and by removing the core problem, the symptoms can then be removed
Current Reality Tree Example
Involves depicting a chain of cause and effect reasoning in graphical form by linking any two undesirable effects, elaborating the reasoning to ensure it is sound and plausible and linking each of the remaining undesirable effects to the existing tree by repeating the previous steps. This approach tends to converge on a single root cause
To be able to identify what are the root causes of past incidents or accidents would require a good understanding of what constitutes the following definitions:
Accident
OHSAS 18001:2007 definition of an accident is an incident which has given rise to injury, ill health or fatality
Incident
OHSAS 18001 :2007 definition of an incident as any work-related event(s) in which an injury or ill health or fatality occurred, or could have occurred
Near-miss
An occurrence in a sequence of events that had the potential to produce injury, death or property damage but did not
Dangerous occurrences
Occurrences of serious workplace incident which does not involve the death or injury of any person at work
Reportable accidents
Accidents reportable to the Ministry of Manpower include death of worker, injury of worker ( more than 3 days MC or 24 hours in hospital), death or injury of self employed or member of public, dangerous occurrence and occupational disease
At-risk behaviours
Accidents caused by undesirable human behaviour and can be corrected by the action of the human being only Examples of at-risk behaviours include:
•Messaging peers using hand phone whilst walking down a flight of stairs with Eyes not on path
•Busy chatting away with co-worker whilst performing hammering of nails jobs with eyes not on work
•Not following safe work procedures such as not adhering to the LockOut TagOut safe work procedure prior to the conduct of machine preventive maintenance
Unsafe Conditions
Define as the existence of a mechanical, physical, chemical or environmental condition, situation or state of affairs, which may cause hazard or accident Example of unsafe conditions:
No Machine guarding Defects found on ladder
After considering the methods of identifying root cause of accidents and the definition of the accidents categories, the two possible root causes of past incidents and accidents based on organisational records are identified as:
•At-risk behaviours
•Unsafe condition
CRITICAL BEHAVIOURS WHICH CAUSED ACCIDENTS/INCIDENTS IN THE ORGANIZATION ASSOCIATED WITH WORK LOCATION AND ERGONOMICS
Patterns of behaviours can be defined as an observable action or series of actions or activities that result in patterns that affect the safety of an individuals or a group of workers
Individuals behaviours are repeatable meaning if you have done it once, you will likely to do it again whether it has been done consciously or sub-consciously
Some patterns of behaviour can be found in some of the safe work procedures and a positive WSH culture must have such procedures to develop the training and practices so as to make these patterns of behaviour safe to use
An example would be the managing director has this particular pattern of behaviour where he will always make sure he holds on the handrail during ascending and descending the stairway and he has never failed once without holding the handrail
Research indicates that 80 to 90% of all workplace accidents, regardless of industry, are caused by critical errors involving the following four unintentional (or habitual) at-risk behaviors:
1.Eyes not on task.
2.Mind not on task.
3.Moving into or being in the line-of-fire.
4.Loss of balance, traction and/or grip
Consider the activity of driving a forklift at the workplace
What happens if we take our eyes off the road, even for a moment? (Eyes not on task.) Or what if we are driving while distracted by a handphone phone call? (Mind not on task.) Or if we exit a parking lot without first looking to make sure we're not pulling out into oncoming traffic? (Moving into the line-of-fire.) And how easy is it to slip and fall if we climb out of the forklift without first checking our footing? (Loss of balance/traction and/or grip)
Ergonomics is a way of designing workstations, work practices, and work flow to accommodate the capabilities of workers. Ergonomic design reduces risk factors known to contribute to occupational ergonomic injuries and illnesses, such as sprains and strains and cumulative trauma disorders
If work is performed in an awkward postures or with excessive effort, fatigue and discomfort may result. Under these conditions the muscles, ligaments, nerves and blood vessels can be damaged. Injuries of this type is known as musculoskeletal disorder
The critical behaviours that caused accidents/incidents in the organization associated with ergonomics are:
1.Working in an awkward posture
2.Working with excessive effort.
3.Failure to use mechanical aids to lift heavy object
4.Failure to adopt proper lifting and lowering method during manual lifting of items
We often associate tools and equipment hazards with the physical condition of the tools and equipments. Example would be machinery guarding not in place or the hammer have a chipped off handle.
The critical behaviours that caused accidents/incidents in the organization associated with tools and equipments are
1.Inappropriate use of tools and equipments which they are not intended for. Example would be the use of screwdriver as a door wedge to prevent the door from auto-closing due to a malfunctioned door ledge
2 Using the tools and equipment in the wrong way
3. Use of wrong tools/equipments for a particular job
4The moving parts of the machinery/equipment was observed not protected with a machine guards when the machine is still in operations
The critical behaviours that caused accidents/incidents in the organization associated with procedures are
1.Failure to adhere to safe work procedures. Example would be the failure to conduct the LockOut Tag Out procedures prior to the machinery preventive maintenance
2.Failure to follow the safe work procedure for the use and disposal of chemicals
The critical behaviours that caused accidents/incidents in the organization associated with personal protective equipment are
1)Failure to wear the appropriate PPE . Example would be failure to wear the chemical resistant boots, gloves, face shield and coverall when handling hazardous chemicals which are corrosive
2)Wearing the wrong PPE for certain task
RECOMMEND THE MODES AND FREQUENCY OF DATA COLLECTION
There are many methods available for data collection and this may include:
a)Paper Collection
Where data collected are in the form of hard copies where employees conducting the observations, record the data on printed observation checklists while the person in charge will follow up on the manual calculation of the total safe and at risk behaviours
b)Machine readable paper
Where data are collected using the special OAS paper where employee deployed as observer have to shade observation results on special OAS paper. The duly shaded OAS paper will then feed into a machine which will scan the paper and compute observation results via software
c)Personal Digital Assistance (PDA) Collection
Where data are collected by the means of using PDA where the employees deployed as observer will direct key in the observation results into the PDA while conducting the observation
d)Web based collection
Where the data collected from the observations are being manually keyed into an online system, where results will be computed out. Employees are able to access the observation analysis online
The frequency of safety observation data collection is not fixed and it may include:
•Daily
•Weekly
•Monthly
•Sampling Frequency
IMPLEMENT BEHAVIOUR SAFETY PROGRAM
ESTABLISH THE ROLES AND RESPONSIBILITIES OF BSP STEERING AND WORKING COMMITTEE
The roles and responsibilities of BSP Steering committee may include:
•Planning of BSP implementation schedule; this should be a one year plan, which includes the awareness campaign, training, pilot run, full roll out and programme audit
•Organization of BSP resources; allocation of human and financial resources should be plan in accordance to the nature and size of organization
•Selection of BSP observers; it is preferred to have volunteers in BSP participation. However , in view of the introvert nature of Asian, most BSP observers need to be appointed by the Steering committee of HOD
•Review of BSP implementation progress; tracking the progress of the implementation is crucial
Additional roles and responsibilities of BSP Steering committee may include:
•Ensuring the implementation of BSP observation and maintaining the quality of observation from the observers
•BSP Facilitators; the members in the working committee will serve as the sub facilitator of BSP, facilitating the programme by ensuring the observation schedule is being followed
•Act as BSP coaches and responsible for the quality of the BSP observers through coaching to calibrate the BSP observer’s observation quality
•Act as BSP observers and stand in as BSP observer in case there is a shortage of observers due to unforeseen circumstances
•Facilitation of BSP implementation Plan
•Coaching of BSP observers in identifying at-risk and safe behaviours
•Collection of observation date according to planned frequency
•Analysis of data collected and identifies the at risk and safe behaviours
•Implementation of action plans to reduce at-risk behaviours
IDENTIFY THE APPROPRIATE TRAININGS REQUIRED FOR BSP STEERING AND WORKNG COMMITTEE
The specific training appropriate for the BSP Steering committee may include:
- Objectives and background of BSP
- Motivation factors of safe and at-risk behaviours
- Development of critical behavioural list
- Management of resistance during implementation BSP Strategies for managing resistance in BBSP
- Make it clear that the change will occur
- Emphasize the need for change
- Have clear expectations
- Gives details of the change
- Get input from people
- Modify change and change process to accommodate concerns
- Hold people accountable
- Recognise/reinforce participation and change Overview of BSP implementation phases
The specific training appropriate for the BSP Working committee may include:
Basic principles of BSP, which may include:
- BSP implementation phases
- BSP observation skills
- Looking at the right critical behaviours-observer need to be able to discriminate safe from at-risk behaviours( during observation)
Observers interaction skills, which include:
- Observers providing effective feedback
- Observers getting feedback
- Behaviour analysis skills
Analysis requires knowledge of basic human behaviour models such as the ABC Model
- Data analysis skills with particular focus on the following:
-Categories that have a lower % safe than the overall % safe
-Items that have higher potential for injury. These might be items that are often involved in injury, or items with potential for serious injury
-Check to see how often the item has been marked. The % Safe for an item may be low, but it may not have been marked very often
-Write down possible focus areas. Make a list of possible focus areas. Write down the item number and description, and the %Safe
Behavioural corrective action
To ensure the objectives are met, provide effective feedback and make suggestions for future improvements
DESCRIPTIONS OF THE IMPLEMENTATION OF BSP OBSERVATION TO DETERMINE SAFE AND AT-RISK
Implementation of the BSP observation to determine safe and at-risk behaviours involves the following steps:
a)Selection of observers
It is important to ensure that only responsible, patient and employee who have at least certain knowledge in safety are selected as the observer as the observers are entrust with the responsibilities of convincing and explaining the BSP objectives and benefits of the BSP program to the organization employees.
b)Training of observers.
When the right employees are selected as the BSP observers, the organization would need to provide them with the following trainings to equip them with the knowledge and know- how to assume their roles
-Data collection techniques
-Observation preparation tasks
-Observation methods
-Post-processing tasks
Data collection mode and frequency
Preparation of observation
-Preparation of behaviour checklist, definitions , location and time of observation etc
e)Conducting observation
•Identify critical safety-related behaviours
•Discover the causes of the at-risk behaviours
•Record what is seen by using Critical Behaviour checklist
•Provide feedback. The observer points out the places when the employee was performing safely and tried to discover the reasons behind at-risk behaviour
•Write quality comments. Records co-worker suggestions and ideas about barriers to safe work. Provide practical suggestions to improve unsafe behaviour
f)Reporting and analysis of collected data at the end of the Observation
PROVISION OF APPROPRIATE COACHING TO BSP OBSERVERS TO ENSURE OBSERVATION IS CARRIED OUT IN ACCORDANCE WITH ORGANIZATION PROCEDURES
In order to ensure that the BSP observers conduct the observation in accordance with organization procedures, organization should ensure appropriate coaching, supervision and assistance are provided to the BSP observers which may include:
•Periodic monitoring of the BSP implementation which involves monitor and provide feedback to individuals that will help to improve some safety problems
•Identify areas where BSP require further improvements which include:
•Review of the observation coaching guide and data trend report together
•Brainstorm suggestions for improvement and provide guidance feedback
•Ensuring BSP activities are carried out according to requirements
•Coaching technique for BSP observers
Maintain Behavioural Safety Programme
CRITICAL ELEMENTS REQUIRED FOR A SUCCESSFUL BSP IMPLEMENTATION
The success of the BSP implementation depends on the following critical elements which include
a)Management engagement
Management commitment and leadership is critical in the success of the BSP implementation. Management should demonstrate their commitment by showing that they care about the success of the BSP implementation through the provision of adequate resources to promote the behavioural safety approach and creating an environment of accountability in which each and every employee are made accountable and responsible for his/her own safety as well as the safety of his/her colleagues.
As the success of the BSP implementation depends very much on the people implementing and managing the BSP tools, the organization shall ensure that the management plays the leadership role in the BSP implementation process to ensure that it will not primarily become the responsibility of the employees
b)Employee engagement.
The success of the BSP process also depends very much on the employees ownership of their BSP roles in their work groups as BSP process requires continual employees participation in the following phases which include:
-Design stage
-Implementation of the BSP project
-Training
-Ongoing observation
And the employees are expected to use the resulting data to develop action plans in their work groups so as to address the hazards and encourage safe work practices
c)Observation checklist
To ensure the effectiveness of the behaviour based safety, the observation checklist should be specific to the organization’s workplace risks associated with the activities undertaken by the employees.
Generic checklist is only effective in increasing the employee level of awareness in safety but does not really address the unsafe behaviours of employees which are the major contributor for the past injuries
Based on these findings, organization should identify and define safe work practices rather than specific behaviours that are clear enough so that they can be easily and reliably identified
d)Data Analysis
BSP team have to take into consideration the confidentiality and anonymity of the employees during the data collection stage and be sensitive to issues such as recording the time of the conduct of the observation. As some employees may feel unsecured if the observation time is being recorded for fear of being identified as the observed employee
Behaviour safety process is a simple process which involves the collection of data and analysis of the observed activities. Usually the decision about what data to gather and how is established by the BSP team and the team only collect data that are required and analyzed the data to make planning decision.
The BSP team should establish a strategy which can help them to improve or make adjustment to fine tune the safety/process based on the results of their plans so as not to lose credibility with the workforce and with the management when unsuccessful tactics are allowed to continue to be used.
Having an established strategy in places will help the BSP team to reduce the resources invested on an ineffective strategy.
e)Provision of adequate BSP training
Adequate BSP training shall be provided to the observer and the facilitator as well as to the employees for BSP awareness purposes. Employees who have undergone the BSP awareness training will have a better understanding of the BSP process and why the organization is adopting such program and hence they are more supportive , less resistant towards the acceptance of the BSP process
f)Removing barriers through appropriate interventions
The objective of the feedback session during a safety observation is to remove the barriers through appropriate interventions which involves the development of relevant intervention strategies by the work teams which includes:
•Complimenting the employee being observed for enhancing safe behaviour
•Counselling the employee being observed for reducing the difficulties associated with safe behaviour
•Coaching the employee being observed for educating the workers on risk perception
•Correcting the employee being observed for removing the barriers associated with unsafe behaviour
It is important to take note that these four strategies are to be used only after a careful analysis of the critical behaviours observed on the employees.
IDENTIFY THE TYPE OF DATA REQUIRED TO BE COLLECTED AND ANALYSED DURING BSP IMPLEMENTATION
The type of data required to be collected during the BSP implementation is relevant to the Boh Chap Pte Ltd manufacturing activities and is tabulated in the safety observation checklist below:
The type of data required to be analysed during the BSP implementation may include:
•At-risk behaviour percentage
% At-risk = Total Safe / ( Total Safe + Total At-risk) x 100%
•Safe behaviours percentage
% Safe = Total Safe / ( Total Safe + Total At-Risk) x 100%
•Safety intervention during observation
•Action items closure from behavioural corrective action
The objective of analysing the data is to identify when and where the at-risk behaviours are most apt to occur. Based on this analysis, the BSP committee should develop an action plan that addresses both behavioural and facility issues that contribute to the at-risk behaviours
