ABB Sustainability Workbook for Safety Observation Training

ABB Sustainability Affairs
Issued by department
Date
GF-SA OHS
2015-10-09
9AKK104941D0099
Lang.
Revision
en
B
Released
Training materials
Doc. name
SOT Participants Workbook
Status of document
Project
name
Safety Observation Training
Doc. type
Creator
name
ABB Australia
Distribution
Page
OHS network
SAFETY OBSERVATION
TOUR TRAINING
ABB Group
1/45
Program Overview
8.00 am 10.00am
Observation Skills
(Slides 1- 26)
Recognising unsafe situations
Using observation categories
Recognising safe as well as unsafe behaviour
Making quick safety observations
10.00 am 10.30 am Morning Tea
10.30 am 11.00 am Approaching Employees

(Slides 27 35)
Reasons for reluctance
Framework for approaching employees working
unsafely
Handling problems
Talking to employees working safely
11.00 am 12.00 noon Workshop/Factory Observations

Practical exercise in the workshop/factory
12.00 12.30 pm
Closing Meeting
(Slides 37- 40)
Reflecting on experience
Preventing injuries
Further steps
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Observing for Safe Practices

List two things you would look for when checking for safety in your area
Spokespersons summary
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Duponts Aspects of Excellence in Safety
ABB Group
Strong management commitment
Working Safety Policy
Integrated Organisation for Safety
Line Organisation Responsibility
Aggressive Safety Goals and Objectives
High Standards of Performance
Supportive Safety Personnel
Comprehensive Injury & Incident reports and investigations
Progressive motivation
Effective Two-Way Communication
Continuous Safety Training
Effective audits/observations
Page 4 of 45
Safety Observations
ABB Group
Focus attention on safety
Show how well safety is understood and applied
Show where safety systems are working well
Help identify weaknesses in systems
Raise awareness of safety issues
Identify where people take risks
Prevent injuries
Page 5 of 45
Iceberg
Fatalities
Medical Treatment
Lost Time In juries
First-Aid Cases
Close Calls with Only Minor Injury Potential

Incidents with Serious Injury Potential
Unsafe Acts/At Risk Behaviours
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Most of the cost is hidden

Direct Costs
DIRECT COSTS
Medical costs
Payments whilst absent
Claims/Litigation
Overtime for absence cover
Insurance premium increases
INDIRECT COSTS
Damaged equipment & goods
Up to 5X as large
Lost production and quality

Production Interruptions/Yield Losses
Damage to Customer Relations &
Public Image
Unplanned time spent reacting to
events
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Hazard Pyramid
Truck trailer moves, driver jumps to ground
and truck rolls over him/her
Truck trailer moves, driver jumps to

ground and breaks leg
1
Fatal
30
Majors
(LWCs and RWCs)

Truck trailer moves, driver jumps to
ground and sprains ankle
Lift truck is driven into truck trailer
and trailer moves
Wheel chocks not in place

at rear wheels of trailer
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300
Recordable Injuries
3,000
Close Calls or First Aid
30,000 Hazards
- Unsafe Acts
- At risk situations
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What is a Hazard?
A HAZARD is something with the potential to cause harm
Definition: an unsafe situation which if not corrected, could result in an injury to
persons or damage to equipment or the environment
Types of Hazards
Hazards come in four basis types:
Obvious unguarded machinery

Potential employee not trained for task
Hidden pressure in lines
Developing deteriorating house keeping
Potential Hazard Exposure
Being struck by moving objects

Striking against objects with excessive force
Contact with harmful materials
Being caught on protruding objects
Being caught in confined spaces
Being caught between moving objects
Falling on the same level
Falling to a different level
Over exertion (heavy / awkward - lifting, pulling, pushing)
Electric Shock
Burns (exposure to hot metal surfaces)
Look for:
Motion moving equipment or plant
Extreme temperatures (hot or cold)
Chemical exposures
Light radiation
Sharp objects
Rolling or pinching objects
Layout of workplace and location of co-workers
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Skills Required
Noticing
Unsafe acts
Safe work practices
Unsafe conditions
Ergonomic risks
Talking about
Safe practices
Unsafe acts
Ergonomic risks
Other safety issues
Gaining commitment
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Page 10 of
Recognising Unsafe Situations

List everything you see as unsafe in each slide.
Slide 1
Slide 2
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Observation Categories
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Reactions of People;
Positions of People and ergonomics;
Personal Protective Equipment;
Tools and Equipment;
Procedures and Housekeeping
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Using the Observation Categories

For each slide make two lists, one of the safe behaviour and one of the unsafe
behaviour or conditions in each of the following observation categories.
Slide 1
Category
Safe
Unsafe
Personal Protective
Equipment
Positions of people
Ergonomic Issues
Tools & equipment
Procedures
Housekeeping
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Page 13 of
Slide 2
Category
Safe
Unsafe
Personal Protective
Equipment
Positions of people
Ergonomic Issues
Tools & equipment
Procedures
Housekeeping
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Page 14 of
Making Quick Safety Observations

For each slide, make lists of the safe and unsafe work practices you see
Safe Practices
Unsafe Practices
Slide 1
Slide 2
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Reasons for Reluctance

List the reasons people are reluctant to approach employees on the job
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When Someone is Working Unsafely
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Observe; then get the persons attention
Comment on what the employee was doing safely
Discuss with employee

o
The possible consequences of the unsafe act
Safer ways to do the job
Get the employees agreement to work safely in the future
Discuss other safety issues of the job
Thank the employee
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Discussing the Unsafe Act

If you comment:
Express your concern
Focus on effects - the body part - not the act
If you question:
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Question to explore
Question to learn - not teach
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Making a Whole Safety Contact

Slide 1
Comment on what the employee is doing safely
Comment or question about what the employee is doing unsafely
Slide 2
Comment on what the employee is doing safely
Comment or question about what the employee is doing unsafely
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Handling Problems
What problems are likely to arise when you approach an employee about the safety
of his or her actions?
How would you handle these problems?
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When Someone is Working Safely
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Start with a positive comment on what you see
Engage the employee in conversation about the job and its safety
aspects, including any safety problems
Thank the employee
Page 21 of
Talking with Employees who are Working Safely

Imagine a man up on a ladder scraping paint off some pipes that run overhead. He
is wearing a hard hat, gloves and goggles. His footing is secure and the ladder is
secured. The area below him is properly barricaded. As you pause, he finishes, puts
his scraper in his carrying pouch, and climbs down using all the required safety
precautions.
Decide what you would say to him first. Then identify two or three questions you
would ask him.
Opening Comment
Questions
1.
2.
3.
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Reflecting on Experience
Reflection Questions
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How did it go
What was easy
What was difficult
What were the reactions of employees
What unsafe acts did you stop
What was the injury potential of each of these unsafe acts
What safety issues did you become aware of
Page 23 of
RESOURCE
MATERIALS
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Page 24 of
Item 1
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KEY POINTS IN BECOMING A GOOD OBSERVERKEY

POINTS IN BECOMING A GOOD OBSERVER
Introduction
To improve safety performance a supervisor must eliminate unsafe acts by observing
them, taking immediate corrective action and following up to prevent recurrence. To
become a good observer, a supervisor must exhibit interest in improving his/her
observation skills and must learn how to observe effectively.
Effective observation includes the following key points:
Be selective
Know what to look for
Practice
Keep an open mind
Guard against habit and familiarity
Do not be satisfied with general impressions
Record observations systematically
Observation Techniques
In addition to becoming a good observer, a person must
1. Stop for 10 to 30 secs before entering a new area to ascertain where
employees are working
2. Be alert for unsafe practices that are corrected as soon as you enter an area
3. Observe activity do not avoid the action
4. Remember ABBI look Above, Below, Behind, Inside
5. Recognise good performance
6. Develop a questioning attitude to determine what injuries might occur if the
unexpected happened and how the job must be accomplished more safely.
Ask, What could happen if.? And How can this job be performed more
safely?
7. Use all senses: sight, hearing, smell and touch
8. Maintain a balanced approach. Observe all phases of the job
9. Be inquisitive
10. Observe for ideas not just to determine problems
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Item 2
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SAFETY OBSERVATION TOUR FORM Safety

Observation Tour Form
Location Observed: ____________________
Time Begun: ______a.m./p.m.
Date of Observation: ____________
Time Ended: ______a.m./p.m.
No. of People Observed: __
CATEGORY A
CATEGORY B
CATEGORY C
CATEGORY D
CATEGORY E
PERSONAL
PROTECTIVE
EQUIPMENT
POSITIONS OF
PEOPLE
ERGONOMICS
TOOLS AND
EQUIPMENT
PROCEDURES
Eyes & Face
__Striking Against
__Posture
__Right for Job
__Ears
__Struck by
__Used Correct.
__Head
__Caught
Between
__Type & Number

of Motions
__Hands & Arms

__Feet & Legs
__Respiratory
System
__Trunk
Category
__Falling
__Temp.
Extremes
__Load Handled
__In Safe Cond.

_ Leads tagged
__Is Standard Pract.

Adequate for Job
Established?
Being Maintained?
__Work Area
Design
_ Ladders
__Tools & Grips
_Crane
operation
_ Permits
_ Risk
assessments
__Elec. Current
__Vibration
__Inhaling
__Temperature
_ Electrical
protection
__Absorbing
__Lighting
_ Scaffold
__Swallowing
__Noise
_ Mobile
equipment
Safety Deviations Observed
_ Isolations
CATEGORY F
HOUSEKEEPING
__Is Workplace Tidy?
FollowUp/Timing
Priority
H (High) = Immediate fix

S (Significant) = 48 Hours
M (Medium) = 7-14 Days
L (Low) = 14-28 Days
OBSERVATION TEAM:_______________________________
_____________________________
__________________________________
_____________________________
cc:
_____________________ ____________________ ______________ _____________
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Safety Observation Tour Form

(continued)
Category
Safety Deviations Observed
FollowUp/Timing
Priority
Commendable Safe Actions Observed
Items for Follow-Up
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When
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Item 3
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A MANAGERS GUIDE TO SAFETY OBSERVATION

TOURS A Managers Guide to Safety Observation
Tours
Safety and housekeeping in your site reflect the standards you are willing to accept;
they will improve as soon as you communicate convincingly that you want them to
improve. The intent of this guide is to help you improve safety and housekeeping by
establishing a personal safety observation tour system.
This guide has five steps:
1.
2.
3.
4.
5.
Observe
React
Communicate
Follow up
Raise standards
OBSERVE
You must get into your area(s) of responsibility every week with one of your direct
subordinates to make a safety observation. You do not have to devote a lot of time to
the observation, and you do not have to conduct a complete tour of an area. If you
have several locations that yo know are trouble spots, concentrate on them first.
Sample one or more portions of an area where you can observe employee work
practices and conditions quickly and effectively. The way you allot time for this safety
observation will reflect your style of managing: some managers elect to take 15-20
minutes each day for this purpose; others choose to make a single observation once
a week, spending 30 to 60 minutes. You need to develop your own system; in fact,
you will only get results if you do develop an observation system and adhere to it. It is
crucial that you do not try to combine a safety observation with other visits to the
area. Your safety observation of an area must be specifically designed to evaluate
safety. Learn to take notes of the things you see.
REACT
The only way you and your site can benefit from your observations is for you to react.
The manner in which you react may well be the strongest single element in improving
the safety climate at your site. Your reaction (or lack of it) tells your organisation what
is and is not acceptable. With the philosophy that all injuries and occupational
illnesses can be prevented, you must display confidence that your site can achieve
high standards of safety.
Specifically, each time you observe an area, building, work site, room, or other
facility, you must ask yourself a question and make a decision: Are all aspects of
safety acceptable? Whenever the answer is no, you should record your reaction
and comments about how the facility deviates from standards. Your standards will not
be static; they will change with time and as you develop more skill in observing.
You must come away from each observation with a reaction:
The operation is acceptable because
The operation is not acceptable because
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The operation has deteriorated because

The operation has improved because
COMMUNICATE
Since you have already accepted the basic principle that safety is a line organisation
responsibility, the next step in your personal safety observation is to communicate
your reaction. Talk with your subordinate who has responsibility for the area you
observed. Stick to the line structure, and do not be casual about this communication.
In order for the contact to be productive, your subordinate must understand that
You observed his or her area
You are pleased (or displeased) with what you saw because of(Discuss
your observations.)
You expect him or her to react to your comments, and more importantly, to
improve the quality and effectiveness of his or her own observation system so
that permanent improvements are made.
You will observe the area again in a specified number of days.
You and your subordinate must understand the implications of these points. If you
expect your subordinate to address certain situations, be sure he or she has the
necessary authority to obtain the resources to appropriately react to your comments.
FOLLOW UP
Follow-up is the magic step for achieving results. You have now spent time
observing, reacting, and communicating. If you fail to set up an effective reminder or
tickler system to enable you to follow up personally and demonstrate that you mean
what you say, your efforts may be wasted. Failure to follow up will give your
subordinates the perception that you do not care and that high standards of safety
are not one of your important priorities.
You must clearly communicate your assessment of the obtained results to your
subordinates. By doing this in an effective, timely manner, you will help them learn to
manage safety more effectively in their area of responsibility.
RAISE STANDARDS
By consistently following the first four steps, you will see steady improvements in
safety and housekeeping at your site. Part of the challenge will be to keep raising
your standards and providing the leadership necessary to continue to make progress.
First, solve the gross problems, then begin to fine-tune your safety and housekeeping
efforts.
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Item 4
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Page 33 of
THE SAFETY OBSERVATION TOUR EFFORT Ideas For

Your Safety Observation Tour Effort
Describe your safety observation tour to everyone. Include discussion of the

following:
Advantages
Iceberg concept
Proactive, no disciplinary nature of observations
Commendable safe actions
Involvement at all levels
Learning not blaming
Approve and implement an observation tour schedule that

includes all management and supervision.
Ensure that observations tours are for safety only. Do not

combine them with other visits in your department.
Emphasise that observation tours must focus 100 percent

on people. (Inspections focus on equipment and conditions.)
Agree on formal observation tour frequency (once per

week per member of management and supervision).
Agree on length of observation tours (15 to 45 minutes).
Agree on an observation tour form and consider listing

commendable safe actions observed in addition to unsafe actions (without
names).
Conduct 90 to 100 percent of observation tours with

someone (boss, subordinate, peer, employee, contractor). Conduct most
observations in your department, but some on other departments with their
landlord supervision.
Conduct observation tours on all shifts where your
employees work.
Determine the best way to communicate observation tour

results. Request feedback on actions taken to change behaviour.
Ensure that the safety person conducts regular,

independent, monthly observations in all departments and compares the
results with supervisions results. The safety person should also conduct
weekly observations with senior management.
Have the safety person establish an analysis system and

train departments to use it so they can eventually analyse their own
observations.
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Consider trending observation results after 6 to 12 months.

Page 34 of
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Avoid misuse of your safety observations (see page 33).
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Misuse of Safety Observation Tours

While effective safety observation tours are a key to improving safety performance,
the following represent the misuse of safety observation tours.
Only supervisors conduct the tours
No follow-up or record of participation
No employee involvement
Little interest from or involvement by higher management
Use of cops and robbers approach
No communication of results to employees
Lack of discussion between management levels
No follow-up to correct problems or change behaviour
Use of results for disciplinary purposes
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SUGGESTED SAFETY OBSERVATION TOURS SCHEDULE
Management Group
SOT
Per Annum
Corporate & Group Services
1 per month
(12)
BA / BU Managers
2 per month
(24)
Site / Project / Production Managers
4 per month
(48)
Front Line Supervision
4 per month
(48)
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Safety Observation Tour Process Flow

Start
Arrange site and

time of tour with
site / area
personnel.
Debrief with site

team (inc. site
manager)
Enter required tasks

into site database include completion
dates
Select area of site

for tour.
Select personnel
to accompany tour
(if required)
Take copy for self.
Briefing of self and

team - revise SOT
checklist.
Set follow-up date

in personal diary.
Carry out Safety

Observation Tour
(SOT)
Follow-up on due
date
Unsafe
behaviour/act
noticed?
Good
behaviour/act
noticed?
Are all due

tasks
complete?
Yes
Yes
Yes
Stop work.
Give positive
feedback on the
spot.
Sign off on original

SOT proforma
No
Make required
changes to
behaviour or
process.
Review resources
required and
advice needed.
No
Assess reasons
why not complete.
End
No
Can work
recommence?
Yes
Capture comments
on proforma after
SOT.
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Item 5
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Page 39 of
DEFINITIONS OF UNSAFE ACTS AND CONDITIONS

Definitions Of Unsafe Acts and Conditions
A regular observation program is essential to an effective safety effort. Yet many
individuals new to observations find the terms involved confusing. The following
definitions will help these observers understand the terms unsafe act, unsafe
condition, and incident.
UNSAFE ACT
Unsafe act is conduct (whether witnessed or not) that unnecessarily increases the
likelihood of injury, violates established safety rules. Or is contrary to expected
conduct. Employees unsafe acts show poor safety attitudes and indicate a lack of
proper safety training. Studies show no significant correlation between the frequency
of unsafe conditions and injuries; however, there is a correlation between the
frequency of unsafe acts and injuries.
An unsafe act
1. Offers injury potential to the employee involved and may expose other people
to injury.
2. Could be a violation of either and established safety rule or procedure, or of
an unwritten rule of common sense or good judgement.
3. May not have been previously recognised as presenting injury potential, and
may violate no applicable existing rule or procedure.
4. Need not be limited to a specific job.
5. Can be an action or indication that my lead to an accident or injury if not
corrected.
Examples of Unsafe Acts
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An employee not wearing eye protection while using a portable grinder

(injury potential to self).
An employee observed throwing lumber from the second floor to the

ground with the ground area not roped off (injury potential to others).
An employee working on equipment not properly locked out (violation

of established rule).
An employee walking in front of a moving car (violation of commonsense rule).
An employee exposed to chemical vapors of unknown hazard and

unknown concentration (hazard not recognised by supervision and no
specific rule).
An employee jumping off a loading platform (unsafe activity not related

to specific job).
Page 40 of
An acid tank car overflowing, and the loading operator not present
(consequences of unsafe act).
A screw conveyor being operated with guards removed (evidence of

prior unsafe act).
Lack of safety washers on grinding wheel (deficiency created by

inaction of an employee).
Recently inspected electrical equipment with exposed high-voltage

terminals (deficiency created by inaction of an employee).
A drum of waste materials obstructing a safety shower (blocked

emergency facilities).
Blocked safety equipment or emergency facilities (blocked emergency

facility).
Tools or equipment left on stairway, ladder, or platform (injury potential

if not corrected).
Hoses or electrical cords across an aisle or throughout the immediate

work area (evidence of anothers unsafe act).
Tools or equipment being used that are bad state of repair (violation of
unwritten safe practice).
Use of the wrong tool for the job (inadequate training).
UNSAFE CONDITION
An unsafe condition is a condition, not directly caused by the action or inaction of one
or more employees in an area that may lead to an incident or injury if uncorrected. It
may be caused by fault design, incorrect fabrication or construction, or inadequate
maintenance and subsequent deterioration. The key point that differentiates unsafe
conditions from unsafe acts is that unsafe conditions are normally beyond the direct
control of employees in the area where the condition is observed.
Examples of Unsafe Conditions
A corroded guard with jagged edges.
A washout area near a walkway.
An inoperative drawbridge platform at a car-loading spot.
Improper illumination or ventilation.
INCIDENT
An incident is an unexpected event that results in injury or damage. An incident may
be caused by carelessness, unawareness, ignorance, or a combination of causes. It
may not be due to any fault or misconduct on the part of the injured person or
persons.
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Item 6
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SEVEN KEYS TO EXCELLENCE IN SAFETY

SUPERVISION Seven Keys to Excellence in Safety
Supervision
1. Set the example of excellence by your actions
Supervisors set the pace and greatly influence employees interest in safety
and health by their actions. Supervisors actions, not their words, reflect their
commitment to safety excellence. Supervisors examples should reflect
sincerity, alertness, and drive toward excellence. Some specific suggestions
follow.
Observe all safety and health rule and safe practices on and off the job.
The supervisor who always observes safety rules and good practices,
regardless of personal convenience or apparent good reason, sets the
example that rules and procedures are important and must be followed at
all time.
Wear personal protective equipment where required or suggested.

Wearing personal protective equipment is a good way to sell the practice
and to demonstrate that this precaution is the intelligent option. This
suggestion is valid even when the supervisor is not exposed to the same
degree of hazard as the employees.
Discuss some aspect of safety and health with your employees daily.
By discussing safety regularly, the supervisor makes safety a routine part
of each days activities and demonstrates personal interest in it.
Be enthusiastic about safety and health and set high standards.

The enthusiasm that the supervisor displays will generate enthusiasm in
employees. Setting standards that lead to a continually increasing level of
safety provides challenges for employees.
Give safety and health equal priority among your problems.

Never let quality, production, or cost considerations compromise safety.
2. Know the operation.

To appreciate and evaluate fully the safety hazards involved, supervisors
need to understand thoroughly the operations for which they are responsible.
Machine data and knowledgeable personnel, such as experienced
supervisors, operators, technicians, engineers, design engineers, and
equipment vendors, are useful sources of information.
3. Be alerts for opportunities to increase the level of safety in your area.
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Page 44 of
Be alert as you walk through your area. You may discover and be able to
correct hazards or practices that might otherwise cause injuries.
4. Observe often; observe intelligently.
Working safely can be achieved through the recognition and elimination of
unsafe practices and unsafe conditions. Safety observations help identify
these situations. Although some observations can, and should, be made by
the safety section and management through the safety audit program, there is
no substitute for observations made by the supervisor. Including hourly
employees in the observations is one way to involve them in the program, to
improve work practices, and to show them that they have a part in the safety
effort. Including them also gives the supervisor a chance to illustrate the
standards of performance that are expected.
5. Take effective corrective action.
To be of value, the supervisors observations in the field must be translated
into effective corrective action, either by additional training or other behaviourmodifications techniques. Employees must understand that although
correction of an unsafe practice is in itself a matter of discipline, it is, more
importantly, also a step toward continually improving safety performance.
Correction must be timely to be effective. Details of the observation will be
fresh in everyones mind, and the impression of procrastination or indecision
will thereby be avoided.
6. Maintain discipline.
When responsible levels of performance are not met, and not extenuating
circumstances exist, disciplinary action may be in order. Such action should
be as consistent and as equitable as possible to keep resentment to a
minimum. The objective should be the improvement of performance.
Disciplinary procedures are established at most locations in accordance with
local requirements. They may include verbal contact, written reprimand,
probation, time off with or without pay, and even discharge, depending upon
the nature of the offence and the previous record of the offender. Safety
offences are performance factors, and discipline should follow the same
guidelines used for other performance offences.
7. Know your employees and involve them in your programs.
A persons ability to perform a specific job depends upon his or her education,
training, experience, and general capabilities. To achieve safe, efficient
performance, the supervisor must know these characteristics when planning
job assignments and training programs. Involving employees in the planning
and execution phases gives them a sense of ownership in the program.
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ABB Sustainability Workbook for Safety Observation Training

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SOT Participants Workbook

Safety Observation Training

10.00 am 10.30 am Morning Tea

10.30 am 11.00 am Approaching Employees

11.00 am 12.00 noon Workshop/Factory Observations

SOT Participants Workbook

Observing for Safe Practices

SOT Participants Workbook

Duponts Aspects of Excellence in Safety

Strong management commitment

Working Safety Policy

Integrated Organisation for Safety

Line Organisation Responsibility

Aggressive Safety Goals and Objectives

High Standards of Performance

Supportive Safety Personnel

Comprehensive Injury & Incident reports and investigations

Effective Two-Way Communication

Continuous Safety Training

SOT Participants Workbook

Focus attention on safety

Show how well safety is understood and applied

Show where safety systems are working well

Help identify weaknesses in systems

Raise awareness of safety issues

Identify where people take risks

SOT Participants Workbook

Lost Time In juries

Close Calls with Only Minor Injury Potential

SOT Participants Workbook

Most of the cost is hidden

Lost production and quality

SOT Participants Workbook

Truck trailer moves, driver jumps to

(LWCs and RWCs)

Wheel chocks not in place

SOT Participants Workbook

Obvious unguarded machinery

Potential Hazard Exposure

Being struck by moving objects

SOT Participants Workbook

Safe work practices

Other safety issues

SOT Participants Workbook

Recognising Unsafe Situations

SOT Participants Workbook

Positions of People and ergonomics;

Personal Protective Equipment;

Tools and Equipment;

Procedures and Housekeeping

SOT Participants Workbook

Using the Observation Categories

Tools & equipment

SOT Participants Workbook

Tools & equipment

SOT Participants Workbook

Making Quick Safety Observations

SOT Participants Workbook

Reasons for Reluctance

SOT Participants Workbook

When Someone is Working Unsafely

_______ _