6 BBS Reading Material by DR HL Kaila

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BEHAVIOUR BASED SAFETY (BBS) IN ORGANIZATIONS
Behaviour Safety is a statistically meaningful improvement of the Safety

Performance in the Workplace. BBS in practice would mean to train and
actively involve each employee/workman at workplace to appreciate safe
behaviours as well as correct unsafe/at-risk behaviours of their fellow
employees on daily basis so as to create a safe environment. Behavioral
safety is a medicine to provide safe workplace to its employees. It’s new
generation safety culture. BBS is insurance towards safety. The first
beneficiary is the safety department which gets so many BBS trained
observers by implementing BBS across the plants in the organization.
A chief safety objective of every plant is to achieve zero accident which can
be fulfilled by targeting Zero Unsafe Behaviour. We can accomplish this
objective if we train every workman / employee on the concept and process
of behavioral safety. Before training of employees across the organization,
first we need to sensitize or promote the concept of Behavior Based Safety
(BBS) among the Heads of Departments, and front-line managers.
“Before BBS implementation, safety was like a police inspection. BBS

training has improved communication of officers and also attitude of
workmen towards safety. People are getting involved in BBS. The internal
lead trainers of BBS programme have worked very well, as they know the
job processes”, the trained team members of an organization.
Need for BBS

Research and field experience indicate that:
1. Almost 100% of the accidents are due unsafe human acts or
behaviors. Unsafe conditions are also the result of unsafe behaviours;
2. 50% of the unsafe behaviors are noticeable at any plant at any given
point of time;
3. 25-30% of safety awareness is lacking among employees which gets
reflected in their unsafe behaviors;
4. Unsafe behaviors are at the core of any near misses, injury, accidents.
If we control unsafe behaviors, we may not even have near misses.
So we need to focus our efforts on unsafe and safe behaviors in safety.

BBS secret of success is that the safety control is in hands of each
employee, they feel empowered and responsible.
Author: Dr Kaila HL Page 1

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BBS is OHSAS Compliance
OHSAS 18001:2007 document includes in OH&S management systems: Participation

and consultation section 4.4.3.2: that the organization shall establish, implement and
maintain a procedure(s) for: a) the participation of workers by their appropriate
involvement in hazard identification, risk assessments and determination of
controls.
OHSAS 18001:2007, clause 4.3.1 (Planning Hazard identification, risk assessment and
determining controls) reads that the organization shall establish, implement and maintain
the procedure(s) for hazard identification and risk assessment that shall take into account:
c) human behaviour, capabilities and other human factors.
OHSAS 18001:2007, clause 4.4.2 (Competence, training and awareness) reads that the
organization shall establish, implement and maintain a procedure(s) to make persons
working under its control aware of: a) the OH&S consequences, actual or potential, of
their work activities, their behaviour, and the OH&S benefits of improved personal
performance.
BBS process has included the OHSAS 18001:2007 compliances on human factors in its
training applications. Behavior Based Safety would help organizations implement
OHSAS 18001:2007 clauses as above. BBS approach enables the participation and
involvement of workers in hazard identification, risk assessments and determination of
controls; and BBS also makes workers aware of their unsafe as well as safe behaviours.
BBS would help maintain an account of human behaviour in terms of percentages of
unsafe and safe behaviours of workers month-on-month basis.
BBS shall facilitate implementing the above three clauses of OHSAS 18001:2007.
BBS Training Objectives:

This workshop on BBS would provide exposure and experience to the BBS Concepts;
Observation and Feedback processes; and implementation of BBS in an organization. The
workshop shall focus on providing an in-depth sense of understanding and application of
the concept and process of behavior based safety concerned about correcting unsafe
behaviors for reduction of accidents and promoting safe behaviors for developing injury-
free culture in their organizations.

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BBS Lead Trainers 4-days Workshop Contents

Agenda: 10 am to 5 pm everyday
Day 1
10am –11am Inauguration and Introductions
11am –12pm Concept of Behaviour Based Safety, Zero accidents vs. zero unsafe behavior,
12pm – 1pm Attitude & Behavior Change, BBS vs. OHSAS, Methods to achieve safe behavior
1pm – 2pm Lunch (group photograph, BBS plantation)
2pm – 3pm Observation Visit and analysis, Observers’ eight P behaviours, Screening BBS film
3pm – 4pm Observation and Feedback process, Six stages of human change process
4pm – 5pm Measurement of safe & unsafe Behaviors, 0bserver and observee profile,
Participants’ learning assessment & queries
Day 2
10am – 11am Creating BBS trainers inside organization, observers skill development exercises
11am – 12pm Road Map: Implementing Behavior Safety across organization
12pm – 1pm Explaining BBS Banners, screening BBS film and discussion
1pm – 2pm Lunch
2pm – 3pm Formation and roles of BBS Steering Team
3pm – 4pm Observation Visit and analysis
4pm – 5pm Experiential learning of BBS trained observers, Observers’ test of excellence,
Day 3
10am – 1pm Developing and discussing BBS training module for Lead Trainers
1pm – 2pm Lunch
2pm – 3pm IT enabling the BBS Observation checklist, Observation Visit to the plant
3pm – 5pm analysis of safe & at-risk behaviours, feedback and discussion,
Day 4
10am – 1pm Practice & Validation of BBS training module by Lead Trainers
2pm – 5pm Incorporating feedback/ corrections in the training module of Lead Trainers
Training Participants:
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The workshop is intended for Directors / Top Management, Sr. Managers, Functional /
Front-Line Managers, Supervisors and Union Representatives as well as EHS
professionals and auditors. For Workmen / Contract Workers, the workshop can be held
in Hindi language. A minimum of 30-50 participants are required per workshop.
What Behavioral Safety Training Does?
BBS is one of the best and latest safety approaches. BBS is process of repeatedly going to
an employee and making random observations till he reaches safe behaviors and learns
the concept of self-observation and observing others for safe performance. Eight aspects
that behavioral safety takes care of in order to prevent unsafe behaviors and promote safe
behaviors are:
1. PPE
2. Housekeeping
3. Using tools and equipment
4. Body positioning / protecting
5. Material handling
6. Communication
7. Following procedures
8. Visual focusing
9. Use of mobile at work
With the help of a checklist, BBS trained observers create data on the above 9 critical
behaviours to guide their observations. Each observer observes at least one of his co-
workers daily. This way safety becomes a daily reminder which in essence builds safety
culture. We can almost daily check an increase or decrease in unsafe and safe behaviors
by creating this data base.
BBS emphasizes that employees need to take an ownership of their safe as well as unsafe
behaviors. If they behave unsafe, they are not punished, instead they are repeatedly told
to correct; and when they behave safe, they are encouraged. Both unsafe and safe
behaviors are counted and displayed. BBS also discusses the unsafe conditions that
influence unsafe behaviors.
BBS is a data driven decision-making process. BBS believes that what gets measured
gets done and each employee can make a difference in organizational safety. Employees
are the basic source of expertise of behavioral change (observe and correct). BBS begins
by briefing sessions for all work areas and depts. BBS is a teamwork; it is company wide,
and people driven. BBS purpose is not to enforce safety rules, force change, gossip about
others, reporting to boss. Its purpose is to identify safe and at-risk behaviors, identify
possibility for injury, communicating the risk, and helping to identify safer solutions. An
implementation team or BBS steering committee monitors its progress. Essentially BBS
is not a management driven tool for safety. It’s an employee driven approach with
management support.

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Highlights of BBS
These highlights include different features of BBS, which will help us understanding the
concepts and processes involved in BBS. This section is organized in three aspects of
BBS as below:
a. BBS Concepts
b. Observation and Feedback process
c. BBS implementation and Steering committee
BBS Concepts
1. Actively caring of unsafe and safe behaviors leads to improved safety behavior.
2. Listening, praising, group problem solving, and celebrating safety achievements
can increase actively caring behaviors.
3. Attitude and behavior link is weak. What we teach does not necessarily get
converted into behavior.
4. Attitude is internal, refers to thinking and realization; whereas behaviour is
external, observable, and an active experience.
5. BBS addresses individual and social dynamics for safety.
6. BBS does not substitute or replace process evaluation, incident analysis, or
environmental solutions. When at-risk behaviours are identified, the comments
are made on the environmental factors that reduce or prevent such behaviors.
7. BBS effects can be seen by measuring safety climate or awareness before and
after its implementation for understanding change in safety performance.
8. BBS finally needs customized approach as per needs of your organization.
9. BBS follows DO-IT: define, observe, intervene and test.
10. BBS has shown positive results in terms of safe behaviour and reduction in
accidents rates across industries and countries.
11. BBS increases safe behaviours and reduces injuries, illnesses and related financial
costs.
12. BBS involves a process of observation and feedback, a system of collecting,
analyzing and dissemination of data, and a proactive approach of management
support.
13. BBS is ‘actively caring’: it’s beyond the call of duty for safety for self and others.
14. BBS is “safety for each other”.
15. BBS is a continuous process till you intend to prevent unsafe behaviors at
workplace.
16. BBS is a peer-to-peer learning of safe behaviours.
17. BBS is a process of determining progress in reduction of unsafe behaviours.
18. BBS is more than safety regulations.
19. BBS is not magic. It’s a gradual process.
20. BBS is not punishment or disciplinary action or focusing on incident rate, or
personal prejudice, or top-down implementation. It’s a praise, encouragement and
reinforcement of safe behaviors.

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21. BBS is not a top-driven but bottom-up approach.

22. BBS is one of the best and latest safety approaches that will help you increase
safe behaviors and decrease unsafe behaviors in your organization if applied with
full commitment of everybody.
23. BBS is to ultimately develop concern for each other’s safety at the workplace and
developing empathy for each other.
24. Behavior is a transaction of person (attitude, personality) and environment
(management systems, organizational climate). Total safety culture requires
attention to these three areas; actively caring improves all these three.
25. BBS is by the people, of the people and for the people. It is based on the
established principles of behavior theory in Psychology.
26. Principles of BBS are based on research and an established theory.
Observation and Feedback process

27. BBS is process of repeatedly going to an employee and making random
observations till he reaches safe behaviors and learns the concept of self-
observation and observing others for safe performance.
28. BBS is to collect observation data on specific safe and unsafe behaviors by
department, date, month and time.
29. BBS trained observers monitor safety behaviors on regular basis.
30. Behavior change precedes attitude change. We experience behavior change, and
then re-adjust our attitude.
31. BBS is BOFP i.e. Behavior Observation and Feedback Process.
32. Behavioral change brings ‘attitudinal change’, not necessarily vice-versa, so focus
on behavior observation and feedback process.
33. Critical behaviors can be listed in checklist based on previous accident and injury
records and also by brainstorming.
34. Different observers will notice different safe and unsafe behaviors, which is why
employees need to observe each other.
35. Establish observation routines and continuously improve safety process.
36. Feedback can be on-the-spot and graphical feedback, and also weekly / monthly
briefings are given.
37. Feedback is an interaction based on genuine concern; let us not doubt our own
attitude in giving and receiving feedback, it provides insight into our own
behaviors.
38. Feedback is to be given one on one, immediate, specific behavior to be reinforced,
appreciate safe behavior to set example.
39. Observer-observee relationship is a win-win process in which both develop.
40. In Hindi language, BBS is all about dekho (observe) and bolo (converse) with
sensitivity and concern.
41. Individual name of an employee is not recorded in the BBS checklist.
42. Observers target observable safe and unsafe behaviors of co-workers.
43. Behavioral feedback is more effective than cognitive feedback.
44. Observation and coaching may take some time to be accepted by co-workers.
45. Observation and feedback skills improve with practice and by using checklist.

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46. Observation sampling should be undertaken randomly (not on fixed timings)

throughout week.
47. Observational comments: wrong tool used, instead say which tool needs to be
used and why.
48. Observe both safe and at-risk behaviours and use detailed comments for problem
solving, follow up etc.
49. Observe in team of two (new observer with veteran observer).
50. Observers provide feedback on safe and unsafe behaviors to an observee as per
completed checklist.
51. Observers provide immediate feedback for correction of behaviors.
52. Safety coaching fosters open communication about safety.
53. Safety coaching serves as constant reminder for workplace safety.
54. Safety observer / coach in every department may use different critical behaviors
(use of PPE, body positioning, use of tools) on checklist, and coaching process
(problem solving, follow up).
55. Some characteristics of BBS observer are: concern for others, self-initiation for
correcting the observee, developing mutual insight on safe behavior, transforming
the observee for self-observation on safe behavior.
What does a BBS observer gain from actively caring?

An actively caring (listening, praising, acceptance) is one of the significant aspects of
BBS, one needs to understand what does a BBS observer gain from actively caring? Here
are some responses of the BBS training participants:
 Positive safety culture;  Fearlessness;
 Increase in production;  Actively care;
 Job satisfaction;  Feeling to help;
 Love and affection;  Joy; Confidence;
 Bonding;  Openness;
 Ownership;  Decrease in unsafe acts; and
 Teamwork;  Positive response
All the above responses clearly indicate that BBS helps in building positive safety culture
in an organization.
Some Problems in observing and giving feedback:

1. Handing over checklist to observee and asking him to do the job;
2. Only observing, not giving feedback;
3. Two observees may not agree with each other;
4. Observer may not allow an observee to speak;
5. Comments column kept blank;
6. Only criticism, not appreciation;
7. Inadequate time for BOFP;
8. Observee behaves smarter, did not accept observer.
9. Observer is not ready to take feedback on the quality of his observations from the
observee.

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Reasons on why a BBS observer may fail in observation and feedback process:
 An aggressive way of responding
 Giving feedback in front of others.
 He himself not following SOP.
 Improper communication.
 Incorrect way to pass feedback.
 Lack of cordial relations.
 Lack of knowledge about the job of an observee.
 Lack of patience to correct an observee.
 Lack of responding skills.
 Mentioning person instead of unsafe behavior.
 No proper follow up.
 Personal grudge.
 Superiority complex.
 Unable to convey that we are concerned about injury free culture.
While taking care of the above points, a BBS observer should not formalize too much
on the observation and feedback process; he should not dominate. An observer should
be flexible and sensitive enough to interact with an observee.
BBS observer requires the following interpersonal skills during feedback process
to the observee:
Building Trust
Managing ones’ ego
Having Patience in changing Behaviour
Light Humor to ensure smooth positive interaction
Mutual Listening
Creating Human touch in conversation
Energetic presence, being Active not passive
Becoming a Friend not boss
relaxing from personal stress
The above interactive workshop will help in self-development so that the

observers can conduct BOFP effectively through active caring.

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BBS implementation and Steering committee
BBS is by the people, of the people and for the people. It is based on the established
principles of behavior theory in Psychology. The implementation of behavioral safety
project gets started with every department the day after they complete one day training on
BBS. The concept and process of BBS has quick application and easy to be understood
by people at every level. Every department can produce a graph of unsafe and safe
behaviors of their workmen every week, every month. So one can compare the decrease
in unsafe behaviors and increase in safe behaviors month by month. Every quarter of the
year, all the departments can be compared on unsafe and safe behaviors of their workmen
or operators.
56. BBS Implementation problems include lack of work force buy-in; unsafe
behaviors not defined with precision; accident records / near miss injuries not
analyzed properly for targeting accident causing behaviors.
57. Remember that there is no best approach. BBS can be customized.
58. BBS needs to be integrated as an organizational system. It’s a new initiative, new
emphasis and new direction on safety.
59. BBS secret of success is that the safety control is in hands of each employee, they
feel empowered and responsible.
60. BBS should have pre and post measures of safety awareness levels of employees
in all departments through Safety Awareness Survey in order to compare its
effects before and after implementation.
61. BBS speed of success depends upon existing injury / accident rate and readiness
to implement it. BBS success depends upon a strong steering team, which clearly
defines its roles and responsibilities.
62. Every month the department that shows highest percentage of safe behaviours is
suitably rewarded.
63. Behavioral safety management support and leadership of first line and senior
managers can be measured quantitatively.
64. Implementation team / steering committee routinely monitor the progress of BBS.
65. In the long run, BBS is cost effective as it reduces accidents, which actually cost
huge.
66. Initially BBS can be implemented in one or two departments and then introduce
to other departments.
67. It requires a steering committee comprising of a senior manager, a front line
manager and about ten of BBS trained safety observers.
68. It’s an employee movement on behavioral safety with support and commitment of
management.
69. Managers allow observers time to conduct observation tours, conduct feedback
session, and organize data analysis to display, without which BBS will fail.
70. People are asked to volunteer to either become observers or be a part of steering
team. These people carry out responsibilities / duties.
71. Researches indicate that BBS has reduced 40-75% accident rates within six to one
year of its implementation.

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OBSERVERS CHECKLIST OF BEHAVIOURS TO GUIDE OBSERVATION TOUR
OBSERVER _____________________ DATE__________
DEPARTMENT / JOB__________________ TIME___________
BEHAVIOUR CATEGORIES No. of Safe No. of At-Risk No. of corrections

Behaviours Behaviours/ of At-Risk
Behaviours
PPE
Using PPE e.g. eye glasses, hearing
protection, gloves, hard hat…
Housekeeping
Work area maintained appropriately, e.g.
trash and scrap picked up, no spills,
walkways unobstructed, materials and
tools organized…
Using tools and equipment
Using correct tools for the job, using
tools properly, and tool in good
condition…
Body positioning / protecting
Positioning / protecting body parts, e.g.
avoiding line of fire, avoiding pinch
points…
Material handling
e.g. body mechanics while lifting,
pushing and pulling, use of assist
devices…
Communication
Verbal and non-verbal interactions that
affects safety…
Following procedures
e.g. obtaining, complying with permits,
following SOPs, lockout, tag-out
procedures…
Visual focusing (attentiveness)
Using mobile while working
Total =
Remarks/unsafe conditions/barriers:

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Some Problems in developing BBS checklist

There are some problems in developing checklist, and in observing and giving feedback.
The participants (N=100) who attended BBS training pointed out as below:
1. Behavior categories not mentioned;

2. Checkpoints not mentioned in behavioral terms such as using, avoiding;
3. Some behavior categories could have been clubbed such as work area and
housekeeping, body mechanics and ergonomics;
4. Checklist not appropriately developed, some behavior categories ignored.
What Problems Do You Foresee When You Implement BBS In the organization?
Responses of BBS trainees (N=350) are as under:

 Overstressed: the observer may feel that their workload has increased.
 What will I get? The observer may feel that what he would get in return.
 Whether observee will take in right spirit?
 Fear of workers’ buy-in to BBS;
 Taking advantage of BBS – not doing regular work;
 Remove existing unsafe conditions first;
 Integrating BBS with other committees in organization;
 Manpower / extra-time for BBS;
 Huge documentations;
 Interpersonal communication; and
 Launching problem in introducing BBS.
The following action plan is desirable in launching BBS

Structuring BBS at workplace follows 4 steps as below:
1. BBS project leadership by top /senior management who require training on BBS
concept and implementation plan of action
2. BBS steering team which requires its functions training
3. BBS observers who require practical training
4. Observees who require awareness training on BBS
Responsibilities of steering committee:
5. Develop checklists;
6. Selection of areas / depts. for Behavior Observation and Feedback Process;
7. Develop timetable;
8. Documentation, analysis and display;
9. Review to determine BBS progress in the organization;
10. Allocate time for BBS observations and meetings etc.
11. Cut-off date for launching BBS

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Ten Expectations of BBS Training Participants

 We want to be # 01 in accident prevention;
 How do we correct human behavior?
 How behaviour is important in safety?
 How do we change attitude and behavior?
 How do we analyze safe behavior?
 How to implement BBS?
 How to find unsafe behaviour?
 How to make workers understand safety?
 Can safe behavior be measured?
 How to sustain ‘safe behavior’ is a challenge?
Some Responses of BBS training participants (N=350):

 BBS will increase interaction among workers.
 ‘It has added to my knowledge as safety professional’ – a safety officer.
 We can implement BBS on day-to day basis at workplace.
 Maximum employees must take BBS training.
 Involving all employees shall benefit.
 BBS training makes participants as mini counselor.
 One-day appreciation training programme for senior managers would help in
implementing BBS.
An Indian Experience on Behavior Based Safety

So far BBS India in the past 15 years has conducted nearly 300 BBS workshops in Indian
locations in its diverse sectors. Every organization has introduced and customized BBS as
per their cultural background. Some organizations first exposed their senior management
to BBS concept, process and implementation; and then taken down the levels. Others
have started off with bottom level employees and contract workers. Whereas some other
organizations exposed their middle management and non-management employees
together. At some places, organizations have introduced ‘train the trainers’ programme
and then these in-house trainers have trained other employees in various departments.
Practically one day BBS workshop in organizations has helped the participants to know
the concept, process and implementation. Next step would be to identify BBS observers
and then train them thoroughly on the Behaviour Observation Feedback Process.
Practically 20% of employees in each department would be trained as BBS observers. A
one day review after a month by the BBS master trainer helps refining the process.
Enthusiastically BBS starts giving results very quickly. Forming an in-house BBS core
committee has been useful in coordinating BBS activity and progress.
BBS has shown positive results in terms of reducing unsafe behaviors, promoting safe
behaviors and creating safety culture in Indian organizations. BBS has provided better
accident prevention practices than before. BBS exposure to employees has been an
enriching and refreshing experience on understanding the fact that in order to prevent
near misses at workplaces, we need to tackle first unsafe / at-risk behaviors through BBS
approach. With the inclusion of behavior aspects in the OHSAS 18001:2007 as safety
compliances, Indian organizations have taken BBS seriously in its training applications.

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Critical Behaviors Responsible For Accidents
The existing data of a company indicated that beside other factors, the major
reason for the incident occurrences happened due to not following safety
procedures (32.88% and 57.89%) i.e. LOTO, SOP, work permit system.
Year 2013-14
Critical Behaviours Occurrence %
PPE 11 7.53
Housekeeping 10 6.85
Using Tools & Equipments 20 13.70
Body Positioning 7 4.79
Material Handling 6 4.11
Communication 1 0.68
Following Procedures 48 32.88
Visual Focusing 34 23.29
Use of Mobile at Work 1 0.68
Others 8 5.48
Total 146 100.00
Year 2014-15
Critical Behaviours Occurrence %
PPE 1 5.26
Housekeeping 1 5.26
Using Tools & Equipments 1 5.26
Body Positioning 2 10.53
Material Handling 1 5.26
Communication 0 0.00
Following Procedures 11 57.89
Visual Focusing 2 10.53
Use of Mobile at Work 0 0.00
Others 0 0.00
Total 19 100.00

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In addition to the above, the experienced managers from different sites

identified Common Accident Causes that have rooting to behaviours were as
follows:
o Taking Shortcuts
o Being Over-confident
o Starting a Task with Incomplete Instructions
o Poor Housekeeping
o Ignoring Safety Procedures Mental Distractions from Work
o Failure to Pre-Plan the Work
Questions that are asked by the managements before BBS launch:
1. How to select observers?

2. How to launch BBS?
3. Are there any implementation problems?
4. How to form and who should form a steering committee?
5. Is separate training necessary for observers on interpersonal
skills?
6. Is separate training required for steering committee on their
roles and responsibilities?
7. Does an observer require a badge on his chest?
8. What should be the title for BBS project?
9. Who should be an observer?
Some names for BBS Project:

1. Behavioral safety project (BSP)
2. Best safety project(BSP)
3. Brother to brother safety(BBS)
4. Peer to peer safety(PPS)
5. Bhai Bandu Surksha (BBS)
6. Best Surksha Marg(BSM)
7. Dekho bolo surksha(DBS Project)
8. Unsafe to safe project(USP)

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9. ‘safety for each other’ Project

10. Near-miss to never-miss project

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Outcomes of BBS implementation
(Where BBS is introduced such as Vedanta, L&T, IOCL locations, India Glycols, GAIL,
Paradeep Phosphates Ltd, Bayer CropScience, Aarti industries, Sarda Energy& Minerals)
1. Behavioural trends on an average across companies is 72% of safe behaviours; at-
risk behaviour of 28%% and at-risk behaviours corrected is 2% by each observer.
2. The number of safe behaviours has increased from 60% up to 96% within 6
months of launch of BBS.
3. The number of observers has also increased every month.
4. The number of unsafe conditions and unsafe behaviours has drastically gone
down.
5. BBS has been recommended to other locations of the company with an
introduction of BBS in one location.
6. The management commitment for safety has gone up due to involvement.
7. Safety has become a real line function due to BBS approach.
8. The incident reporting is not there from locations where BBS is implemented.
9. There is a significant decline in Near miss and injuries.
10. There is an increased reporting of unsafe behaviours.
Conclusion
Engineering solutions have been achieved to a great extent in organizations but
behavioral engineering in managing safety is a lot more challenge to learn.
To reduce accidents, the managements have taken safety interventions such as risk
assessment, suggestion scheme, training, safety committee, auditing, motivational
programmes (quiz, award, incentives), SOPs, plant inspection, work permit system etc.
Most of these safety management systems have aimed at controlling unsafe conditions,
whereas 80-95% of accidents are triggered by unsafe acts or behaviors.
People behave unsafe because it saves their time and effort (taking short cuts or not using
PPE). Environmental solutions don’t work as effectively as people may remove guards
and work in bad housekeeping. Punishment may lead to positive or negative effects.
Attitude change does not help much, as it does not really convert into behavior. So BBS
can be tried for better safety results. BBS is based on stimulus response (S-R) theory
which assumes that unsafe behavior to be changed and safe behavior to be reinforced
require repeated external stimuli which is provided through BOFP.
BBS underlines that take active responsibility for safety of each other. Target observable
behaviour, focus on positive consequence we expect to receive i.e. change unsafe to safe
behaviour; monitor behavioral trends of each individual or group everyday / week /
month in order to understand percentage of safe and at-risk behaviors across departments
during the years.

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BBS is a qualitative approach towards industrial safety which brings quality change
among employees’ attitude towards safety. It creates an army of safety implementers in
the organization.
In case, PPE are not being used by 50-60 percent of employees, it’s an unsafe behaviour;
but it’s also a system failure, as it does not take action against violation of non-use of
PPE. Total safety culture encompasses that safety mechanisms are in place and active,
and then implementing BBS gives wonderful results. According to a senior safety
professional, “punishment never works for sustainable results for safety in
organizations”. Another safety professional added, “BBS is going to be one of the best
components of safety in the years to come”. According to another senior safety
professional, “you may have operational controls at the workplace; you may have told
employees for safety, human beings still meet with accidents due to unsafe behaviors”.
BBS believes that psychological change can be achieved with repeated and active care of
each other. BBS emphasizes that when 80-90 percent of accidents and injuries are due to
unsafe behaviors; let us focus on unsafe as well as safe behaviors more than the unsafe
conditions. Behavior is objective, definable, observable, correctable and measurable.
BBS approach needs a visible presence and a clear management adoption and open
communication down the line for its launch with full breath, failing which it is difficult to
succeed.
Management need to assess their attitude towards safety in their organization. Head
operations of an organization opined “normally when workload is heavy, we consider
safety as secondary; now when the workload is less, we are taking safety as primary
concern and training our employees”. While launching BBS, the managements hand over
safety ownership to workers but the management does not dump safety responsibility on
workers. They have to mentor, monitor and motivate employees regularly.
ABC Model
Antecedents Behaviour Consequences
Antecedents are the safety Behaviour can be -Negative Consequences are
systems, policies, procedures safe or unsafe injuries, fatalities, near misses.
that trigger and activate which are -Recognizing and Rewarding safe
behaviours in the making of an influenced both by behaviours are positive
existing culture. A&C Consequences which must be soon,
sure, sincere and significant.
BBS builds new safety culture -Individual Perception of
involving all consequences decides safe or
unsafe behaviour

18
BBS Workshop Learning Assessment
QUIZ
1. What is BBS? Define it?
2. What is BOFP?
3. What is Do-IT?
4. What are the two-implementation problems of BBS?
5. What are the two myths of BBS?
Mark the following as True or False.

6. BBS is collecting observation data on specific behaviors by date,
months & time. True/False
7. BBS is “Safety for self and others”. True/False
8. BBS is not a top-driven but bottom-up approach. True/False
9. BBS begins by briefing sessions for all those work areas and depts. True/False
10. BBS believes that each employee can make a difference in
organizational safety. True/False
11. BBS believes that what gets measured gets done. True/False
12. BBS is data driven decision-making process. True/False
13. BBS is teamwork, its group dynamics. True/False
14. BBS purpose is not to enforce safety rules, force change, gossip
about others, reporting to boss. True/False
15. BBS purpose is to identify safe and at-risk behaviors, identify opportunity for injury,
communicating the risk, helping to identify safer solutions. True/False
16. BBS is Company Wide and People Driven. True/False
17. Behavior is objective, definable, observable and measurable. True/False
18. Employees are source of expertise of behavioral change
(observe and correct) True/False
19. Feedback is to be given one on one, immediate, specific behavior
to be reinforced, appreciate safe behavior to set example. True/False
20. Use checklist for observation to focus on critical behaviors. True/False

19
MATERIAL FOR BBS POSTERS AND BANNERS:

1. Let us all develop injury free culture
2. Each employee can make a difference in organizational safety
3. Safety is people driven
4. actively caring of unsafe and safe behaviors leads to better safety
5. Behavior based safety is “safety for each other’
6. Safety is a peer-to-peer learning of safe behaviours
7. Safety is to develop concern for each other’s safety
8. Safety is dekho and bolo with sensitivity and concern
9. Observe both safe and at-risk behaviours
10. safety observers provide feedback on safe and unsafe behaviors
11. BBS is touching the feeling of employee.
12. Safety achieved without punishment.
13. Survive the person without any accidents.
14. Creates safe and friendly environment.
15. If we work safely, my family will be safe.
16. Safety through human senses.
17. 100% safety without putting any effort.
18. Identifying ‘at-risk’ behavior without any risk.
19. Employee’s behavior changes automatically after implementation of BBS.
20. BBS is heart touching and enthusiastic safety.
21. Each employee can make a difference in organizational safety.
22. Creates safe working environment.
23. BBS gives development and good culture.
24. Good way of safety for new comers.
25. BBS follows no accidents and no injuries.
26. Egos between employees come down with BBS.
27. Mutual understanding between workers is achieved.
28. BBS is safety from awareness to alertness.
BBS is a permanent solution to

developing an assured safety
culture involving all.
It’s a change/difference
management from cuture1 to
culture 2 which involves
changing the present
antecedents.
It’s a reconstruction of safety

value across the corporate
towards human life safety.

20
POINTERS ON HOW TO SUSTAIN BBS CULTURE IN

ORGANIZATION
1. Monitor BBS Data daily as being received from trained observers on

prescribed format.
2. Review meeting every month to be held
3. Form core committee of BBS Trained persons
4. Display BBS banners of eight behaviors on a board across plant
5. Train all workers / employees phase wise
6. To report to management every month by core committee
7. Allow only trained workers to observe;
8. Analyze and display weekly/monthly percentages and graphs of safe and

unsafe behaviours of “Behaviour Samplings Checklist”.
9. Quarterly BBS Progress Audit
10. Include BBS under EHS Policy/Framework
11. Action plan for rectifying unsafe conditions
12. Analysis of BBS data should be done per week/month of each observer, each
behaviours and total of unsafe and safe behaviours. Data need to be entered
daily in computer. In the morning, blank form of behaviour sampling to be
distributed and filled in form to be collected in the evening from each
observer by the core committee member.
13. The major objective of BBS is to achieve progress in reduction of unsafe

behaviours and increase of safe behaviours.
14. Ensure positive attitude and whole hearted approach of everyone involved.
15. Introduce train the trainer programme. This way BBS trained members of
each department take responsibility to train all members in their respective
department.
16. Ceremonial launch (kick off) of BBS in the organization.

21
Observers’ test of excellence
Self assessment on a scale of 1-10 on the following ten aspects:
1. Quality of observation
2. Your satisfaction with BOFP
3. Your understanding / filling of the checklist
4. Your interaction with observee
5. Your communication comfort level
6. Computer data entry skill
7. Interpersonal skill level (feedback skill)
8. Your interest in safety
9. Your understanding about BBS
10. Your sense of development and growth as observer
Observers’ eight P behaviours
Risk based Conversation between an observer and observee is most important

means how an observer conveys the risk through these eight P behaviours
1. Prikarma: take an observation round of your unit/plant.
2. Prashan: put a question to an observee whether he is safe.
3. Prashansa: praise for his safe behaviours to reinforce.
4. Privartan: convert his unsafe behaviours to safe.
5. Prashiksan: educate/ re-train him for his unsafe behaviours.
6. Pratigya: take an oath from that he will not repeat unsafe
behaviours.
7. Parchar: ask an observee to observe another co-worker.
8. Prathna: repeatedly request for safe behaviour.
‘BBS is Bai Bandu ki Surksa’
BBS is a significant contributing tool for corporate safety management

performance.

22
BBS SUMMARY CHART
BBS CONCEPTS BOFP : Observe behaviours BOFP: Feedback

components
BBS is collecting observation PPE Trust

data on specific behaviors. Using PPE e.g. eye glasses,
Positive Ego
hearing protection, gloves, hard
BBS is not top-driven but hat… Patience
bottom-up approach.
Humor
BBS purpose is to identify safe Listening
and at-risk behaviors, identify
Human touch
opportunity for injury,
communicating the risk, being Active
helping to identify safer
Friend not boss
solutions.
Relaxing from stress
BBS begins by brief training Housekeeping
sessions for all work areas and Work area maintained BBS
depts. appropriately, trash and scrap IMPLEMENTATION
picked up, no spills, walkways
BBS is “Safety for self & unobstructed, Commitment from
others”. management;
BBS believes that each Using tools and equipment Make it known down the
employee can make a Using correct tools for the job, level;
difference in using tools properly, and tool in
organizational safety. good condition…
BBS believes that what gets Body positioning / protecting Form steering committee;
measured gets done. Positioning / protecting body
parts, e.g. avoiding line of fire,
BBS is a data driven decision- Material handling Select and train observers;
making process. e.g. body mechanics while lifting, Develop checklists;
pushing and pulling,
BBS purpose is not to enforce Communication Selection of areas / depts.

safety rules, force change, Verbal and non-verbal interactions for BOFP;
gossip that affects safety…
about others, reporting to boss.
Behavior is objective, Following procedures Develop timetable; Allocate
definable, observable and e.g. obtaining, complying with time for BBS observations
measurable. permits, following SOPs, lockout, and meetings;
tag-out procedures…
BBS is company-wide, people Visual Focusing - attentiveness Documentation, analysis
driven approach and display; Review to
determine progress.

23
Development of Behavior Based Safety (BBS) Procedure as per OHSAS 18001:2007

Sl. No Actions
Circular of CEO / Plant Head message for BBS project implementation;
Forming BBS Teams for every plant;
Inauguration of BBS programme by senior management;
1
Announcing BBS inaugural ceremony on company portal as corporate initiative;
Time frame for full implementation of BBS – one year and sustaining further.
Conducting BBS observers’ practical training for every plant (10% of workforce);
Conducting BBS awareness training for all employees and contract workmen;
2
Displaying BBS banners and posters across areas.
Developing IT enabled BBS observation checklist;

Ensuring daily observation rounds by trained observers;
3 Allocation of BBS observers to each shift/area;
Ensuring strong leadership drive by all HODs for BBS project activities.
Compliance with proceedings of Steering Team (ST) meetings;

Monthly BBS co-ordinators meeting with ST;
4 Linking BBS with PMS and EHS system;
Conducting quarterly external BBS Audit by BBS expert.
Employee self-correction of individual at-risk behaviours and family safety
Monthly review Meeting of BBS Steering Team with observers;
BBS Monthly Score Board to display behavioural trends across plant;
5 Comparing safety statistics every six months before /after launch of BBS;
Developing Employee road safety behaviour correction program
Celebrating BBS Annual Day.
Fixing BBS training budget;
Issuing BBS sticker for observers’ identity to all trained observers;
6 Including BBS Rules in vendor’s terms & conditions;
Rewarding monthly best observers based on maximum number of observations.

24
Responsibilities of the Corporate Task Force on BBS
The Corporate Task Force on BBS is an active body to check and oversee that the new
BBS program evolves through continual training, motivation, mentoring and monitoring
the progress at each site. The management team must be as excited to see progress and
participate with the Local Steering Committees on a continued cycle, where
praise/recognition to sites which are making head way goes a long way towards
sustaining the program, and regularly pour enriching thoughts towards maintaining a
successful BBS program.
The Corporate Task Force on BBS must ensure the following for successful
implementation:
 Safety Statistics Board at each location should reflect the percentage of SUSA.
 Percentage of At-Risk Behaviour at each location should be a part of HSE Index.
 Safety Motivation / recognition need to be introduced at each location for BBS
observers.
 BBS Observations must be linked to performance objective/ KRA.
Responsibilities of the Local Steering Committee on BBS at the location/site
a. The Local Steering Committee on BBS is an active execution body at each site for
actual implementation as well as to oversee and motivate the Lead Trainers for spreading
complete awareness in the plant/site.
b. The Local Steering Committee need to conduct monthly meeting as per Tasks of BBS
Steering Teams described on page 29 of this Reading material.
Responsibilities of Lead Trainers
The Lead Trainers are responsible:

a. To create BBS awareness and train people as BBS observer down
the level as well as support BBS project actively.
b. To make regular observation and correct unsafe behaviours

25
Twenty Lessons Learnt from BBS implementation
1. ‘Safety culture and behaviour’ is a global challenge. Employees violate safety

rules inside the company as children do in school. Employees begin
compromising safety rules first by not wearing PPE (personal protective
equipment) and gradually go up to violating the SOP (standard or safe operating
procedures). These unsafe/ at-risk behaviours on part of employees commence the
journey for injuries and fatalities (Kaila, 2012, 2014). According to security
personnel of a company, “fifty percent of contract workers inside the plant are not
wearing PPE; we could not enforce it at the company gate, as head of departments
(HODs) would call us to allow them inside the plant without PPE as their work
would suffer. On the other hand, the contract workers did not wear PPE as they
were not provided with by their contractors and the safety department did not
enforce penalty for the same on the contractors. This clearly reflects that they the
all concerned with safety joined to compromise with unsafe behaviours.” Unsafe
behaviours affect both the industrial life as well as personal life.
2. Initially the concept of safety was like policing and fixing an employee for an
accident. It was basically killing-the-criminal approach not killing the crime. Now
we are focusing on unsafe behaviours to be identified and controlled by every
trained BBS observer. According to a safety officer, “BBS observer observed
some unsafe behaviour which I could not do on routine rounds”.
3. BBS is an organizational intervention to seek best safety results. Unsafe or at-risk

behaviours exist at the workplace would mean that the foundation of an accident
has been laid. We acknowledge it only when it happens. Unsafe behaviour is a by-
product of the work culture. We should never fix the person for his unsafe
behaviour, rather continue improving safety culture. A trained BBS observer on an
average contributes 2% of risk reduction which precisely means that he/she can
save people from accidents at the workplace. People are killed at workplace as
because we don’t alert or save them from their unsafe behaviours. A second of
timely correction of unsafe behaviour will save life of your colleagues. ‘Feeling
26
for safety of fellow employees’ is the foremost in taking next step in safety
management (Kaila, 2012).
4. In a desire of meeting targets and deadlines, managers exercise power and

authority, hurry up and bypass safety. In this process, the poor workmen are
disabled or killed. Therefore we need to challenge our own behaviour first and
question our consciousness that is it proper to kill people to achieve targets. This
was implicitly confessed by the managers attending training workshops.
5. BBS implementation in organizations has positively reflected in audit reports.

Safety auditors have appreciated involvement of employees in safety behaviours
(Kaila, 2013). An executive director said, “With BBS implementation, everybody
would become behaviour safety officer 24x7, 365 days”. An engineer in-charge
expressed that applying BBS inside plant depends upon my boss. Therefore the
role of unit heads is to encourage people through e-mail messages or personal
interaction with observers is necessary. Considering this, each BBS awareness
workshop was inaugurated by different General Manager each day pumping
energy into participants. Training and Safety departments coordinated very well.
Work permit violations have been reported to a great extent. PPE non-use and its
lack of provision is a big issue. An acceptance of BBS concepts is reflected
through one-day sessions’ participants. However the resistance was also shown by
some employees mentioning organizational constraints such as target pressures,
lack of standard manning. The site BBS steering team and functional committees
are formed. An issue of lowest quotation came up very significantly as the
concerned contractors were least bothered or educated about safety issues or
providing basic PPE to their workmen. Another issue of production priority over
safety required organizational leadership intervention.
6. New BBS programs evolve through continual training. This requires

communication skills among all employees, not just those on the work floor. The
management team must be as excited to see progress, and participate with the

27
behavioral observers on a continued cycle, where praise and reward goes a long
way towards sustaining the BBS program. It is a way of carrying people for
safety implementation. BBS means more people would voice for safe behaviours
as being trained observers (Kaila, 2013). According to a deputy general manager
of the company, “safety means the number of heads entered in the company
premises should be equal to number of heads out of the company gate (with a
smile) everyday.
7. With the change of ownership from top to bottom level as emphasized in BBS
approach, safety culture in organizations has dramatically changed. Involving
people in observation of live safe / unsafe behaviours is a new way of looking at
safety. Take a challenge to correct unsafe behaviours of people around and
practice it daily. BBS forms a strong bridge to connect all safety procedures to
reach final destination i.e. zero unsafe behaviour. The success of BBS comes from
a ‘very strong drive by the management team’ to emphasize upon the
implementation of BBS across an organization in a routine fashion. The safety
officer/manager must convince the top management about safety systems
implementation. At the same time, the management should be ready to get
convinced about the same but it also depends upon the technical competence and
daring of the safety manager to emphasize the same.
8. It is true that India, as predicted by many, is to become the world’s third largest
economy by adopting the best work systems such as behaviour based safety for
developing no-injury culture. Organizations that fail to take a scientific approach
to safety’s human-behavior element are gambling with their futures and are
ultimately only safe by accidents. Organizations that adopt behaviour based safety
approach move toward zero accident by focusing on ‘zero unsafe behaviour’
(which is the root cause of any incident) by involving all employees.
9. A study in Nigeria (Agwu, 2013) indicated that the implementation of BBS

programme in the construction project to a large extent reduced workers at-risk

28
behaviours and accident rate. However the reduction in workers at-risk

behaviours and accident rate is dependent on the continuous review of employees’
behaviour reinforcement techniques, encouragement of workers to observe/correct
each other’s at-risk behaviours, provision of extensive training for observers and
continuous commitment of management/workers to the elimination of at-risk
behaviours in the workplace. Some issues were often cited at Indian workplaces
as follows:
- My manager is not giving time for observation, he is over-loading me with work;
- My manager is first concerned with production, then safety;
- During emergency situations, we don’t follow SOP;
- Managers are focusing on plant production, not concerned about unsafe
conditions;
- People often overlook unsafe behaviours thinking that it is small, not critical.
10. All implementations of BBS would have some ups and downs in its progress
(Kaila, 2014). Sometimes employees are unclear about the subtle difference
between safe and unsafe behaviours. In a focused-group interview, a team of
observers and implementers expressed that we take accidents in a punishment
route and warning which BBS is not. The main causes identified for the slowness
in developing BBS culture are the lack of regular internal reviews, poor
leadership by HODs, lack of motivation for inactive observers to become active,
managers not being convinced or confident of BBS approach or its outcomes, line
managers feel that safety is the responsibility/function of safety department,
importance to production not safety, lack of an open mind towards peer-to-peer
correction, and people feel that it is an extra task so the attendance in BBS
meeting is very less. The concept of BBS is not drilled down into the hearts of
people. An observer said, “The way we have gone about BBS process is too
formal, it’s a drama like the observer would inform an observee that he would
observe him while he was doing his job”. The safety officers stated that during the
plant shut-down, about 1200 deviations were corrected by the safety department
which means the BBS observers were not doing their observation and corrections

29
of unsafe behaviors. All this caused loss of interest in BBS project

implementation. Any organization planning to launch BBS must look into these
practical aspects.
11. It is important to underline that all observers who are contributing to risk-
reduction must be appreciated and recognized regularly following a distributed
reward approach like ICICI payback system, not that one best observer of the
month is rewarded and others don’t receive any admiration. Observers also need
to know how they are performing in BBS implementation. As one of the observers
said, “If observations are happening fast, feedback should also be fast by way of
interactive meetings between implementers’ team and observers”.
12. A plant head expressed that in India we have failed to learn from our accidents.
The second major reason is the lack of value for human life. And the third is the
leadership focus on production-not-safety and cost considerations of safety
(Health and Safety Executive, 2013).
13. The success of BBS is truly considered only when the safety department has
handed it over to the line management. Safety department should initially involve
in coordinating its activities but gradually pass on behavioural safety ownership to
the line function. Behavioural safety is being applied successfully worldwide
instead of command-and control approach to occupational safety (Geller, 2004).
14. BBS is an art of communication and correction of unsafe behaviour at work is the
responsibility of one and all to develop zero harm and safe environment. If an
unsafe behaviour exists at one place, be aware that the same unsafe behaviour is
also prevailing at other locations as it is a reflection of safety culture which
requires global or horizontal prevention. For example, if a work-permit or SOP
violation is noticed in one unit, it needs to be identified and corrected at other
units of the company as well in order to develop safe culture (Kaila, 2014a).

30
15. Safety first is only a slogan in Indian companies; it does not appear in practice. In
realty, its production first, and safety is put to back stage for cost reasons.
According to a safety veteran, “investigation of fatality of contract worker is often
hushed up and closed, what about his family livelihood after his death”. Every
day, 6,300 people die as a result of occupational accidents or work-related
diseases, more than 2.3 million deaths per year (International Labor Organization,
2013). The present research points out those accidents at workplace are caused as
a result of compromising with unsafe/at-risk behaviours on part of contractors,
engineers-in-charge, security/safety personnel and HODs in order to achieve more
production in a less time. Safety being by-passed over production pressures, lack
of supervision for work-permit executions and the lowest value quotation being
accepted for awarding contracts are the three major organizational barriers to
safety enforcement that would require urgent corporate intervention. These facts
are agreed by all concerned during deliberations while implementing BBS. This
reflects that people are pushed to accidents and killed by organizations in a joint
effort of all in any project execution. As unsafe behaviours are promoted jointly,
they could be discounted jointly as per BBS approach by including all employees
in the process of observation and correction of unsafe behaviours. Almost all
accidents can be avoided by BBS implementation accompanied by corporate
leadership towards zero tolerance for unsafe behaviors at the workplaces. BBS is
much more than enforcement, it is deeper. BBS is yoga for safety.
16. These days, workers and executives of Indian organizations are working in a
highly competitive and hard-task oriented environment. Sometimes, they have to
give the targeted production with less manpower in less time. This results into
creation of unsafe conditions due to pressure and they begin adopting shortcut to
safe operating procedures. In such situation, it is required to care for their unsafe
behaviour by their co-workers before it converts into an injury or accident.
17. The safety standards, systems, procedures and manuals are well defined in
companies but unsafe behaviours are observable at several execution points.

31
According to an executive director, “we have best safety systems but not the best
safety behaviours”. The existence of unsafe behaviours precisely reflects the lack
of enforcement and compromising with safety standards which is a collective
arrangement of HODs, safety department, the plant head and contractors to meet
production targets. At the company gate, if security personnel stop employees
who are entering without proper PPE, some senior employee would call up or
send email to the security department to allow such people inside the company so
that the work does not stop. Such compromise with safety only begins with PPE
and then employees and workmen compromise safety standards at every
execution level even violating work permit, LOTO, SOP. This is how safety
culture deteriorates and accidents begin. Hence the unsafe or accident behaviours
are carried out with the knowledge of all concerned simply to achieve unrealistic
targets.
18. The unsafe behaviours exist and occur every day at the workplace indicate that
the journey for injuries and fatalities for employees have commenced. It is widely
recognized that the unsafe or at-risk behaviours of employees are the root cause of
almost all accidents in organizations. If we try to analyze why people died in
workplace accident, we understand that their unsafe behaviors were not observed
and/or not corrected. By increasing number of trained BBS observers, we
augment our range of observation and address unsafe behaviours of employees
and contract workmen on regular basis. To sustain safe behaviours, we need to
observe and correct unsafe behaviours again and again by training behaviour
safety observers in every area of an organization. Thus BBS implementation
attempts to minimize or zero down injuries and fatalities at the workplace. “If
BBS was implemented earlier, it would have saved few more lives”, a senior
safety manager. BBS is to promote safe behaviours partnering everybody in an
organization as an individual change orientation leads to organizational change. In
Indian organizations, 50% reduction in injuries within one year of BBS
implementation is achieved, and performance appraisal rating for BBS trained

32
observers is better who participate in reducing at-risk behaviors as value addition

to the organization (Kaila, 2012).
19. In overall experience, the BBS implementation in Indian companies is found to be

encouraging and satisfying for employees and workmen involved as observers
which could be a great inspiration for organizations willing to implement BBS
approach in order to achieving zero unsafe behaviour or accident. A manager said,
“profit-oriented companies practice safety at the workplace as safe behaviours
lead to uninterrupted process of higher production”. An excited mentor of BBS
expressed, “I am very glad to inform that I am selected in BBS steering
committee. This is because of my continuous efforts towards conducting BBS
awareness sessions. I am conducting full day sessions and getting positive
feedback from participants that is building my confidence day-by-day. We have
planned first BBS steering committee meeting this month and I am planning to
give BBS presentation in the meeting”.
20. Best experiences of BBS approach Besides implementation problems, the trained
observers listed many best learning experiences of BBS approach as below:
 it’s a correction of unsafe behaviour and value for human life

 be an active observer: never neglect, correct, correct and correct unsafe behaviour
 unsafe behaviours that have potential for accidents are allowed with knowledge of
employees and BBS is an elimination of root cause of accidents
 it is a development of additional manpower for EHS team, it’s a line function,
 it is an art of safe living, and a humanistic approach, safety for self and others
 it’s a fundamental concept that everybody has right to go back home safely
 it’s more than a safety regulation and an alert, alert, alert approach
 it’s an easiest way to adopt for sending workers injury-free back home
 in order to create safe culture, each trained observer must review one work-permit
a day and at least interact with one contract workman a day

33
Linking BBS with Hazard Identification
It is observed that the safety systems, documents, procedures are in place but
are lacking in reflecting safe behaviours. Hence the need is felt to relate an
important safety system like hazard identification with BBS. In this pursuit,
the eighteen types of hazards were identified as below and for each hazard, a
set of behavioral corrections were also identified which should be ensured
by the BBS observers and the BBS mentors must discuss them during BBS
monthly steering team meeting. It is very important to identify and control
environmental hazards in order to create zero harm culture.
Hazard identification checklist to be ensured by observers &

monthly audit by mentors of BBS in each unit
S
Type of Hazard
No Behavioural Correction
- Following SOP
- Proper housekeeping
- Avoiding shortcuts
- Proper guarding/barricading of
moving parts of equipment
1 ENTANGLEMENT - No loose clothing, Jewellery
- Alertness
- Avoiding intoxication such as
alcohol/drugs
- Proper rest between work hours in
shifts
2 GAS POISONING - Authorised entry
- Following SOP- 2 persons with 2 CO
monitors
- Following work permit
- Ensure healthiness & Timely
calibration of detection systems
- Use of PPE's(Gas masks)
- Prompt correction of leakages post
alarms

34
- Display caution & awareness boards

- Not to work with empty stomach.
- Use of certified tools & tackles

- Ensure proper shutdown & LOTO
compliance
- Provide proper earthing
- Avoid wet surfaces
- Avoid loose cable joints
3 ELECTRICAL SHOCK - Caution boards at required places
- Do not bypass Safety interlocks
- Authorisation details on panel rooms
- Proper nomenclature of feeders
- Use of RCCB
- Not exceeding no. of joints than
specified in SOP
- Dust suppression using water sprays,
humidifier, fog gun etc
- Use of Dust masks & PPE
4 DUST - Proper maintenance of de-dusting
systems
- Enforcing limitation to speed limit of
vehicles in plant
- Compulsory pep talks before start of
work
- Use of certified ladders, scaffolds,
platforms.
- Use of safety harness, safety net
- Maintaining 3-point contact while
5 WORKING AT HEIGHT climbing & getting down
- Supervision
- Use of mechanized elevated
platform/certified jhoola for the work
- Check for overhead live cables at the
height of work
- Ensuring no-violation of work permit

35
- Using hand-gloves, eye glasses,

boiler suits, leg guards, face shield,
safety shoes etc
- Use of Aprons, Overcoat
- Body positioning & alertness on the
EXPOSURE TO HIGH
6 job
TEMPERATURE
- No use of gum boots
- Adherence to Sign boards displayed
in the area
- Work permit compliance
- Maintain first aid box in the vicinity
- Use of safety helmet by the people
- use of certified lifting tools & tackles
like slings, Chain pulley blocks, D-
shackles etc
- Barricading of area with tape
- Working at 2 levels(one above the
other) not to be allowed, may be
FALL OF allowed with precautions like
7 MATERIAL/OBJECT blanking.
FROM HEIGHT - Pre lifting plans
- Proper housekeeping
- Check for Toe guards & hand rails
- Materials not to be thrown
- Use of safety net wherever required
- Do not leave any unsecured objects
on roof/work platforms/walkways
-Proper arrangement to carry tools

36
- Identify the pathways for transit -

One way/2 way
- Ensuring adherence to speed limits
- Ensure no overtaking/overloading of
vehicles
- Ensure the driver does not climb
over the vehicle while
loading/unloading
- Ensure proper parking methods
- Should not cook/rest below the
vehicle
- Spotter & loaders should wear
8 VEHICLE MOVEMENT fluorescent jackets
- Random alcohol test
- Ensure vehicle is not moving with
lifted body
- No mobile usage while driving
- Looking through the rear view
mirror & co-ordination with the
spotter
- Ensuring queue discipline
- Ensure reverse horn
- Check for awareness of motor
vehicle act by the drivers(PUC, Valid
DL etc)
- Use of ear plugs/mufflers
- Periodic measurement of noise levels
9 NOISE - Providing acoustic/silencer at
generating source
- Providing Signages
- Ensuring Periodic measurement of
lux levels
- Ensure adequate illumination before
10 POOR ILLUMINATION start of work
- Improve illumination with additional
lights
- Keep emergency lights handy

37
- Following SOP & work permit

- Ensure Purging of gas line before
work on gas lines
- Ensure periodic testing of pressure
vessels & gas lines
- Keep manholes/relief
valves/inspection covers open & take
shutdown while working on gas lines
- Ensure use of flashback arrestors on
both sides-Torch & cylinder side
- Dissemination of Knowledge of
11 EXPLOSION
assembly points
- Proper storage of flammable
substances
- No smoking in gas prone areas
- Awareness of Material safety data
sheet
- use of Flameproof light
fittings/Cables in LPG yard/battery
charging rooms/petroleum storage
- No storage of gas cylinders in direct
sunlight
- Ensure Periodic check of structures
for stability & corrective action with
CORRODED
12 painting etc.
STRUCTURES
- Prevent overloading of structures
- Ensure spillages are cleaned
- Barricade the areas with potential for
drowning
- Use of lifebuoys/trained employees
to rescue drowned persons
13 DROWNING
- Ensure SOP is followed (at least 2
persons while going to water bodies)
- Use of proper pathways
- Avoid shortcuts while walking
14 TRAPPING UNDER COAL - Make proper benches while stacking
coal & rectify all undercuts
- Correct choice of material handling
equipments
- Periodic refresher Training of
38
persons using material handling

equipments
- Barricading of heaps not in use
- Ensure proper Illumination &
ventilation
- Proper access & pathways for heavy
equip. movement
- Good housekeeping
- Proper illumination
- Avoid handling of reptiles, call
15 REPTILE BITE
animal rescue expert
- Creating awareness about hazards
due to reptiles
- Ensure safety & on job training
JOB BY UNTRAINED
16 under close supervision
PERSON
- Ensure No job on visitor gate-pass
17 POOR HOUSEKEEPING Ensure 5S is in place
- Educate & create awareness among
18 ERGONOMICS
people

39
BBS Leading Indicators
The 12 indicators were used to mark the monthly progress of BBS in a company.
BBS Leading Indicators

1 Number of Observers trained (for 6 hours)
2 Number of contractors trained (for 1 hour)
3 Number of SIIL employees trained (~1 hour)
Percentage of total workers trained (employees plus
3a contractors)
4 Number of contractors refresher trained
5 Number of SIIL employees refresher trained
6 Number of observation cards completed
6a Ratio of observations this month : total workers
No. of Safe / Unsafe behaviours with respect to critical
behaviours
PPE
Housekeeping
Using Tools & Equipments
Body Positioning
Material Handling
Communication
Following Procedures
Visual Focusing
Use of Mobile at Work
Others
7 Number of Observer meetings held
8 Number of Implementation Team meetings held
9 Number of active Observers this month
9a Percent company employees active as Observers this month
10 Number of barriers identified
11 Number of barriers eliminated
12 Percent of barriers eliminated

40
EXPERIENCES OF OBSERVERS
Sl.
DESCRIPTION
No
1 An observer acts with Compassion; not authority
2 Do not wait for supervisor; observer will correct the unsafe behaviour
3 Looking safety for self to safety for others

Lacunae/ Drawback of the existing system can be identified not as a fault
4
finder, but as human approach.
Contract laborer were very receptive to listen, but provide the required proper
5
PPEs
Involve all the Laboratory employees/ staff for BBS awareness and also to
6
others in the organization.
7 Keep the BBS process continuous in the organization
8 Should also look into the safety as well as health of the observee.
9 Observer should act as Role Model
10 Relation between Observer and observe should be cordial.
Broad criterion for selection of training participants for BBS awareness (as
observers) as well as Lead Trainers:
1. Preferably drawn from all sections/depts.

2. Positive minded, not negatively inclined
3. Safety oriented/bent of mind
4. Good communicator, expressive
5. Ready to create BBS awareness and train people down the
level as Lead Trainers as well as support BBS project
actively.
6. Ready to make regular observation and correct unsafe
behaviours as BBS observer

41
Twenty Questions Managers Pondered over before BBS implementation
Even after having all the safety systems in place we are unable to achieve
injury-free culture (Kaila, 2013). A set of 20 important questions were asked
and clarified by the participants before BBS implementation as below.
1. How do you define BBS approach and what is the benefit of BBS
implementation?
2. Why do you want to teach behavioral safety to a person working for
20 years?
3. How to activate or motivate the passive observers? How do we ensure
that the observers don’t fabricate the observation data?
4. BBS helps the company in production (without accidents), should it
not reflect in employee salary also.
5. What is the guarantee that after BBS implementation, accidents would
not happen?
6. Are we not creating fear in the minds of workmen by educating
consequences of accidents, and that if you don’t behave safe, you
would get injured or killed?
7. Do we have any guidelines how do we go about implementing BBS?
8. We have many safety programmes, fatalities are not decreasing, how
would BBS help?
9. Does it mean that earlier safety programmes have failed, that is why
we are doing BBS?
10. Would BBS implementation increase our work i.e. training more
observers etc?
11.Is BBS a magic wand that by introducing it, we are going to achieve a
safe environment?

42
12.Do we need to improve other safety systems such as contractor

management, HIRA, safety audits along with BBS? How shall we
sustain BBS?
13.Is there any bench-marking for BBS progress or behavioural trends?
14.How do you deal with difficult/tough/high risk observees?
15.What are the two challenges of BBS implementation?
16.Do we need additional time or extra efforts to implement BBS?
17.How to achieve rise in safe behaviours and fall in unsafe behaviours?
18.What is the safety status before and after BBS implementation?
19.Whether procedural deviations are linked to supervisors and managers
behaviours?
20.How to control the most critical incidents with BBS approach?
If you hope to permanently put a

stop to human, financial and
production losses due to accidents
at your work areas, then you need
to essentially empower your
manpower to get rid of their at-
risk behaviours through BBS
implementation and following it
continuously by involving all…

43
The success of BBS programme in an organization depends upon three factors:

1. Management’s continuous engagement with BBS progress/activities
2. Frequency of observations by observers
3. Periodical meetings of observers with BBS steering team
Checklist for assessing month-wise functions of BBS project leaders/ plant/line

managers:
Functions Week1 Week2 Week3 Week4
1. No. Of plant rounds made

2. No. Of observers met and interacted with
3. No. Of unsafe behaviours observed & closed
4. No. Of unsafe conditions observed & closed
Note: it’s very important for plant/line managers to attend BBS steering team every month.
One-day workshop for the BBS Steering Committee Members

This workshop for steering committee members will comprise of the
following components
 How to set up observation process

 How to develop measure
 Making accuracy and consistency checks
 BBS Committee functioning
 Team roles
 Problem solving/communication / feedback skills
 SWOT analysis of existing safety situation
 Brainstorming method
 Presentation skills

44
Tasks of BBS Steering Teams
The major function of the BBS steering team member is to regularly mentor, monitor and
motivate the observers in their respective plants.
The 15 tasks of this team are listed in the checklist below for their regular scrutiny:
Checklist points Yes No Comments
1. Is the observation checklist fine (or needs revision)?

2. Is observation by an observer once a day sufficient?
3. Is monthly Progress in terms of % of safe/at-risk
behaviors across plants satisfactory?
4. Are fortnightly or monthly meetings of BBS steering
team/ observers going on?
5. Are observers doing BOFP daily?
6. Is data being entered by observers?
7. Is data analysis happening every ten days across
plants?
8. Are charts being displayed of BBS progress across
plants?
9. Is monthly progress report being received by the
Plant / QHSE / HR Heads?
10. Are survey report actions being closed across plants?
11. Are issues of individual observers being addressed?
12. Is follow-up by the external reviewer happening on
monthly basis?
13. Is the project getting appropriate propaganda/
advertisement through banners/ posters?
14. Are the observers being recognized/ appreciated?
15. Is the top management’s support/ review/ leadership
taking place?
The steering team would meet once or twice of every month for review/ discussion.

45
BBS Triangle
BBS Project organization/management has 6 main aspects to consider:
(!) (2) (3) (4) (5) (6)

Training for Data Organizing Constant Project Project
coordination Meetings BBS expert advertisement leadership
guidance
All BBS Monthly meetings Monthly BBS Banners, Monitoring,

employees Checklist between observers Interaction posters mentoring,
distribution across department with motivating
& collection for exchange of observers observers by all
observation & goal- HODs
setting
All contract Analysis of Fortnightly meeting Monthly Stickers for Monthly Plant
workforce data of BBS Steering Interaction observers rounds by line
team to discuss with Steering manager, and
behavioral trends team attending
steering team
meetings
BBS Display of Monthly meeting of Overall Reward for Closing unsafe

Observers & graph for BBS apex team project observer of the conditions/
Internal behavioral direction month providing
trainers trends across resources
plant

46
BEHAVIOUR BASED SAFETY – 15 LEARNING POINTS

(Brief module to create BBS awareness among workmen)
1. ROOT CAUSE BEHIND AN ACCIDENT/FATALITY IS AN UNSAFE BEHAVIOUR.
2. UNSAFE BEHAVIOUR CAN BE DONE BY ANYBODY.
3. ANY UNSAFE BEHAVIOUR COULD NOT BE CONSIDERED AS SMALL.
4. ALERT THE PERSON AS AND WHEN HE PERFORMS UNSAFE BEHAVIOUR.
5. DO NOT PASS-BY ANY UNSAFE BEHAVIOUR UNTIL IT GOT CORRECTED.
6. UNSAFE BEHAVIOUR HAPPENS NATURALLY & UNINTENTIONALLY.
7. DO NOT STOP WORK, STOP UNSAFE BEHAVIOUR.
8. PRODUCTION HAMPERED BY FOLLOWING SAFETY, IS A MYTH.
9. UNSAFE BEHAVIOUR & SAFE CONDITION HAVE POSITIVE CO-RELATION.
10. BBS IS NO COMMON SENSE. IT IS BASED ON APPLIED BEHAVIORAL SCIENCE.
11. EVERY YEAR 23L PEOPLE DIE BY WORKPLACE ACCIDENT IN WHOLE WORLD.
12. 70-80% PERSONS TARGETED BY UNSAFE ACT ARE CONTRACT WORKERS.
13. BBS IS AN "OHSAS 18001" COMPLIANCE.
14. BEHAVIOUR IS DEFINABLE, OBSERVABLE, CORRECTABLE, MEASURABLE,

IMPLIMENTABLE.
15. BBS IS AN ART OF SAFE LIVING.
Summary Highlights
Indian Corporates have now recognized that the unsafe behaviours of employees greatly
hit the company’s business and its balance sheet, and it is hoped that people at workplace
would involve to put their efforts to prevent the pain, suffering and financial losses
brought about by accidents and related injuries at work (Health and Safety Executive,
2005). While inaugurating a safety seminar, a plant manager of an oil industry stated,
“our productivity is going to hamper if we don’t efficiently implement behaviour safety
practices. We should be recognized as a safe organization”. Another safety manager said,
sustainability being a core value of organizations today, behaviour safety approach

47
provides us the best sustainable safety for our fellow employees and workmen”. Another
manager expressed,”safety mostly suffers as an attachment to the contactor, hence the
financial responsibility should be of the contractor but safety responsibility must be held
with the company”.
A group of 27 safety officers and 20 plant heads in a workshop collectively listed a set of
safety compromises they allow and violations that the employees practice on daily basis
as below:
Production targets contradict safety

Work permits rules are violated.
Global/horizontal corrections are not done
Top management is more concerned about sale not safety
Pressure from seniors that load had to go for marketing
No safety – No operations is a clear instruction from the top management but it is not
practiced, as the sync between top, senior, middle, junior employees is lacking.
PPE are given by the contractors but the quality of PPE is compromised often.
Officers and contact workmen are checked differently by the security personnel at the
gate. Seniors are not checked but workmen are thoroughly scrutinized.
Speed limit of vehicles by company officers is not complied.
Safety briefing before issue of work permit is overlooked/not practiced.
Production capacity as per OISD guidelines is not followed. Production often exceeds
the plant capacity.
Mock drills and night inspections are compromised for production targets.
“Unsafe is ok” is the unconsciously driven mindset in Indian industry what needs a
change through BBS approach.
In a concluding session of BBS lead trainers programme on 4 th June 2015 (Personal

Communication, 2015), the CEO of an Indian copper company emphasized that
sometimes it happens that when an observer keep reporting unsafe behaviours in his
department, the HOD may indirectly ask him to suppress it, or it becomes a conflict
between the both which is very serious issue, as by not highlighting an unsafe behaviour,
one is risking the life of other colleagues. Hence it is significant that the observers and
lead trainers don’t hide the at-risk behaviours during discussion in monthly BBS

48
meetings for their rectifications. He empathically mentioned, “let us face this issue, and
save lives”.
Indian industry is now witnessing a positive transformation in safety management. The
behavioural trends across 9 sites in India during the year 2015 (Table 1) indicate the
varying degree of safe and at-risk behaviours that exist in industrial settings. The
correction of at-risk behaviour varied from 30% to 100% and the safe behaviours after
correction ranged between 86% to 100% that shows a healthy effect of BBS intervention
across sites (Kaila, 2014a).
Table 1: Behavioural Trends across 8 Sites

Correction of
Safe
Number of Safe At-risk Corrected At-risk
Location Behaviour
Observations Behaviour Behaviour Behaviour Behaviour
(%)
(%)
1 14 10 4 4 100% 100%
2 837 641 196 167 85% 97%
3 5066 4336 730 482 66% 95%
4 727 590 137 128 93% 99%
5 154 118 36 18 50% 88%
6 392 282 110 94 85% 96%
7 661 506 155 119 77% 95%
8 161 128 33 10 30% 86%
Concerns of a BBS Steering Committee

A construction site in-charge speaks out, “we compromise safety due to financial and
time pressures from the senior management, as a result of which, I nearly missed a
serious accident”. Health and safety has become a major concern of industrial
organizations all over the world. The key elements shared at the large Gas Company’s
BBS Project Corporate Meeting on March 2015 were: the BBS project is a Change
Management from Culture 1 to Culture 2.
The major concerns of the BBS Steering Committee included as below:
1. Whether HODs are aware of the existing at-risk behaviours?
2. Is BBS really becoming a line function?
3. Are motivational awards for observers/lead trainers in place?

49
4. Is BBS a part of the monthly operational review as 20% behavioural risk exists
for operations?
5. In 6 months, 38% injuries decreased, safe behaviors went up from 70 to 80%,
number of observers increased but BBS training is not fully completed for all
employees/contract workmen.
6. What is the action plan for achieving zero at-risk behaviour for HODs?
7. BBS banners are still not visible in the plant areas.
8. Quarterly external review is needed for BBS follow-up by the expert.
9. BBS sustainability is simple if we focus on zero compromise/tolerance for at-risk
behaviours. Regular refresher training for existing BBS observers is needed for
keeping the momentum on.
Some of the remarks made by the senior managements across Indian work sites are:
safety culture is being improved in many aspects as a result of BBS implementation. BBS
has made a positive impact on the day to day working by way of enhanced safety
consciousness and concern among majority of employees including contract employees
towards safe behaviours.
In overall, there is a significant change in safe behaviours and involvement of employees
and contractors. The employees are committed for building safer organization marching
towards zero incidents and no harm culture for which BBS must sustain in the company.
Continuity of BBS approach is the success mantra for total safety culture (Kaila, 2013a).
With BBS awareness, you are trying to enhance your perception about the presence of
something that happens just before an accident occurs, which is an unsafe behaviour, and
BBS training helps an organization to reduce and remove this, so that the work
environment is safe, everybody is safe, and the production, business etc go smoothly.
Moreover when you close your eyes to an unsafe, then you open your eyes to a fatal.
BBS is an off-shoot of behavioural science research (Kaila, 2014b).
Reduction in Injuries 6 Months Post-BBS Implementation

50
There was a 37% reduction in injuries 6 months post BBS implementation in an

aluminum unit.
The BBS Queries & Concerns of CMD

Query: 1. what is the critical take away from BBS journey?
Reply: The critical take aways from BBS journey are: undoubtedly the heightened
involvement of people and clarity about the criticality of each unsafe behaviour at site
and its spot-correction. However it needs to be further drilled down amongst contract
workmen that need regular emphasis and accountability by the HODs which is evidently
less.
Another outcome of BBS is the declining trend in unsafe behaviours. Critically speaking,
the major take away would be to compare and comprehend the safety incidents record
before and after the launch of BBS. This is very significant for reaching towards zero
injury and zero at-risk behaviour at sites. However this would take a couple of years.
Query: 2. is there any internal assessment being done on the effectiveness of BBS
program?

51
Reply: the internal assessment is being done on the effectiveness of BBS program
through the monthly meetings of the BBS steering committees and the functional
committees. What weakens the effectiveness of BBS program is the passive leadership of
HODs and their weekly interaction with lead trainers. The leadership for safe behaviours
from EICs is still not up to the mark. What further weakens the BBS implementation is
the lack of sufficient motivation, reward and recognition for the BBS lead trainers. The
ongoing identification and assessment of gaps through six follow-ups and hand-holding
by the expert consultant is ensuring complete BBS implementation and its continual
effectiveness. Both the qualitative (the field interactions/meetings) and quantitative (data
driven) effectiveness index need equal emphasis.
Query: 3. is there any individual feedback system for people undergoing this BBS
program, in case it is, what is the feedback?
Reply: the feedback is the spot correction and counselling on the unsafe behaviour
observed and safe behaviours appreciated by the trained BBS observers. However all
trained observers are not active, hence this individual feedback system is weak as because
there is a lack of weekly interactions between lead trainers and observers to regulate this
feedback process. What would really strengthen the BBS performance in the organization
is the monthly BBS observations/feedbacks essentially being linked to the individual
KRA/KRO of employees. The corporate monitoring through monthly reporting from the
participating sites in the BBS project is serving as a strong tool and the real time feedback
mechanism to sustain its implementation. Finally the continual leadership of top
management over the years would assure and sustain the BBS full implementation and
the practice of safe behaviours by all sites.

52
BBS review after 1-year of implementation

BBS review after 1-year of implementation in an iron ore business organization reveals as
below:
2013-14 2014-15 2015-16 till August
After
Before BBS After BBS % %
BBS
Near Miss 44 16 64 22 50
Incident 50 22 56 13 74
FAI 28 17 39 13 54
MTI 2 1 50 0 100
LTI 3 1 67 0 100
Fatalities 1 0 100 0 100
Total 128 57 55 48 63
Decrease in Total Number (At-risk
71 80
acts)
Increase in safe acts after BBS % 55 63
o There is a reduction in LTI, MTI, and first aid injury. At-risk acts have
gone down by 80% and safe behaviours are increased by 63%.
o ‘Safety is not my concern’ has reduced to almost 50%. At-risk behaviours
are increasingly being identified. Regular meetings of the BBS steering
team are happening. BBS data are being entered in SAP system.
o Reporting of near-miss is encouraged. But when near-miss was reported
and a HOD was punished, then people stopped reporting near-misses.
Also, as the data entry is by name of observee/defaulter, the observations
have gone down from 1200 to 400 i.e. 3:1. Only 40% mentors/observers
are active, hence there is a need to refresh and reflect upon the basics of
BBS to practice for passive members.
o The company is providing resources if the contractor fails. A weekly
observation round by each HOD is happening. Workmen ask for PPE
before starting the work. Staff and workmen have started alerting seniors
for their unsafe behaviors.
o The BBS drive is there but worker-to-worker (WTW) corrections are not
seen. The mentors have to see that the observers training is effective, and
it becomes learning for implementation, sharing by observers takes place
on weekly basis.
o A safety officer expressed that we allow some minor unsafe behaviour
which we should not do. This is in fact atypical of safety officers in most
organizations.
o BBS is included in PAP (principles of accident prevention) and PEP
(preliminary elaboration of procedures) talks.

53
Generally, people in Indian cultures are more than casual in safety precautions while
crossing roads, travelling in overcrowded public vehicles, not following road safety rules,
lack of safety education in schools etc. However, Safety Management Leadership across
India has significantly increased due to BBS revolution. There is much pressure on senior
managements for implementing safety in plants. According to a General Manager, “So
far, BBS was happening as a corporate mandate to find out who is at fault and doing
unsafe and take appropriate action, now we have refined BBS approach as a corrective,
proactive way. Today as per Board of Directors, safety is on priority list”.
This document points out that the safety officers and site engineers allow several safety
compromises, as a result of which the violations that the employees practice on daily
basis impact the company’s business. BBS postulates that it’s not only keeping our plant
accident-free, but also society free of accidents as well. We should not be a part of
accident statistics rather be a part of 100% safe behaviour. The BBS system requires
corporatization so that individual plants get integrated and continuous contribution gets
appreciated. The ratio of how much a manager behaves unsafe in personal life as
compared to work life, on an average, is almost 30:70. Hence there is a reason to
emphasize upon self-corrections. One of the plant managers said, “Earlier I did not give
time to safety officer, now I am trained in BBS, we both would implement BBS”. An
active leadership matters a lot in creating an accident-free plant (Kaila, 2014).
There is a direct correlation between percentage of employees/workmen’s involvement
and percentage of safety culture. If you involve 50% of employees, you get 50% of safety
culture. If you wish to have 100% safety culture, you need to involve 100%
employees/contract workmen in observation and spot-correction of unsafe behaviours. As
OHSAS: 18001 stated that all organizations must adopt a procedure on human behaviour
aspects of safety by involving all employees so that they identify and control the risk at
workplaces. The accuracy of observations are necessary in corrections of at-risk
behaviours, hence employees must have knowledge about their jobs, hazards, SOPs,
processes involved etc. BBS means to fill the missing link between an unsafe behaviour
towards safe behaviour of your colleague working with you. A general manager said, “if
they (employees) are safe, we are safe, safety is not only mandatory, it’s a
habit/behavioural pattern, safety trauma can be reduced the BBS way’. Our final goal is

54
to make BBS everyone’s life value, hence it is imperative to activate this dormant value
of life saving in every human being in order to create safe societies and safe work life for
all.
References for Further Reading

Agwu M. O. (2013). Perception Survey of the Impact of Behaviour Based Safety on
Accident Prevention in the Bonny NLNG Construction Project, Nigeria. British Journal
of Economics, Management & Trade, 3(1): 48-59.
GAIL India (2014). Launching of centralized portal on behaviour based safety. December
12, 2014. New Delhi.
Geller, E. Scott (2004). Behavior-based safety: a solution to injury prevention: behavior-
based safety empowers employees and addresses the dynamics of injury prevention. Risk
& Insurance, 15 (12, 01 Oct) p 66.
Health and Safety Executive (2013). Why leadership is important. Retrieved on June 30,
2013. http://www.hse.gov.uk/leadership/whyleadership.htm
International Labor Organization (2013). Safety and health at work. Retrieved on May
26, 2014, http:/www.ilo.org/global/topics/safety-and-health-at-work/lang--en/index.htm
BBS e-book https://www.amazon.in/dp/B00FNV4CXW Behavioral Safety Approach

for Workplace Accidents Prevention (Lessons from Indian Organizations): Behavioral
Safety Approach for Workplace Accidents Prevention (Lessons from Indian
Organizations) Authored by Dr. Harbans Lal Kaila (Follow details of the print book on
the link https://tsw.createspace.com/title/4472747
Kaila, H.L. (2009). Behaviour-Based Safety Management: Case Studies across Industries
in India. The Indian Journal of Social work, 70 (3), 489-501.
Kaila HL. (2010), Behavior-based Safety Programs Improve Worker Safety in India.
Ergonomics in Design. Vol. 18 (4), Fall, 17-22. CA, USA.
Kaila HL. (2012). Behaviour based safety in organizations, Prasad Psychological
Corporation. New Delhi, Available at: tel. 098107 82203. kranti@prasadpsycho.com
Kaila HL (2013). Review of BBS Implementation in Indian Organizations. World Focus,
International Practice Specialty's technical publication, Vol. 13 (1), 1, 10-16.
Kaila, H.L. (2013a). Is industry really poised for zero accidents? World Focus, 13 (2), 14-
19.
Kaila, H.L. (2014). Are we really prepared for zero accident at work? Business Manager,
16 (9), 15-20.
Kaila, H.L. (2014a). A case of Behaviour Based Safety implementation at a multinational
organization. Journal of organization and human behaviour, vol. 3, issue 2 & 3, 1-8.
Kaila, H.L. (2014b). Implementing behaviour based safety: issues and challenges.
International Journal of Management Research, vol. 5(1&2), 39-48.
Kaila, H.L. (2014c). Emerging issues and outcomes of Behaviour Based Safety
implementation. Industrial Safety Review, June Issue, 80-86.
Personal Communication (2015). A meeting with GM - Operations of a multinational
aluminum company in south India.

55
Brief about the BBS Project Director

Dr. H.L. Kaila is a Professor of Psychology, Mumbai. He has over 30 years professional
experience and has to his credit several projects with ICSSR, UGC, NSC and World
Health Organization; and has authored 12 books, and a large number of articles for
refereed journals and newspapers. He has also appeared several times on television for
providing his expert views. Dr. Kaila represented India at the International Conferences at
New York, Berlin, Rome and Sydney. He is an Editor of the Journal of Psychosocial
Research and Vice-President: Counselors Association of India. He is only industrial
psychologist who is regular BBS trainer and implementer and popularized BBS in India.
Dr H L Kaila has conducted about 600 BBS workshops for organizations such as ITC,
ESSAR, RIL, Colourtex, Reliance Energy, Ultratech, GAIL, SAIL, CFCL, KAPS, RCF,
SEML, HPCL, BPCL, L&T, NPCIL, HWB, Voltas, Bajaj Auto, BFL, NFCL, Whirlpool,
DFL, PPL, VSL, ITD, JK Lakshmi, Amaraja, IGL, IGF, ONGC, GE, BFL, FMC, PI
Industries, M&M, BHEL, ICC, Excel, Bayer CropScience, Sanofi-Aventis, Foseco,
IOCL, Vedanta, Aarti industries and conducted 30 safety awareness surveys in India.
(Prof.. H.L. KAILA) Mumbai

Tel.: 0091-9322-00-6518, e-mail: kailahl@hotmail.com
For more details, you may Google Search for ‘Kaila BBS’
Complete satisfaction of the workshop participants on the subject is assured.
Note: every participant must get a hard copy of this reading material before we begin this programme.
Let’s pray for health & safety of everyone

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1

BEHAVIOUR BASED SAFETY (BBS) IN ORGANIZATIONS

Behaviour Safety is a statistically meaningful improvement of the Safety

“Before BBS implementation, safety was like a police inspection. BBS

Need for BBS

So we need to focus our efforts on unsafe and safe behaviors in safety.

Author: Dr Kaila HL Page 1

BBS is OHSAS Compliance

OHSAS 18001:2007 document includes in OH&S management systems: Participation

BBS Training Objectives:

Author: Dr Kaila HL Page 2

BBS Lead Trainers 4-days Workshop Contents

What Behavioral Safety Training Does?

Author: Dr Kaila HL Page 4

Author: Dr Kaila HL Page 5

21. BBS is not a top-driven but bottom-up approach.

Observation and Feedback process

Author: Dr Kaila HL Page 6

46. Observation sampling should be undertaken randomly (not on fixed timings)

What does a BBS observer gain from actively caring?

Some Problems in observing and giving feedback:

Author: Dr Kaila HL Page 7

The above interactive workshop will help in self-development so that the

Author: Dr Kaila HL Page 8

BBS implementation and Steering committee

Author: Dr Kaila HL Page 9

OBSERVERS CHECKLIST OF BEHAVIOURS TO GUIDE OBSERVATION TOUR

OBSERVER _____________________ DATE__________

DEPARTMENT / JOB__________________ TIME___________

BEHAVIOUR CATEGORIES No. of Safe No. of At-Risk No. of corrections

Using mobile while working

Author: Dr Kaila HL Page 10

Some Problems in developing BBS checklist

1. Behavior categories not mentioned;

Responses of BBS trainees (N=350) are as under:

The following action plan is desirable in launching BBS

Author: Dr Kaila HL Page 11

Ten Expectations of BBS Training Participants

Some Responses of BBS training participants (N=350):

An Indian Experience on Behavior Based Safety

Author: Dr Kaila HL Page 12

Critical Behaviors Responsible For Accidents

Total 146 100.00

Author: Dr Kaila HL Page 13

In addition to the above, the experienced managers from different sites

o Starting a Task with Incomplete Instructions

o Ignoring Safety Procedures Mental Distractions from Work

o Failure to Pre-Plan the Work

Questions that are asked by the managements before BBS launch:

1. How to select observers?

Some names for BBS Project:

Author: Dr Kaila HL Page 14

9. ‘safety for each other’ Project

Author: Dr Kaila HL Page 15

Outcomes of BBS implementation

Author: Dr Kaila HL Page 16

Author: Dr Kaila HL Page 17

BBS Workshop Learning Assessment

1. What is BBS? Define it?

4. What are the two-implementation problems of BBS?

5. What are the two myths of BBS?

Mark the following as True or False.

20. Use checklist for observation to focus on critical behaviors. True/False

OBSERVER ___________ DATE

DEPARTMENT / JOB________ TIME_