BEHAVIOR BASED SAFETY (BBS)HUMAN FACTOR RELIABILITY SSDCEI, March 2, 2015Brussels

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Technical factors

Human factorsRi

sk

Years

SAFETY & ITS FACTORS: BASIC APPROACH

► Achieving a high degree of Reliability, meant as the safe performance of the human component, is a goal to be reached gradually and steadily.

Organizations, which have in their human talent their most valuable asset, must progress into a Culture of Safety, integrating Safety processes into their overall management as an integral part of it. By doing so, they will produce a "role model effect".

One of the basic conditions to achieve the continuous improvement of human reliability is to encourage not only business managers but all employees to embrace a true culture of safety, impacting planning of every activity and involving every level of management, paying special attention to the daily tasks that can be a source of valuable feedback.

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Such a safety cuture should maximize Human Reliability by:

► Proactively engaging on safe behaviour at the daily course of operations.

► Tracking and learning every day from the occurrence of errors.

► Adopts a non-punitive attitude towards errors, distinguishing between errors and violations (GEMS Model: Generic Error Modelling System. Reason)

► Introduces Human Factor Management Models in a comprehensive and systematic way.

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Basic principles:

► Organizational culture handling problems and reactings to new opportunities, passing them onto new members as a corporate way of thinking, living and working.

► Commitment to people. People are the essence of any organization. The commitment of an organization to its people greatly highlights the value of skills and experience within the organization.

► The value of reliability. Every aspect of human reliability has a great impact on business organizations; they need, therefore, consistent and integrated solutions than can protect their activity and human resources.

► Leadership. As a result of the above, managers need to create the conditions to get people actively involved in achieving the goals of the organization. Hence the vital role of middle management.

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Human Realiability improvement Plan

► Integration of human behaviour in the Management System. It consists in identifying, understanding and managing a network of interconnected events to maximize the effectiveness and efficiency of the organization (feedback, transparency, responsibility, goal setting, etc).

► Factual approach to decision making. Actions should based on the optimal analysis of the results, data and information gained from reports to allow for decision-making with the lowest degree of uncertainty. This leads to the identification of key decisions, both positive or needing corrective action and to the evaluation of their criticality.

► Continuous improvement. This is an ongoing goal of all great organizations, set already by ISO’s (9001, 14001, 18001…)

► Systematization of the Reliability Process. A Plan that provides consistency and continuity, steering clear of specific and erratic actions.

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2. Raising Awareness and Training in Human Factors

2.1. Raising Awareness and Training in Human Factors

1.2. Human Error Risk Map

1.1. Diagnosis and Human Factors Auditing

Goals:

1. Diagnosis, Human Error Risk Map and Human Reliability Improvement Plan

1.3. Human Reliability Improvement Plan

To acquire the competencies (knowledge, skills and attitudes) required to undertake a process of improvement in Human Reliability and Safety Culture.

To strengthen engagement and satisfaction among the workforce, cementing relationships and creating a healthy work environment.

To identify the specific risks inherent to human error in order to turn the outcome of each incident into a positive learning opportunity.

To establish specific and measurable goals.

To have a Human Reliability Improvement Plan which outlines the steps to take in an objective, systematic and comprehensive way.

To integrate Human Reliability as a requirement into Safety Management.

To analyse Human Factors with specific tools and methodologies aiming for measurable results.

To make it easier for managers and employees to fulfil their goals in connection with attitude change.

To ensure adequate means to control the identified risks.

PLAN OVERVIEW

PLAN (1). HUMAN ERROR RISK MAP: Development & validationGoals

Validate Risk Map (RM) & Human Errors Database (HED) in main workplaces by simulationCheck the new RM and HED against existing incident analysis

OutputRM & HED for Key Roles & Tasks

EkError of Knowledge. The errors are caused by lack of information, inadequate mental models or faulty reasoning. Are given by face a new and very complex process, or where It has been a while since a procedure has been learnt and now is forgotten, etc.

ErError of Rule. In this mode of operation, the performance of tasks is controlled by a set of rules that workers already know and are essential for troubleshooting. Typical errors usually appear as a result of bad rules applied to properly valued situation or good rules used in wrong situation. Use to be errors due to the force of habit, routines.

ElError of lapseThe individual is familiar with the situation, the task was become routine and the person is on "autopilot". These errors are rare, and when there are due to casual lapse. These occur even though staff are well trained. The workers often make more experienced. They are attention problems, perceptual confusion, omissions any step. It usually happens after an interruption. They are execution errors.

ERRORS

TrRoutine Transgression is associated usually with the intent to do the job faster, believing that thus becomes better. Sometimes they’re shortcuts to finish the job and continue with other key, etc.

Ts Situational Transgression when it seems impossible to work following the rules, time pressure, understaffing, lack of space, etc. People find impossible to do the job following the rules or regulations consider there’re impracticable goals and incompatible. Situational factors controlling people in that place make them oppose production to safety.

TeExceptional Transgression refers to extraordinary situations where people do risky things, for example risking their lives to save another person.

TfTransgression by Flaunt, when the rules are broken to prove skills to others, to defy risk. Often associated to very young people who believe to be very skilled or veteran staff to demonstrate their experience.

TRANSGRESSIONS (violations)

GEMS (Generic Error Modelling System). Example of generic errors previous to startdeterminate task

Second Strategic Line: Raising Awareness and Training in Human Factors

IRM - Industrial Resource Management

Human Reliability Management

Training of Trainers on Attitude Change

Goals

Accident Investigation Techniques involving HF

Type of training:

Classroom training

Targeted at: Underground SupervisorsAbove-ground Supervisors

Duration: 40 hours

Type of training:

Classroom training

Targeted at: Shift SupervisorsSafety Representatives Duration: 40 hours

Type of training:

Classroom training

Targeted at: Safety Representatives

Occupational Health Officials

Accident Investigators

Duration: 40 hours

Type of training:

Classroom training

Targeted at:Trainers

Duration: 40 hours

Training initiatives:

To gain the competencies (knowledge, skills and attitudes) required to undertake a process of improvement in Human Reliability towards a Safety Culture.

To strengthen engagement and satisfaction among the workforce, cementing relationships and creating a healthy work environment.

PLAN (2). STRATEGIC LINES DETAIL EXAMPLE

- Leadership and Commitment- Identify risks- Setting targets safety and health- Ensure prevention program- Use secure technologies- Control and improve the qualifications of ALL staff- Investing in the most important: MOTIVATE PEOPLE

The analysis of accidents in Extractive Industries shows that global cases are comparable regardless of mineral, region, depth, etc.

Identified, as expected, seven key points:

CONCLUSIONS

• Shift in focus from static to dynamic safety• Holistic analysis ... everything INFLUENCES• Safety training to the entire line (Staff and workers)• Is there any formal (academia) training?• Why is it not a core subject in engineering?