ACCIDENT PREVENTION &

BEHAVIOUR BASED SAFETY

WHY SAFETY IS OUR FIRST JOB

To protect human life

To protect company property

To protect surrounding environment/ community

To efficiently run the business & reduce Losses

To enhance productivity

To build up morale & team spirit

To enhance corporate image

Special Risks Associated withPetroleum Refining

Highly flammable material

High Temperature/Pressure

Modern Technologies use Hydrogen extensively

Harmful Chemicals/Solvents/Catalysts used in the

Process

Corrosivity /Reactivity

Self Ignition on Leakage from System

Uncontrolled Process Reactions

Loss of Containment/Accidental Releases

Safety Management

In the early stage of industrialization safety was managed through training and following safe procedures, compliance of rules and regulations, etc.

Next stage witnessed enhanced safety feature through technological up-gradation safe processes, safety features in built in design and prescriptive statutory rules.

Finally safety is managed through systems approach. The ‘Cullen Report’, 1990 on Piper Alpha Disaster stressed the need for formal safety management system.

Safety Management System

An integrated approach of Management,

Leadership Commitment and Coordinated

Technical Interventions from concept to

commissioning to commercial operations

Employee Participation

Abide by safety rules/regulations

To follow safe operating practices

Actively participate in safety committees

Feed back on unsafe practices and acts

Train co-workers and assist them in performing safely

Help in controlling safety and environmental incidences

Use Personal Protective Equipment (PPE)

Training

Employees, contractors, security personnel,

Truck drivers/khalasis

Core Safety training

Skill training

Refresher training

Use of modern training aids - simulators

NEED FOR SAFETYNEED FOR SAFETY

ECONOMIC ASPECTS

• LOSS OF PRODUCTION

• LOSS OF CAPITAL

• LOSS OF MANPOWER

• MEDICAL COMPENSATION

• COST OF TRAINING

• LOSS OF WAGES

• BUSINESS INTERRUPTIONS

LEGAL ASPECTS

(STATUTORY OBLIGATION)

HUMAN ASPECTS

• PHYSICAL INJURY

• REPARATION ON FAMILY

• MORAL LOSS

SOCIAL ASPECTS

• GENETIC

• ECOLOGICAL

• LOSS TO NATION

• POLLUTION OF STREAM AND AIR

SAFETY BELIEFSSAFETY BELIEFS

• ALL INJURIES CAN BE PREVENTED.

• WORKING SAFELY IS A CONDITION OF EMPLOYMENT.

• EMPLOYEES INVOLVEMENT IS ESSENTIAL.

• ALL OPERATING EXPOSUIRES CAN BE SAEFGUARDED.

• TRAINING EMPLOYEES TO WORK SAFELY IS ESSENTIAL.

• PREVENTION OF PERSONAL INJURIES IS GOOD BUSINESS.

• MANAGEMENT AUDITS ARE A MUST.

• MANAGEMENT IS RESPONSIBLE FOR PREVENTING INJURIES.

Basic Philosophy of Accident Occurrence & Prevention Attitude

Humanity

Ability

The desire to serve industry

Knowledge

Country

Inspections Review InquiryObservations of records Investigation

Organization Management SafetySupport EngineerSystematic procedureCreating & marinating interest

Fact finding

Frequency Causes Acc typesSeverity Direct OperationLocation Underlying Tools & equip.Occupation Major causes Obstacles

Analysis

Personnel Instruction DisciplineAdjustment Persuasion AsPlacement & appeal Last

Engineering ResortRevision

Selection of remedy

SupervisionEducation Engineering

Application of remedy

STEPS OF ACCIDENTS PREVENTIONSTEPS OF ACCIDENTS PREVENTION5 5

4 4

3 3

2 2

1 1

PRINCIPLE OF ACCIDENT PREVENTIONPRINCIPLE OF ACCIDENT PREVENTION

BASIC PHILOSOPHY OF ACCIDENT PREVENTION IS ‘ACCIDENTS DO

NOT JUST HAPPEN, THEY ARE CAUSED.

(i) DEFINITION OF ACCIDENT

AN ACCIDENT IS AN UNPLANNED AND UNCONTROLLED EVENT IN

WHICH THE ACTION OR REACTION OF AN OBJECT, SUBSTANCE,

PERSON, OR RADIATION RESULTS IN PERSONAL INJURY OR THE

PROBABILITY THEREOF.

(ii) DEFINITION OF SAFETY

A SUBJECT COMBINATION OF ARTS, SCIENCE AND TECHNOLOGY

WHICH GIVES FREEDOM FROM A CONDITION WHICH MAY LEAD TO

INJURY OR OTHER LOSS.

ACCIDENT RATIO STUDYACCIDENT RATIO STUDY

• THOUGH IMMEDIATE CAUSES OF ACCIDENTS ARE DIFFERENT, BASIC

CAUSES ARE THE SAME.

• IT INDICATES THAT LOT OF EVENTS WHICH ARE INCIDENCES,

PROPERTY DAMAGES OR MINOR ACCIDENTS TAKE PLACE BEFORE A

MAJOR ACCIDENT OCCURS.

• STUDY OF INCIDENTS PROVIDES OPPORTUNITIES TO CONTROL OF

PROPERTY DAMAGE AND INJURIES (MINOR & MAJOR).

1

10

30

600

SERIOUS OR MAJOR INJURY

MINOR INJURIES

PROPERTY DAMAGE ACCIDENTS

INCIDENTS WITH NO VISIBLE INJURY OR

DAMAGE(NEAR MISS INCIDENTS)

Lack of Control

Inadequate

•System•Standards

•Compliance

Basic Causes

Personal Factors

Job/System Factors

Immediate Causes

Substandard Acts/Practices

Substandard Conditions

Incident

Event

Loss

Unintended Harm

OrDamage

The DNV Loss Causation Model

Problem Solving Model

Measurement of Consequences

Measurement of Causes

Measurement of Control

Th

resh

old

Lim

it

Pre contact Contact

Post contact

COST OF ACCIDENTSCOST OF ACCIDENTS

$1

$5 TO $50 Ledger Costs of Property Damage (Uninsured costs)

$1 to $3 Uninsured

Miscellaneous Costs

INJURY & ILLNESS COST

• MEDICAL

• COMPENSATION COSTS (INSURED COSTS)

• BUILDING DAMAGE• TOOLS & EQUIPMENT DAMAGE• PRODUCT & MATERIAL DAMAGE• EXPENSES ON EMERGENCY SUPPLIES &

EQUIPMENTS• REPAIR & REPLACEMENT COSTS

• INVESTIGATION TIME• WAGES PAID FOR LOST TIME• COST OF HIRING/TRAINING/REPLACEMENT• OVERTIME• EXTRA SUPERVISORY TIME• CLERICAL TIME• DECREASED OUTPUT OF INJURED PERSON

ON RETURN• LOSS OF BUSINESS

UNSAFE ACTS OF PERSONSUNSAFE ACTS OF PERSONS

1. OPERATING WITHOUT CLEARANCE, FAILURE TO SECURE OR WARN.

2. OPERATING OR WORKING AT UNSAFE SPEED.

3. MAKING SAFETY DEVICES INOPERATIVE.

4. USING UNSAFE EQUIPMENT, OR EQUIPMENT UNSAFELY

5. UNSAFE LOADING, PLACING, MIXING, COMBINING ETC.

6. TAKING UNSAFE POSITION OR POSTURE.

7. WORKING OR MOVING OR DANGEROUS EQUIPMENT.

8. DISTRACTING,TEASING , ABUSING ETC.

9. FAILURE TO USE SAFE ATTIRE OR PERSONAL PROTECTIVE DEVICES.

88%

UNSAFE ACT-

VIOLATION FROM THE COMMONLY ACCEPTED SAFE PROCEDURE OF WORK.

UNSAFE MECHANICAL OR PHYSICAL CONDITIONSUNSAFE MECHANICAL OR PHYSICAL CONDITIONS 1. INADEQUATELY GUARDED (GUARDS OF IMPROPER HEIGHT,

STRENGTH, MESH ETC.)

2. UNGUARDED / ABSENCE OF REQUIRED GUARDS.

3. DEFECTIVE, ROUGH, SHARP, SLIPPERY DECAYED, CRACKED ETC.

4. UNSAFELY DESIGNED MACHINES, TOOLS, ETC.

5. UNSAFELY ARRANGED, POOR HOUSEKEEPING, CONGESTION, BLOCKED EXITS, ETC.

6. INADEQUATELY LIGHTED, SOURCES OF GLARE ETC.

7. INADEQUATELY CLOTHED, NO GOGGLES GLOVES OR MASKS, WEARING HIGH HEELS ETC.

8. UNSAFE PROCESSES, MECHANICAL, CHEMICAL, ELECTRICAL, NUCLEAR ETC.

10%

UNSAFE CONDITION OCCURS DUE TO WRONG PLANNING, DEFECTIVE DESIGNING, UNSAFE CONSTRUCTION OR COMMISSIONING OR DEFECTIVE MATERIALS..

PERSONAL FACTORS PERSONAL FACTORS 1. INADEQUATE PHYSICAL / PHYSIOLOGICAL CAPABILITY:

2. INADEQUATE MENTAL/PSYCHOLOGICAL CAPABILITY :

3. PHYSICAL OR PHYSIOLOGICAL STRESS:

4. MENTAL OR PSYCHOLOGICAL STRESS:

5. LACK OF KNOWLEDGE

6. LACK OF SKILL

7. IMPROPER MOTIVATION:

JOB FACTORSJOB FACTORS

1. INADEQUATE LEADERSHIP AND/OR SUPERVISION

2. INADEQUATE ENGINEERING

3. INADEQUACY IN PURCHASING

4. INADEQUATE MAINTENANCE

5. INADEQUATE TOOLS AND EQUIPMENTS

6. INADEQUATE WORK STANDARDS:

7. WEAR & TEAR (IMPROPER EXTENSION OF LIFE, USE FOR WRONG

PURPOSE)

8. ABUSE OR MISUSE:

SUPERVISORS ROLE IN SAFETYSUPERVISORS ROLE IN SAFETY

DUTIES OF SUPERVISORS IN PROMOTING SAFETYDUTIES OF SUPERVISORS IN PROMOTING SAFETY• EACH SUPERVISOR SHALL EXERCISE CLOSE SUPERVISION OVER HIS

MANPOWER..

• SHALL ENSURE THAT PERSONS WORKING UNDER HIM ARE COMPETENT TO PERFORM THEIR WORK SAFELY.

• HE MUST TAKE IMMEDIATE CORRECTIVE ACTION WHENEVER UNSAFE CONDITIONS / PRACTICES ARE OBSERVED.

• SUPERVISOR SHALL EXPLAIN IN DETAIL THE PARTICULAR HAZARDS WHERE THE EMPLOYEE IS WORKING AND THE PRECAUTIONS TO BE TAKEN TO ENSURE SAFETY.

• HE SHALL DEVELOP SAFETY AWARENESS IN THE MINDS OF ALL EMPLOYEES.

• SUPERVISORS SHALL ENSURE THAT THE SAFETY REGULATIONS ARE UNDERSTOOD, THAT ALL HAZARDS ARE ELIMINATED WHEREVER POSSIBLE AND ALL MEANS OF EGRESS/EXIT, STAIRWAYS AND SIMILAR MEANS OF ESCAPE ARE CLEAR, WORKABLE AND THOROUGHLY KNOWN TO ALL HIS MEN.

DUTIES OF SUPERVISORS IN PROMOTING SAFETYDUTIES OF SUPERVISORS IN PROMOTING SAFETY

• HE MUST SET A GOOD EXAMPLE IN KNOWING AND OBSERVING ALL

SAFETY RULES AND PRECAUTIONS.

• SUPERVISORS SHALL INVESTIGATE AND REPORT THE ROOT CAUSES

OF ACCIDENTS THAT TAKE PLACE IN THEIR AREAS.

• SUPERVISORS ARE REQUIRED TO MAKE CONTACTS WITH PERSONS

WORKING IN ISOLATED PLACES.

• BY REGULAR AND SYSTEMATIC INSPECTION, SUPERVISOR SHALL

ENSURE THAT ALL TOOLS, EQUIPMENT, MACHINERIES AND

PREMISES ARE IN SAFE AND OPERATIVE CONDITIONS.

• SUPERVISORS MUST TAKE CORRECTIVE ACTION WHENEVER RULES

ARE NOT OBSERVED BECAUSE A SINGLE VIOLATION MAY BECOME A

SOURCE OF MAJOR ACCIDENT AND MAY PUT THE SAFETY OF AN

INDIVIDUAL OR A GROUP IN JEOPARDY.

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Behavior Based Safety

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Why Safety Programs Do Not Work:

• Safety is a priority, not a value!• Safety is not managed in the same

manner as production, quality, and cost issues!

• Safety is not driven through continuous improvement!

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“Fallacies or Realities” in Safety Fables?

• Conditions cause accidents!• Enforcing rules improves safety!• Safety professionals can keep workers

safe!• Low accident rates indicate safety

programs are working well!• Investigating to find the root cause of

accidents will improve safety!• Awareness training improves safety!• Rewards improve safety!

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Core Elements in Successful Safety programs

• A culture that says “safety” is important around here!

• A tight accountability system!

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• An excellent tool for collecting data on the quality of a company’s safety management system

• A scientific way to understand why people behave the way they do when it comes to safety

• Properly applied, an effective next step towards creating a truly pro-active safety culture where loss prevention is a core value

• Conceptually easy to understand but often hard to implement and sustain

Behavior Based Safety: What Is It?

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• Only about observation and feedback

• Concerned only about the behaviors of line employees

• A substitution for traditional risk management techniques

• About cheating & manipulating people & aversive control

• A focus on incident rates without a focus on behavior

• A process that does not need employee involvement

Behavior Based Safety:What It Is Not!

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Interventions: Always Consider These 3 Components

Safety

Managem

ent Syste

m

Engineering Controls

Behaviors

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• Attempts to eliminate the hazard

• Having employees work around the hazard

• Guarding or warning employees about the hazard

• Training employees to deal safely with the hazard

Traditional Hierarchy of Safety Interventions Included:

34

• Management leadership• vision, values, commitment• safety goals & objectives• costs of safety performance

• Responsibility & accountability• defined for management & employees• accountable for performance

• Safety organization• safety committees• safety staff resource• safety budget

Safety Management System Interventions7 components

35

Safety Management System Interventions 7 components (continued)

• Safe work practices & procedures• general & job specific• housekeeping• contractors• emergency

• Safety review & improvement • a Plan / Do / Check / Act process• accident investigation process• safety audit / inspection process

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• Safety training• Based on needs assessments• Designed & presented effectively• For both management & employees• Results in observable changes in behavior on

the job

• Safety communications• Internal & external• Appropriate for audience• Effectiveness of communication methods

Safety Management System Interventions 7 components (continued)

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• % of safe behaviors increasing and the % at-risk behaviors decreasing

• Reporting of near misses / hits increasing

• Both the number of observations and level of participation increasing

• Frequency & severity of injuries decreasing

• Increasing acceptance of responsibility and accountability for personal behavior

If Safety Interventions are Effective You Will See:

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“Business is Behavior”*

A business succeeds or fails through the performance of all of its employees

Success = “Good” performance

Failure = “Bad” performance

Performance = the combined results of a series of behaviors

* Aubrey Daniels, author and behavioral psychologist

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Obstacles To Success:

• Poorly Maintained Facilities

• Top-down Management Practices

• Poor Planning/Execution

• Inadequate Training

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Keys to Success:

• Meaningful Employee Empowerment

• Designing a Well Planned and Supported BBS Process

• Managing BBS Process with Integrity

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Activators (what needs to be done)

Competencies (how it needs to be done)

Consequences (what happens if it is done)

Human Behavior is a function of :

42

Human behavior is both:

Observable

Measurable

therefore

Behavior can be managed !

43

Attitudes

are inside a person’s head -therefore they are not observable or measurable

Attitudes can be changed by changing behaviors

however

44

ABC Model

Antecedents (trigger behavior)

Behavior (human performance)

Consequences (either reinforce or punish behavior)

45

Some examples of activators

46

Definitions:

Activators: A person, place, thing or event that happens before a behavior takes place that encourages you to perform that behavior.

Activators only set the stage for behavior or performance - they don’t control it.

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Behavior: Any directly measurable thing that a person does, including speaking, acting, and performing physical functions.

Definitions:

48

Definitions:

Consequences: Events that follow behaviors.

Consequences increase or decrease the probability that the behaviors will occur again in the future.

Oh please let it be Bob!

If you don’t send in that payment we’ll take you to

court

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Positive Reinforcement (R+) ("Do this & you'll be rewarded")

Negative Reinforcement (R-) ("Do this or else you'll be penalized")

Punishment (P) ("If you do this, you'll be penalized")

Extinction (E) ("Ignore it and it'll go away")

Only 4 Types of Consequences:

Behavior:

50

Both Positive (R+) & Negative (R-) Reinforcement Can

Increase Behavior

R+ : any consequence that follows a behavior and increases the probability that the behavior will occur more often in the future - You get something you want

R- : a consequence that strengthens any behavior that reduces or terminates the consequence - You escape or avoid something you don’t want

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Good safety suggestion Joe! Keep bringing

‘em up!

R+

R-

One more report like this and you’re out

here!!

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Both Punishment & Extinction Decrease Behavior

P: a procedure in which a punisher (consequence that decreases the frequency of the behavior it follows) is presented - You may get something you don’t want

E: withholding or non-delivery of positive reinforcement for previously reinforced behavior - You don’t get what you want

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You bonehead!! You can kiss that bonus for this year good-bye.... and take a few days off without pay!!!P

E

Let him cry honey. If we get up every night

when he cries he’ll never learn to go to

sleep peacefully.

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Performance Time

R+

The effects of positive reinforcement

55

Performance Time

P

The effects of punishment

56

Performance Time

E

The effects of extinction

57

Performance Time

If you see this type of performance curve, you can bet

management by negative reinforcement is the

predominant management style

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What Employees Want:

• A Safe Workplace

• A Positive Workplace

• To Take Care of One Another

• To Stop the Hurt!

59

What Management Wants:

• An Accident Free Workplace• Empowered Employees• Pro-active rather than Re-active Work

Process• Minimize Direct and Indirect Costs &

Threat of Liability From Accidents

60

Why is one sign often ignored, the other one often followed?

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If you want to know what people find to be reinforcing....

observe what they do when they have the freedom to choose.

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To create conditions that encourage people to collaborate because they

want to

not because they have to

Let’s do it!!

The Behavior Based Safety Challenge:

63

“Focus on the process …………….not results

they will come later!”

A Values-Based Process

64

Why Do We Need to Change?

“If you do what you’ve always done, you’ll get what you always got!”

W. Edwards Deming

Employee Learning Model

ExperienceExperience OutcomesOutcomes

BeliefBelief

BehaviorBehavior

- Result - Result ++

HabitHabit

Behavior Based Safety

Safety Safety ActivitiesActivities

Fewer at-risk Fewer at-risk BehaviorsBehaviors

Fewer Fewer AccidentsAccidents

Summary

Cultural Change that will take time

Never ending process

Must be employee driven

SAFETY

DESIGN PROCEDURE TRAINING

PARTICIPATION

INSPECTION/AUDIT

GOOD ENGG.PRACTICES

CERTIFICATION/ACCREDITITION

EMENGENCYPREPARENDNESS