starrguidlinesbook

8/3/2019 starrguidlinesbook

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Introduction to STARR

STARR Safety Principles 4

STARR Objectives 4

Safety Training And Risk Recognition 5

The role of STARR 6

Safety Behaviour 7

Safety Attitudes 7

Organisational Culture 7

Elements of STARR 8

Training 9

Role of the Observer 9

Compliance to Safety Standards 9

Perception of Risk 10

Awareness of Risk 11

Complacency 11

At-Risk Behaviour 11

Addressing At-Risk Behaviour 12

Silence is Consent 12

Giving Recognition to Safe Behaviour 12

Structured Observation 13

Observation Techniques 14

Observing with the Checklist 14

Observation Checklist 15

Actions of People 16

Personal Protective Equipment 16

Equipment Use 16

Body Position and Use 17

Adherence to Procedures 17

Employee Involvement 18

Consultation 18

Feedback 19

Positive Safety Management 20

Positive Reinforcement 20

No Names 21

STARR and the

Discipline System 21

Summary 22

CONTENTS >>

United Group Limited2



About STARR

STARR is a consultative technique that

embraces positive safe work principles. It is

an important United program for increasing

the effectiveness of safety management.

STARR is designed for use in United

operational workplaces. These workplaces

include United employees and thesubcontractors engaged by United. STARR

can be used in all levels of the organisation,

with our workforce and management teams.

STARR supports the USafe way in United by:

> improving the understanding of hazards

and associated risks;

> clearly identifiying how to control hazards

and eliminate or reduce risk;

> encouraging feedback and suggestions

to improve workplace safety;

> identifying training needs;

> recognising people who diligently and

consistently work safer;

> recognising the achievement of personal

safety responsibility in action.

STARR will help United continually improve

workplace safety performance.

THE VISION

To have a culture that enables continuous

improvement of safety performance through

positive recognition of safe work behaviour

and reducing the occurrence of at-risk-

behaviour and unsafe conditions.

THE MISSION

The successful implementation of STARR will

contribute to improving safe work behaviour,

and result in the reduction of injuries and

damage by promoting a pro-active safety

culture.

INTRODUCTION

TO STARR >>




STARR enhances the United

Safety Management System

by embracing these positive

safety principles:

> Employees are our most

valuable asset

> All injuries are preventable

> Safety happens when you take

responsibility

> Management is accountable

for safety performance

> Safety is a condition

of employment

> Training is essential for

improving safety

performance

> Safety is a key part of

our business success

STARR OBJECTIVES

For you and the people you

work with, the objectives of

STARR are:

> create and maintain a safer working

environment where you are working

> involve you in the process of safety

improvement

> use helpful and positive ways to improve

your approach and attitude towards

working safer

> help you develop awareness and skills

to identify all the hazards associated

with your work

> help you understand better ways to

control the hazards you identify and then

eliminate or reduce their potential to hurt

you or to damage equipment

> improve your perception of the risk

associated with the work you do

> realise your personal safety responsibility

about working safer

For United and our subcon-

tractors, the objectives of

STARR are:

> involve everyone in the workplace in the

process of improving safety management

> promote a better working practice in the

management of safety

> develop skills in Hazard Observation

and Risk Recognition through broader

awareness of hazards and the risk those

hazards pose

> use a systematic method of recording

feedback for improvement

> train people to better recognise, respond

and observe safe work behaviour that will

lead to preventing injury or damage

> use proactive means to influence attitudes

about working safer and develop safer work

behaviour

> promote safe work behaviour that does

not expose a person or the people they

work with, to risk of injury or damage

to equipment

STARR

SAFEWORK

PRINCIPLES

STARR

OBJECTIVES




1.Training

Training people in

observation skills promotes

ability in recognising

hazards, assessing risk

correctly and identifying

the corrective actions.

2.Perception of Risk

STARR develops greater

realisation of the potential

for injury and damage with

at-risk behaviour.

3.Structured Observation

Observations are a

visual survey and provideinformation on the strengths

and weaknesses in safety

awareness and safe work

practices.

4.Employee Involvement

The involvement, support

and commitment of everyone to promote

and reinforce safe

behaviour is critical to

the success of STARR.

5.Feedback

Feedback from workforce

to the managementdemonstrates commitment

to improving safety.

STARR

SAFETY TRAINING

AND RISK

RECOGNITION

United Group Limited

E m p

l o y

e e

I n v o l v e m e n t

StructuredObservation

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T r a i n i n g

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34

5

An important part of each person’s responsibility to work safely is to ensure that unsafe acts and conditions are identified and corrected.

The success of STARR depends on the involvement of everyone, requiring their support and commitment in preventing injuries and

damage in the workplace.

STARR has five main elements as shown by the points of the star.

5



Positive reinforcement

STARR is a consultative technique that

embraces positive safe work principles.

It is an important United program for

increasing the effectiveness of safety

management.

STARR is designed to bring the best out of

people. Improving safety practices works inconjunction with improving quality and

production, which are important areas in

our business success.

STARR recognises the substantial effort

and support people demonstrate through

planning, procedures, methods, equipment

and skills.

Personal responsiblity

Our organisation has a culture that reflects the

performance expectations required of people

to meet the business objectives. Our safety

culture ‘the USafe way’ is a very important

characteristic and reflects our business

objectives and priorities.

STARR assists in developing our USafe

approach to meet our desired safety

performance. People in United management

have the role of identifying improvement, and

implementing change. Every person has a

part to play in the improvement process.

Feedback to management is a key activity for

change management to ensure the change

process is positive, changes in behaviour and

eventually attitude are achieved.

STARR impact

STARR has been developed to impact

directly on the:

Safe Work Behaviour of our people

Safe Work Attitude at work, on the road,in the community and at home

Safe Work Culture that is necessary for ourpeople to believe and achieve an injury free

workplace.

Safety Management System

STARR is part of the safety management

system as a program that

> reinforces personal safety responsibility

> influences safe work attitudes

> and refines the characteristics of the safe

work culture we want.

The United Safety and Health Policy describes

the safety objectives to be achieved in all of

the United operations.

The United Safety Management System

defines methods of work practice, the

minimum safety requirements, to achieve

these objectives together with the legislative

requirements.

These methods of work practice consist of:

> Safety management procedures

> Safe work standards

> Safety training education and awareness

By elevating the level of safety awareness and

training our people receive about the United

Safety Management System and reinforcing

safety compliance, we will influence change

in our organisation.

With setting the minimum safety requirements,

we are able to define what is the at-risk

behaviour, identify where we can reduce thepotential for injury and damage, and measure

the real safety performance in the workplace.

THE ROLE OF

STARR


OHSlegislation

andcodes of practice

Inspection,audit &review

Recordsand

documentmanagement

Risk/hazardmanagement

Identify changeand

corrective actions

Communicationand

consultation

STARR behaviourdevelopment

Training educationand awareness

Policiesproceduresstandards

Responsibilitiesand

accoutability

SafetyManagement System

6



Motivating change

STARR encourages and reinforces safe work

behaviour in the workplace. We know that

safety is a function of everyone’s behaviour,

but we need to realise that the motivation to

change poor safety behaviour is a function

of realising the undesirable consequences.

Safety behaviour can be developed withpositive and negative reinforcement. Through

STARR, we want to change poor safety

behaviour by using positive reinforcement

that results in positive behaviour and positive

consequences or outcomes.

Negative reinforcement can modify

behaviour simply from realising the negative

and undesirable consequences such as

individuals not receiving recognition or a

workgroup not being able to donate the 100%

contribution to a charity organisation because

safety targets were not achieved. However

STARR is focussed on the use of positivemotivating drivers.

Behaviour development is an important

component of any safety management system.

It does not replace ANY of the existing

components of the safety management

system – it compliments them all!

Cause of injuries

Numerous studies throughout the world

show that between 85% and 95% of the

injuries are behaviour related. For United to

substantially improve safety performance, we

must recognise that at-risk behaviour (and notthe unsafe condition) is the major contributing

factor to workplace injuries.

In the majority of investigations into incidents,

unsafe conditions can be traced back to unsafe

acts or at-risk behaviour.

Change attitudes

STARR promotes safe behaviour in the

workplace. However by identifying unsafe acts

or at-risk behaviour and showing an employee

the safer way to work, does not necessarily

change that employee’s attitude to safety

and ensure they apply the same practice

the next time.

In the long term, we hope that all employees

will develop their safety attitude to make their

own conduct safer and also be alert to their

fellow workers. This is especially important with

new or young starters who are not yet familiar

with safety standards that have been established

to control the hazards in our workplace.

By clarifying what is safe work behaviour and

why it is important to each person, STARR

can help influence the right work attitude and

consistently working safer.

To succeed in changing attitudes and behaviour

about safety in the workplace, STARR focuseson the development of 5 key actions that will

improve the culture in our organisation and

lead to further improvements in safety

performance

The USafe Way

1.Training

Ensure people know the United safety

performance expected of them. Observers

are skilled in observation, interaction and

follow up.

2.Perception of RiskPeople have the knowledge and skill to

assess/evaluate the risk to themselves and

the business consistently, and know how

to apply a control measure appropriately.

3.Structured Observation

People appreciate the positive advantages

of observation and use the opportunity for

feedback. Observers use a consistent

technique of positive approach in identifying

safe and unsafe practices, clarifying the right

method and influence a safer work attitude.

4.Employee Involvement

Assists the consultation process, requires

a joint approach, allows and encourages

involvement of the workforce in communicating

hazards, suggesting improvements and

responding to management decisions that

will affect safety performance.

5.Feedback

Decisive and informative feedback between

management and workforce demonstrates a

commitment in the consultation process and

improves safety related communication.

SAFE WORK

BEHAVIOUR

SAFE WORK

ATTITUDES


SAFE WORK

CULTURE

7



The five elements of STARR enhance the United safety management system and promote safety behaviour, safety attitudes and organisational

safety culture to achieve outstanding safety performance reducing at-risk behaviour in the workplace.

Now we will look in detail at the five elements of STARR and how these elements require all levels of the organisation to support and implement

the program.

ELEMENTS OF STARR >>


Safe workbehaviour

Safe workattitude

Safe workculture

'the USafe way'

Employeeinvolvement

FeedbackTrainingPerception

of riskStructured

observation

Consultative Two waycommunication

Compliancestandards

Awareness &evaluation

of risk

Observationtechniques

Positivereinforcement

Hazardidentification

Hazardcontrols

Clarifyunderstanding

Able toinfluence

Verification

Expectedbehaviour

Risk incomplacency

Observationchecklist

Recognisingsafe behaviour

Appropriatehazard controls

Individualaction

Positivecontribution

Contribution influence and impact on safety management

Elements

How we feel and thinkabout safety

The way we go aboutplanning preparing and

doing our work

An act that canbe observed

8



STARR trains people

in skills of:

> Observation

> Action

> Feedback

STARR encourages:

> Immediate feedback

> Team involvement

> Positive reinforcement

of safe behaviour

STARR training is about:

> Knowledge and understanding of

the safety requirements

> Hazard identification

> Understanding and evaluating risks

> Ways to implement hazard controlmeasures

> Communication

> Observation in a structured manner

> Identifying areas that need safety

improvement

> Maintaining compliance to safety

standards

Role of the STARR Observer

To be effective as an observer, you need to

understand your role as a STARR observer.

> Understand, support and exhibit a positive

attitude towards STARR

> Commit to being an observer and

contribute to improving safety performance

Your STARR Training

Your training prepares you to:

> Introduce yourself and make everyone

aware of the reason for your presence

> Record all observations (safe or unsafe)

and any comments discussed

> Provide feedback (even negative) in a

positive fashion

> Promptly forward observation checklist to

the STARR coordinator associated with

your workplace

Remember

> Observations are to be made but

no names are to be recorded

> Be a role model by practicing a safe

behaviour yourself.

Compliance to Safety

Standards

The highest level of safety performance you

can expect from people is determined by the

minimum standards you set and maintain.

STARR training builds on existing training and

awareness of United’s safety standards and

the safety and health legislation.

The safety performance in your workplace

will be satisfactory if:

> Your standards are high

> Your standards are known

and understood

> Your standards are followed

Maintain Standards

To maintain standards, you’ll need to reinforce

safe work practices and take corrective action

whenever you see an unsafe act.

> If you see the at-risk behaviour but you

don’t address it, the person may think

that he or she is performing satisfactorily.

> If you don’t reinforce or recognise safe

behaviour, employees are l ikely to

think safety isn’t one of your priorities.

Their safety performance may deteriorate

and not maintain the standards.

TRAINING


T r a i n i n g

1



Different perceptionsSTARR motivates people to take positive

action when they observe the potential for

injury or damage.

STARR trains you as an observer to take

action that will help improve the safe work

behaviour of people in your workplace.

Taking action when you recognise that a

hazard exists, particularly when there is an

insufficient control measure in place, indicates

your perception of risk is raising a warning.

But some people don’t get this mental

warning, or trigger to say stop and

re-evaluate. This because our perception

of risk is based on a number of influencing

factors.

Where’s the risk? This is an all too common reply of people who

are not aware of a risk associated with the

work they are doing. Through observation,

STARR educates people to realise the injury

and damage potential with at-risk behaviour.

When we drive on a road, the line dividing the

road does not prevent us from crossing over.

The appreciation and perception of the risk in

colliding with oncoming traffic and the tragic

consequences of failing to adhere to good

driving practice, establishes our attitude to

safety on the road and determines our

behaviour while we drive.

Improving the perceptionof riskHow can we improve the perception of risk?

We need to clarify what influences a person’sperception. This can change the way people

make decisions concerning risk and how they

evaluate risk.

When conducting STARR observations the

initial assumption you need to make is that

the people working with the hazard probably

don’t fully understand the likelihood or the

consequences of coming in contact with the

hazard.

The perception of a risk will effect the

evaluation of risk and the decision to accept

that risk. The acceptance of the risk will be

based on a number of positive and negativepossibilities or outcomes.

Influencing factors

The influencing factors may largely

depend on:

> the level of awareness about the hazards

involved with tasks

> the level of instruction to do the task and

awareness of the associated hazard

controls> the level of personal acceptance that the

likelihood or consequence of the impact is

a real potential to consider

> the personal sense of discipline and pride

in doing the task safely.

Other important factors that may influence

decisions:

> a sense of complacency either in

individuals or generally with people

> complete the task quicker by avoiding

correct preparation

> a shortcut that saves time and money

for the company> an overly confident attitude in

themselves or someone else

> opportunity to gain a monetary advantage

if the risk is accepted

> improve their image and reputation

with others

> they may perceive the chance of injury is

too great or too small to themselves or

someone else

> no ones’s looking, so they won’t get caught

> they perceive a rule to be inhibitive and

unnecessary in their circumstance

> they lack appreciation or underestimate

the real or full potential of the risk

> their judgement is impaired by distraction,

ill-health or not fit to work

> they have a habit of unnecessarily

taking risks

> they have not reached a point where they

are sufficiently uncomfortable to take

alternative or evasive action or stop the

work to re-evaluate the situation

> they failed to make the effort to address

the doubts they had about the work

> an external influence is perceived to have

an unlikely impact on them

Systemic or personal issues A STARR observer needs to look for these

factors about the perception of risk if unsafe

behaviour is observed. This leads to

determining if the at-risk situation is either

personal or systemic issue. If the problem

is limited to a person then training would be

a solution. If the problem is systemic (meaning

it’s a potential safety management systemproblem) then corrective actions need to be

made quickly to avoid other occurrences.

Risk managementUnderstanding how to manage risk is also

an important factor in the perception of risk.

Hazard and risk management is about

assessing hazards and applying control

measures to achieve the level of acceptable

risk. This is where we use of the hierarchy

of controls.

Risk assessment is the process of reviewing

work activities for hazards and the level of risk

associated. This process helps to plan work in

a much better way. The work methods and

techniques to be used then need to be

communicated to those people doing the

work. This involves explaining the hazards,

controls and risk and why it needs to be

conducted in this way.

STARR observations assist in confirming that

risk is understood and perceived correctly.

DefinitionsHazard: A source of potential harm or a

situation with a potential to cause loss.

Risk: The likelihood of something happening

that will have an impact/consequence on

objectives. It is measured in terms of

consequence and likelihood.

Likelihood: The measure of probability

(frequency) expressed as the number of

occurrences of an event in a given time.

Consequence: The outcome of an event

expressed qualitatively as loss, injury or

damage.

Risk Analysis: The systematic use of

available information (work activities, control

measures) to determine how often specified

events may occur and the magnitude of their

likely consequences.

PERCEPTION

OF RISK


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Assessing perception

To improve risk recognition the STARR

Observer must be able to assess the person’s

ability to recognise and evaluate risk.

The people who are successful in managing

the hazards they have recognised generally

have a high level of risk awareness and

understand how to use a safety control.For those people with a need to develop their

risk recognition ability, the Observer needs to

assess the reasons why unsafe behaviour has

occurred. The reasons for low level of risk

recognition might be attributed to:

> Awareness of Risk

> Complacency

> At-Risk Behaviour

Awareness of risk

The level of hazard and risk awareness

an individual has will be based on their

knowledge and understanding of the work

scope, hazards present and risks involved

with the tasks.

Training sessions, briefings, signage

inductions, safety standards and work

procedures are methods in providing

information that assist in the risk recognition

and evaluation process. They are methods

to ensure the risks and hazards are

communicated.

Information provided about hazards

improves personal observation skills and

guides people to look for hazards while they

work and observe others while working.

Greater awareness of risk boosts observation

skills and assists in planning safer work

methods, identifying existing or new hazards

and assessing the risks that may develop

during that work.

Complacency

Complacency can be a symptom observed in

individuals but could also be a characteristic

of the safety culture. Complacency about risk

leads people into a false sense of security.

With the right combination of circumstances,

the risk is likely to turn into reality and

someone will be injured. The trouble

is – some people probably won’t realise

those circumstances are occurring.

They aren’t looking for them.

Common responses…

> “…where’s the risk?...”

> “…you think you know more about this

than me…”

> “…you’re always coming at me with the

what ifs – it’ll never happen…”

> “…we’ve done this before and nothing’s

happened…”

> “…What? this happened last time and you

are doing it same way?...”

> “…don’t worry about it, nobody else is

concerned about it…”

Complacency contributes to at-risk behaviour

by diminishing the negative aspects of the risk

potential. Be aware of statements like…

“that’s not going to happen” …

“I’ve been doing this for years and nothing like

that has ever happened”.

Complacency will occur with distraction from

events occurring around the workplace or

happening outside the workplace – home,

family, recreation. Keeping alert and

observing, serves to remind people that

safety is an integral part of a work method.

At-risk behaviour

As a STARR observer the response you give

to observing at-risk behaviour is critical. The

response must be proportional to the severity

or potential severity of the behaviour.

Comparing the situations of a person

observed not wearing their glasses and a

person observed working with a potential to

fall, will need to you to respond respectfully

and with an appropriate level of vigour to

correspond with the action.

Your explanation of the problem will help

change the person’s recognition of risk.

PERCEPTION

OF RISK


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STARR is designed to develop and improve a

person’s perception of risk. Where a prevailing

positive safety culture exists, people will

support and be open to influences that

will improve their safe work attitude.

Why observe people working? Because it

is an opportunity to learn how well people

understand and implement the safety

standards that are established. Four areasthat progress positive attitudes to safety are:

> Giving recognition to safe behaviour

> Addressing at-risk behaviour

> Silence is consent

> Early warning benefit of observation

Reinforcing safe behaviour

A STARR Observer will add substantial value

to the workplace moral and safety culture

when they can identify and recognise

individuals or groups who have demonstrated

safe behaviour. Recognition is a very strong

influence on behaviour.

If a STARR observer or a member of the

management team (particularly supervisors

and managers) ignore safe behaviour, and

concentrate on identifying only poor

behaviour, our people are likely to think

safety isn’t a valued priority. Over time

safety performance or more specifically

the safety culture may deteriorate.

Addressing at-risk behaviour

As a STARR Observer, at-risk behaviour must

not be ignored or given casual attention.

When you actively address at-risk behaviour,

you send a signal to people around you that

the safety standards in this workplace are

high. This is why STARR Observers and the

management team must be aligned inachieving the compliance levels of the

safety standards.

At the same time, if you don’t seem to notice

at-risk behaviour, you will send a signal that

safety is not important to you.

At-risk behaviour is not always a deliberate

action by a person or crew of people.

At-risk behaviour can be the result of:

> Time pressures

> Insufficient instruction

> Distraction (from work issues or

home issues)

> Lack of concentration on the task

> Fatigue

> Insufficient equipment, tools, crew size

> Task not progressing as planned

The incident pyramid

Silence is consent

When it comes to correcting at-risk behaviour,

silence is consent. Why? Because if you see

the at-risk behaviour but you don’t address it,

the person may think that they are performing

satisfactorily. The person won’t have any

reason to change. Others in the area will

also think the behaviour is acceptable.

Early warning benefit of

observation

Bird’s incident pyramid presents a statistical

case of relationship between incidents with

varying levels of severity of injury and damage.

If a workplace can reduce the number of

at-risk behaviours, the opportunity for incident

involving an injury or damage is substantially

reduced.

At the base of the event pyramid, many near

hit events occur (these involve no injury ordamage) resulting from at-risk behaviour.

Many reported incidents, and particularly the

serious cases where the investigation follows,

reveal the difference between a minor injury or

a serious injury, could be measured in minutes

or seconds. The reasons for incidents vary

from… “I didn’t know that I had to do that” or

“nobody told me about that” are frequent.

One excuse frequently given following an

incident, and that STARR training will

address, is

…“I’ve been doing this for a while and nobody

said anything to me that was unsafe”…

either their behaviour was ignored or someone

was not watching.

PERCEPTION

OF RISK


Fatality

Serious injury

Minor injury

Near miss incidents (reported)

Not reportedSTARR

Focus area

Recognise safe behaviour

Observe correct at-risk behaviour

Prevent injuryPrevent damage

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At Risk Behaviour

STARRoutcomes

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Why observe?

As a STARR Observer you need to identify

safe and unsafe actions. This involves

observation, talking to people, reinforcing

safe work practices and addressing at-risk

behaviour.

By regularly observing and recording

work practice and behaviour, you cansignificantly affect safety performance and

establish a reliable standard of measure for

safety in our workplace.

What to observe

For example:

While observing we are looking at a person,

crew or team:

> what PPE they have selected and if they

are wearing it correctly

> is the selected equipment being usedcorrectly for the task

> how they have positioned themselves

to avoid injury

> Whether the employees have determined

or are utilising a procedure or JHA

appropriate for the work

> have understood the work procedure

or JHA

> have maintained adequate housekeeping

and work area conditions (ie. warning signs

and barricades)

> how they have prepared and setup theirwork.

(JHA: Job Hazard Analysis)

Through STARR, United can more

accurately monitor:

• Safe behaviour that does not expose

the employee or others to the risk of injury

• Unsafe behaviour that can cause

an injury to the employee or others.

Both safe and unsafe behaviours (or at-risk

behaviour) are carried out by people, not bymachines.

If we eliminated unsafe

behaviour in the workplace,

we can potentially reduce the

injury rate by up to 95% or

100% if we believe that all

injuries are preventable!!

STRUCTURED

OBSERVATION



3



Observation techniques

Observing people working can be carried out

in a number of ways that are not intrusive and

will obtain the desirable outcome – promoting

safe behaviour.

Observations can be carried out:

1. When walking through a work area and you

notice a hazard that may cause injury,

introduce yourself and explain that you

believe a risk or hazard is present without

an adequate control measure in place.

Explain why you have a concern.

2. While observing, remember to clearly

communicate and reinforce safe behaviour.

You can commend someone because they

are simply working in a way that would be

expected and required by a safety

standard. This is asimple and positive

reinforcement.

3. While observing from a distance, you may

see people working in a manner that

requires corrective action. The workers may

not be aware that you are observing them

and upon realising they are being observed

will correct the situation. Follow through

by speaking to them and commend their

initiative to take action.

Identifying at-risk bahaviour

Where the Observer determines a deficiency

it is equally important to:

1. Explain to the person what at-risk act or

condition was observed and whythere is a risk

2. What the correct method or equipment is

to use

3. Ask why they were working in the method

observed.

By listening to their reply, the observer can

determine if the problem was related to the

work procedure.

Use the checklist

The checklist prompts you to look at the

work practices of people (acts and conditions)

and identify both:

Safe behaviour

Give positive reinforcement

At-risk behaviourMake them aware and correct undesirable practice

This focus on safe and at-risk behaviour will

improve safety performance and help

eliminate injuries in our workplaces.

The checklist wil help you focus on acts and

conditions that can be measured against set

safety standards, rules and compliance

requirements.

Obviously where safe behaviour is observed –

recognition is an important acknowledgment.

What to record

The observation checklist assists observers in

looking at the safety performance by individuals in

the workplace.

STARR focuses on observing five areas of

behaviour involved in work practice, these are:

1. Actions of People

2. Personal Protective

Equipment (PPE)

3. Equipment Use

4. Body Position and Use

5. Adherence to Procedures

The checklist prompts the observer to look at

the specific behaviours associated with each of

these five areas of work practice.

The observation checklist is a written record of

the observation in order to provide information

on trends and patterns in behaviour. The

analysis of this information will be used tofocus on specific work situations and be

part of the ongoing effort to address safety

in the organisation

The next page shows the STARR observation

checklist.

STRUCTURED

OBSERVATION



3



15 United Group Limited

Your name

Activity being

performed

Area/site observation

took place

Safe work

comments

Location on site

Number of

people observed

Observation check list

Unsafe acts

comments

1.0 Actions of People

1.1 Adjusting PPE

1.2 Changing position

1.3 Rearranging job

1.4 Stopping job

2.0 Personal Protective Equipment

2.1 Head

2.2 Eyes

2.3 Ears

2.4 Respiratory system

2.5 Arms and hands2.6 Trunk

2.7 Legs and Feet

3.0 Equipment Use

3.1 Wrong for the job

3.2 Used incorrectly

3.3 In an unsafe condition

4.0 Body Position and Use

(looking for possible outcomes)

4.1 Struck by objects

4.2 Striking against objects

4.3 Caught in, on or between objects

4.4 Overexert ion4.5 Awkward positions/static posture

4.6 Falling/Tripping

4.7 Contacting electrical current

4.8 Contacting temperature extremes

4.9 Inhaling hazardous substances

4.10 Swallowing hazardous substances

4.11 Absorbing hazardous substances

4.12 Repetitive motions

5.0 Adherence to Procedures

JHA requirements

5.1 Work procedure or JHA inadequate

5.2 Work procedure or JHA not followed

5.3 Work procedure or JHA unknown

or understood

5.4 Housekeeping standards inadequate

5.5 Housekeeping standards not known

or understood

5.6 Poor facility condition/working condition

5.7 UTake5 not conducted

Companyobserved

Observer

Task

No Observed

Area

Date

Location

WO number

Safe Acts Observed

Actions taken to encourage continued safe performance

Unsafe Acts Observed Actioned by Due date

A

t R i s k >

OBSERVATIONCHECK LIST >>

All corrective actions must be allocated to the persons observed or immediate

supervisor with a completion date.

S a f e

>

S a f e

>

S a f e

>

S a f e

>

S a f e

>

Time

Work order number



Actions of People

This section of the STARR observation

checklist prompts the observer to look at the

changes that occur when employees realise

your presence.

These changes might include:

> Adjusting PPE

> Rearranging job

> Changing position

> Stopping job

If these reactions occur, the employees are

aware of the requirements and had not

maintained compliance. If no change occurs,

the employee may not perceive the risk as a

potential for injury or they thought the practice

was acceptable. Other reasons may underline

the cause for the at-risk behaviour – these

need to be determined. (Refer to the section –Perception of Risk)

By discussing, the risks/hazards present

with the employee and examining the

what if’s – if the unexpected occurred,

a greater awareness can be established.

Personal Protective Equipment

(PPE)

This section of the STARR checklist prompts

the observer to look at the use of PPE. PPE

ranks the lowest in the Hierarchy of Controls

in preventing injury from hazards. PPE

standards need to be clearly communicated

with signs and included in work procedures.

The areas to be observed are:

> Head

> Eyes/Face

> Ears

> Respiratory

> Arms/Hands

> Trunk

> Legs/Feet

Equipment Use

This section of the STARR observation

checklist prompts the observer to look at

the tools and equipment in use and determine

if they are:

• not the preferred or wrong tools/equipment

for the job

• being used incorrectly due to inexperience,

not trained or not qualified

• in an unsafe condition due to damage,

wear & tear, or faulty.

STRUCTURED

OBSERVATION



3

Selectlocation

Make apreliminary

observation

Makecontact

Observerecord

Usechecklist

Askquestions

Encouragefeedback

CATEGORY DEFINITIONS

>> >> >> >> >> >> >>

Observation process



Body Position and Use

This section of the STARR checklist prompts

the observer to look at the hazards present

and the type of potential injury the person

could sustain. Observing any of these

potential conditions without control measures

evident will require immediate action such as

moving the person away from the hazard to

review the job, reassess the risk or hazard(s),

make changes by putting the control measures

in place.

Potentials for injury:

> Striking by objects

> Striking against objects

> Caught in, on or between objects

> Overexertion

> Awkward positions / static posture

> Falling / tripping

> Contacting electrical current

> Contacting temperature extremes

> Inhaling hazardous substances

> Swallowing hazardous

substances

> Absorbing hazardous

substances

> Repetitive motions

Adherence to Procedures

Injuries can result from a failure related to a

work procedure or job instruction. The failure

may be that the:

• Work procedure was deficient or

inadequate for the task with the associated

hazard(s) – ie some hazards may have

been overlooked

• Work procedure was unfamiliar, not known

or understood by the employee – ie the

employee is a new starter or the procedure

is not used often

• Work procedure was not followed by the

employee or the employee departed from

the procedure because of a change in

conditions

Housekeeping is a safety standard that must

be maintained constantly. Housekeeping

standards are a base level work procedure

and a key indicator of workplace safety

attitudes due to the visual impact it has on

safety performance.

STRUCTURED

OBSERVATION


Answerqueries

Communicatefindings

Determinecorrective

actions

Follow up>> >> >>



Everyone’s involved

The success of STARR will depend on the

involvement of everyone in the workplace,

requiring their support and commitment in

preventing injuries and damage. An important

part of each person’s responsibility to work

safely is to identify and correct unsafe acts

and unsafe conditions.

Involvement occurs with each person

observing and talking to each other. Our more

experienced people can assist younger and

newer employees on-the-job. They can

highlight areas to the elected Safety & Health

Representatives where safety improvements

or new ideas can implemented.

STARR assists the consultation process,

which requires a joint approach that clearly

allows and encourages involvement of the

workforce in communicating hazards,

suggesting improvements and responding

to management decisions that will affectsafety performance.

Consultation

The consultation process helps to reduce

incidents of injury and damage by finding and

removing the underlying reasons or barriers

that prevent people from working safely.

STARR relies on this worker involvement and

consultation process to achieve improvement

in safety performance.

The promotion of consultation between

employers and employees to create and

maintain safe and healthy work environments,

is a key objective of the Occupational Safety

& Health (OSH) legislation.

Safety obligations

The Safety and Health Representatives are

important people in each United workplace.

They are supported by the OSH legislation

providing these elected people with legal rights

and with obligations to monitor, report and

negotiate on safety issues that affect theworkforce they represent. Protection of safety

and health representatives, from discrimination

in their employment, ensures they can properly

perform this important role in the workplace.

Safety and Health Representatives help to

provide a focal point for safety communication

in the workplace and with the management.

EMPLOYEE

INVOLVEMENT


E m p

l o y

e e

I n v o l v e m

e n t

4



Duty of Care

STARR is a structured method that puts the

concept of the Duty of Care into a working

and thinking activity that all personnel can put

into practice.

The Duty of Care provision in Occupational

Safety and Health legislation in all Australian

states requires a performance basedapproach to achieving safer workplaces.

Two fundamental principles embodied

in the duty of care provision are:

> Each person has a personal safety

responsiblity

> Management personnel are accountable

for the SAFETY PERFORMANCE

of the workplace

The management approach to safety – the

rules, standards, performance expectations

and commitment – will form the nature of the

safety culture developed in the organisation.

Decisive and informative feedback between

management and the workforce demonstrates

a commitment in the consultation process and

improves the safety system. Communication

methods need to be clear to ensure that all

personnel affected by the decisions are informed.

When to give feedback

Give feedback at these times to help

reinforce safe behaviour:

> Immediate feedback after the observation

> Management feedback to employees in

response to questions

(Pre Start meetings, Toolbox meetings, SafetyCommittee meetings etc)

Giving feedback – after

observation

Give positive feedback first:

> Be specific

> Be detailed

> Encourage

And feedback regarding at-risk

behaviour second:

> Does the person agree there is a risk?

> Get the person to come up with a safer

alternative if possible

> Offer suggestions if necessary

> Get agreement

> Confirm the solution you generated is

acceptable

> If the solution needs more senior person

involved, clarify who this is and indicate

when you can give them an update.

Two kinds of feedback:

Positive Feedback

> Tells people what was good about their

performance

Guidance Feedback

> Make suggestions for improvement

The nature of the feedback will be dependent

on the safety culture and management style

of the organisation. Recognising the style of

management that exists is the first step in

achieving the right approach.

The style of management that supports

positive safety performance objectives will

gain progressive improvement. United have

progressed from the traditional safety approach

to a positive safety management approach

across the whole organisation.

FEEDBACK


F e e d b a

c k

5



Positive Safety Management

STARR enhances the United Safety

Management System by involving and encour-

aging all employees to meet the STARR objec-

tives and improve the safety performance in

our workplaces. To achieve our safety

performance objectives, all personnel in

this organisation – both management and

workforce – must be able to develop the

safety principles and meet performance

expectations in their workplace.

By setting and communicating the safety

standards, together with an effective feedback

process, the organisation can develop a

continuously improving safety culture at all

levels of the business.

Lets look at some of the characteristics included

in the United Safety Management System.

Characteristics of Positive

Safety Management:

Positive safety performance

indicators may include:

> Frequency of inspectionsconducted

> Management involvement

in inspections

> Time taken to put corrective actions

into place

> Frequency of Safety Committee meetings

> Safety awareness promoted

> Safety training conducted

with management and

workforce personnel

> Audits conducted and

corrective actions reported

Positive Consultation Process

> The Management-Workforce and

Consultation-Feedback style of safety

management – consulting with those

working with risks and hazards, and

optimising solutions through feedback

> Looking at system based causes and

problems

> Clear corrective action strategies – do

what,by whom, by when, documented

process

> Non-punitive – no disciplinary process

involved (however discipline is engaged

with repetitive intentional non-compliance –

see STARR and the Discipline System)

Further characteristics are:

> Safety surveys polling workforce

safety perceptions

> Continuous improvement through

regular review meetings

> Clear and well understood safety

responsibility and accountability for

positions

> Clear focus on people and safety –

developing the positive safety culture

> Safety is integrated into the core business

> Risk assessment incorporated into

work planning.

Positive Reinforcement from

Management Action

Management is accountable for implementing

the agreed safety rules and improvements,

and by doing so, show a visible commitmentto safety. Successful safety improvement is

achieved with good communication of safety

issues and with immediate actions by

management and employees that reinforce

the positive behaviour demonstrated in

the workplace.

STARR trains employees to become skilled

observers of people. Training is focused on-

the-job which gives the opportunity to practice

what you have learned, helping to prevent

injuries and improve the safety performance

in your workplace.

FEEDBACK


Feedback

Management

Workforce

Consultation

20

F e e d b a

c k

5



The STARR Observers Guidelines pocket

book summarises the STARR process.

The guide includes:

> STARR observation process

> Role of the observer

> Using the STARR observation checklist

> STARR category definitions

The STARR check list is a record of what is

observed and does not require the names

of the people observed to be recorded.

This is an important aspect of the observa-

tion, as it removes a concern with employ-

ees that a

disciplinary action will occur if they are

observed carrying out at-risk behaviour.

While the observation process is being estab-lished in your workplace, the observers need

to explain that the observation of employees

is intended to:

> Confirm and acknowledge good work

practice and safe behaviour

> to determine if standards are appropriate,

known, understood and carried out

> address and correct any at-risk behaviour

and prevent recurrences

This method of approach will be a more

effective communicating technique and

provide reassurance that will assistdeveloping a cooperative attitude in

employees.

The objectives of the STARR program are

achieved by observing and talking to people.

The information we gain from observing helps

to find ways to work safer. The STARR

program is not a function of the organisation’s

discipline system.

Where at-risk behaviour is found, STARR seeks

to correct and prevent a recurrence. In most

cases at-risk behaviour is unintentional,however where intentional unsafe acts or

safety infringements are knowingly and

repeatedly committed by an employee,

endangering the employee’s own life or

other people, the organisation has a legal

and moral obligation to act and apply the

disciplinary procedure.

At this point the STARR process is discontinued

and the disciplinary procedure is initiated.

OBSERVERS

GUIDELINES>>

NO NAMES >> STARR AND

THE DISCIPLINE

SYSTEM >>




Behaviour observation

The STARR program is a behaviour observation

process that develops our personnel in safety

awareness through training that identifies risks

& hazards in the workplace

Part of Management System

STARR relies on all elements of the UnitedSafety Management System to be implement-

ed, maintained and being actively developed

to support the safety objectives and the safety

culture United wants to achieve.

Better communication

STARR builds on the existing consultation

process to assist in achieving better

communication of the United safety standards

and requirements, and provides a highly visible

activity as part of the ongoing development of

safety performance.

Positive management

STARR supports positive safety management

by enhancing management commitment to

safety (decisions and resources), and through

the workforce identifying risks & hazards and

maintaining safety compliance.

The STARR principles and objectives require

some basic safety priorities to be accepted and

actively maintained principally by management

and supervisory people:

STARR basic safety priorities

Set and expect high levels of

safety performance in

> Leadership

> Personal safety behaviour

> Set and achieve benchmark levels of

safety standards and safety performance> Be uncompromising and

intolerant of sub-standard safety behaviour

> Injuries are not an expected and

unavoidable consequence of our work

> Hazards and incidents must be responded

to swiftly

> Safety is not to be compromised for

expediency

> Maintain high standards of housekeeping

The acceptance of these safety priorities will

be the foundation to implement the STARR

program and through which United will achieve

improved safety performance.

STARR – Safety Training And

Risk Recognition

STARR will challenge the people in our

organisation and our workplaces. With this

challenge United has the potential to be a key

leader in Australian industry and respected for

safety, quality and production performance.

SUMMARY>>

starrguidlinesbook

Documents

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