Human beings are known for their advanced cognitive abilities, which set them apart from many other species. This exceptional capacity allows individuals to excel in a wide range of fields. However, this extraordinary intellect also makes human behavior unpredictable. People often make mistakes, engage in unsafe practices, and put themselves and others in harm’s way, sometimes with fatal consequences.
Consider a tragic incident where an overcrowded bus plunged into a river, breaking the side barrier of a bridge, and killing over 50 passengers. The driver lost control while talking on his phone, leading to a disaster. The cause seems straightforward—distraction—but the consequences were catastrophic. So, how can we prevent such situations? How can we train and guide drivers to adhere to safe driving practices and reduce unsafe behavior?
Is it Enough to Focus Only on Frontline Workers for BBS?
In many organizations, Behavior-Based Safety (BBS) programs primarily focus on frontline employees working in or near hazardous environments. However, worker unions at some companies have raised concerns about BBS, arguing that it unfairly singles out the workers for accidents and health issues, while overlooking systemic problems.
An example from BEST (Brihanmumbai Electric Supply and Transport) highlights this issue. During an investigation into frequent road accidents involving BEST buses, an enquiry team noticed a driver sitting in the cabin of a bus. When asked to explain the reasons for the accidents, the driver asked one of the team members to inspect the bus. Upon entering the cabin, the team was shocked by the unsafe conditions—broken seats, a loose steering wheel, unreliable brakes, and poor lighting, all of which had been repeatedly reported but not addressed. The driver politely remarked, “You are investigating why accidents are increasing. Shouldn’t you first investigate why accidents wouldn’t happen under such unsafe conditions?”
This incident emphasizes a crucial point: focusing solely on the behavior of frontline workers is not enough. The behaviors of senior management, including contractors, subcontractors, CEOs, and other leaders, also play a pivotal role in safety outcomes. These individuals control resource allocation, demonstrate safety commitment, and ensure compliance with safety regulations.
Core EHS and BBS: A Holistic Approach
The Health and Safety Authority (UK) rightly suggests that BBS is about everyone’s behavior, not just that of frontline workers. BBS originates from the field of organizational behavior analysis, with the key principle being that behavior is influenced by the consequences that follow it.
The ultimate goal of any safety program is to create a Total Safety Culture. The preservation of human life is invaluable, and every effort must be made to protect individuals from harm, ensuring they remain healthy, fit, and active. Safety should not just be a priority but a core value, with individuals taking responsibility for their own safety as well as that of their coworkers. This responsibility should extend beyond the basic requirements of the job.
Using Behavioral Science to eliminate or control hazards, fostering an anticipatory mindset, and developing safe habits are critical. Workers must be trained to think before acting, as impulsive decisions can result in costly and unmanageable accidents. The key steps in hazard management are anticipation, recognition, evaluation, and the application of controls.
Creating a Successful BBS Approach
For a BBS program to be effective, several key factors are required:
- Strong management commitment to improving behavioral safety.
- Open and trusting communication at all levels of the organization.
- A consistent, timely response to unsafe actions that could lead to incidents.
Where to Start with BBS?
The best starting point for a BBS initiative is at the top of the organization, with the CEO or Managing Director. As the individual legally responsible for the unit, the CEO must demonstrate unwavering commitment to maintaining and continually improving behavioral safety. This commitment must be evident in the actions of management and trickle down through the organizational hierarchy to frontline workers.
Managers, engineers, and even equipment and process designers must attune their behavior to safety, health, and environmental standards. By understanding the root causes of incidents or unsafe situations, they can help create safer environments.
Ultimately, the responsibility for fostering a culture of safety, health, and environmental responsibility begins with top management and extends throughout the entire organization. Behavioral attunement to safety, health, and environmental upkeep must start from the top.
For more information on safety training, visit Core EHS Trainings.