Behavior Based Safety

Behavior Based Safety &
Safety Observations
Bob Krzywicki
North America Operations Director
DuPont Safety Resources
Robert.s.krzywicki@usa.dupont.com
Copyright © 2007 DuPont. All rights reserved. The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates.
2
DuPont - A 200 Year History of Safety

 Powder mill operation began in 1802
 First safety rules established in 1811
Safety is a line management responsibility.
No employee may enter a new or rebuilt
mill until a member of top management has
personally operated it
– E. I. du Pont
 Safety statistics began in 1912

 Belief that all injuries are preventable
developed in the 1940s
 Off-the-job safety program began
in the 1950s
3
Injuries and Incidents Do Not Have to Happen . . .
A new on-the-job
injury or illness
case every
SEVEN
seconds
4
Only Zero Tolerance is Acceptable
 Each day 16 people will not die in

a work-related accident.
 Each year over 4 million people
will not be hurt or made ill in US
private industry.
 Families and communities will
prosper.
No physical pain, no deep

emotional anguish for the
worker’s family, no negative talk
about your organization in the
community.
5
Do you have the

fundamentals in place that
will form a solid foundation
for any safety program?
6
Safety Values & Principles
Core values are the  Safety and Health

cornerstone of who you are  Environmental stewardship
and what you stand for.  Highest ethical behavior
 Respect for people
Principles are the ways  Line managers are accountable

you live your values day for the safety performance of
their employees.
by day.
 Working safely is a condition of
employment.
 Employees must receive
appropriate training.
7
An Integrated Safety Management System
 Visible, demonstrated commitment

 Clear, meaningful policies and principles
Leadership  Challenging goals and plans
 High standards of performance
 Line management accountability

Safety  Supportive safety staff
Management Structure  Integrated committee structure
System  Performance measurement and progressive
motivation
 Thorough investigations and follow-up

Process &  Effective audits and re-evaluation
Action  Effective communication processes
 Safety management skills
8
Safety Excellence Requires A Culture Shift

Involvement / Ownership by All Employees
Reactive Dependent Independent Interdependent

• Safety by Natural • Management • Personal Knowledge, • Help Others Conform
Instinct Commitment Commitment, & • Others’ Keeper
• Compliance is the • Condition of Employment Standards
• Networking
Goal • Fear/Discipline • Internalization Contributor
• Delegated to Safety • Rules/Procedures • Personal Value • Care for Others
Manager • Care for Self
• Supervisor Control, • Organizational Pride
• Lack of Management Emphasis, and Goals • Practice, Habits
Involvement
• Value All People • Individual Recognition
• Training
9
Behavior Based Audits
10
Cause of Injuries
…Where do our injuries come from?
Unsafe Conditions 4%
Unsafe Acts 96%
11
Injuries: A Matter of Probabilities
FATAL
MAJORS
RECORDABLE INJURIES
NEAR-MISSES OR FIRST AID
HAZARDS
Unsafe Acts
Employee Created Unsafe Conditions
12
Auditing for Safety

 Focuses attention on safety.
 Shows how well safety is understood and applied.
 Shows where systems are working well.
 Helps identify weaknesses in systems.
 Helps clarify your safety standards.
 Raises awareness of safety issues.
 Identifies where people take risks.
 Prevents injuries.
But - does NOT try to catch people doing something wrong!
13
Skills Required
...for conducting effective Safety Audits
Noticing: Talking about:
 Unsafe acts  Safe practices

 Safe work  Unsafe acts
practices
 Unsafe situations
 Unsafe conditions
 Other safety
 Unsafe situations issues
Gaining Commitment
14
Observation Categories
…help sharpen & sort observations
 Reactions of people
 Positions of people
 Personal protective
equipment
 Tools and equipment
 Procedures
 Orderliness standards
15
Why are people

reluctant to approach
another person
around safe and
unsafe behavior?
16
Contacting Someone Working Safely
 Start with a positive comment.
 Engage the employee in

conversation.
 End with thanks.
Chart 6
17
When Someone Is Working Unsafely

... a framework for the Audit Discussion
1. Observe; then contact.
2. Comment on safe behavior.
3. Discuss
 Consequences of unsafe
act.
 Safer ways to do the job.
If you comment...
– Express your concern.
– Focus on effects, not acts.
If you question...
– Question to explore.
– Question to learn, not to
teach.
18
When Someone Is Working Unsafely

... a framework for the Audit Discussion
1. Observe; then contact.

2. Comment on safe behavior.
3. Discuss
 Consequences of unsafe act.
 Safer ways to do the job.
4. Get agreement to work safely.
5. Discuss other safety issues.
6. Thank the employee.
19
The Benefits of Safety Excellence
 Improves business performance while protecting the

lives of employees and contract workers
 Enhances existing business practices, including
environmental and health processes
 Increases productivity while decreasing operating costs
 Helps protect brand and public image
 Leverages current strengths of your organization
20
Safety Perception Survey – Useful Tool

2006 Leadership Structure Processes & Actions Key
Managers Strength
Supervisors Satisfactory
Professionals Weakness
Hourly Workers
2007 Leadership Structure Processes & Actions

Managers
Supervisors
Professionals
Hourly Workers
Sustainable culture improvement can not

be achieved overnight.
21
Sustaining a safety culture involves improving your

competency & execution in all of the cultural elements.
World Class V
Excellence IV
Skill III
Awareness II
Fundamentals I
f y n s
m ent o licy l ans S td s count S taf a fet i a tion catio
ai nin g p or t g
itin Safet
y
it P P ce c ty r S t i v i n T r Re u d
m
om Safe
ty s& an & A Safe r g fo e Mo n
mu afety v&
A
ety tract
or
t C G oal form esp ve O i v o m S In a f
Mg r ti
Pe Or g R ppo r gra te og res
d s C ive S Co
n
fety ay uos ens
Sa u e r W t in h
Lin
e S Int P
Tw
o n
Co o mp r
e
iv e C
ect
Eff

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Behavior Based Safety &

DuPont - A 200 Year History of Safety

 Safety statistics began in 1912

Injuries and Incidents Do Not Have to Happen . . .

Only Zero Tolerance is Acceptable

 Each day 16 people will not die in

No physical pain, no deep

Do you have the

Safety Values & Principles

Core values are the  Safety and Health

Principles are the ways  Line managers are accountable

An Integrated Safety Management System

 Visible, demonstrated commitment

 Line management accountability

 Thorough investigations and follow-up

Safety Excellence Requires A Culture Shift

Reactive Dependent Independent Interdependent

Behavior Based Audits

…Where do our injuries come from?

Unsafe Acts 96%

Injuries: A Matter of Probabilities

NEAR-MISSES OR FIRST AID

Auditing for Safety

But - does NOT try to catch people doing something wrong!

Noticing: Talking about:

 Unsafe acts  Safe practices

Why are people

Contacting Someone Working Safely

 Start with a positive comment.

 Engage the employee in

 End with thanks.

When Someone Is Working Unsafely

When Someone Is Working Unsafely

1. Observe; then contact.

The Benefits of Safety Excellence

 Improves business performance while protecting the

Safety Perception Survey – Useful Tool

2007 Leadership Structure Processes & Actions

Sustainable culture improvement can not

Sustaining a safety culture involves improving your

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