Behavioural Safety Lee Onslow Behaviour Why bother? Who am I - - PowerPoint PPT Presentation

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Behavioural Safety Lee Onslow Behaviour Why bother? Who am I - - PowerPoint PPT Presentation

Nov 28, 2023 270 likes •533 views

Behavioural Safety Lee Onslow Behaviour Why bother? Who am I Chartered member of IOSH. Nearly 18 years H & S primary role Involved in different industries (Construction, Rail, Utilities, Manufacturing, Quarrying) Before that

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Behavioural Safety

Lee Onslow

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Behaviour

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Why bother?

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Who am I

  • Chartered member of IOSH.
  • Nearly 18 years H & S primary role
  • Involved in different industries (Construction, Rail, Utilities,

Manufacturing, Quarrying)

  • Before that in the ARMY
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Behavioural safety involvement

  • Delivered Bovis IIF – Incident & Injury Free
  • Developed change programme specific to construction company
  • Dissertation on safety culture within Marshalls PLc.
  • Implemented VFL in Marshalls PLc, ‘Behavioural Safety & Culture’ award by

MPA – 2015

  • Worked with Ian Whittingham MBE, Peter McKie CBE, Paul Mahoney &

Jason Anker MBE.

  • Zero accidents, zero harm, no blame?
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Union position

  • Behavioural safety is the name given to a number of types of

programmes that aim to improve safety by changing the behaviour of

  • workers. It is also called 'behavioural modification' or 'behaviour

based safety’.

  • Generally do not like it.
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Climate Vs Culture

  • Safety climate is the perceived value placed on safety in an organisation

at a particular point in time. These perceptions and beliefs can be influenced by the attitudes, values, opinions and actions of other workers in an organisation, and can change with time and circumstance.

  • Safety culture is a combination of the attitudes, values and perceptions

that influence how something is actually done in the workplace, rather than how it should be done. Poor safety culture has contributed to many major incidents and personal injuries, and can be just as influential on safety outcomes as an organisation's safety management system itself.

  • The way we do things around here
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Incidents

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DuPont

Origins of the Bradley Curve In the 90s, DuPont CEO Ed Woolard chartered the so called DuPont Discovery Team to develop a system that would allow sustainable and lasting improvement in organisational safety.

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Culture position by Industry

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Human Factors

  • HSG 48

Reducing Error and Influencing behaviour

First published 1989

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Human failure

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Cause of adverse events (HSG 245)

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Off the shelf

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Studies

  • University of Derby (other providers are available – UCL)
  • MSc Programme Behaviour change
  • This focuses on the psychology side and looks in depth into why the

behaviour is happening in order to be able to affect it.

  • Basically root cause analysis but very specific.
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Course content

  • Psychology for Behaviour Change
  • Theories and Models of Behaviour
  • Applied Behaviour Change Interventions - Nudge theory, TPB, TIB,

HBM

  • Research and Evaluation
  • Systems Context
  • Occupational Health and Safety and Behaviour Change - theoretical

and practical principles underlying human performance and behavioural approaches to health and safety in the workplace

  • Research Project in Behaviour Change
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COM-B

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Make it practical

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Behaviour change wheel

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Improve safety culture

  • Know what you want
  • Management involvement
  • Taking things for granted
  • Don’t think the same as you have before
  • Involvement
  • Plan
  • Measure
  • Expect failure
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What did we do

  • Perceptions survey
  • Created an action plan from the survey results
  • Incorporate thinking into investigations of events or for desired

change

  • Continue to improve where we can looking at issues individually
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20 40 60 80 100 120 140 Q8 Q7 Q6 Q5 Q4 Q3 Q2 Q1 strongly negative negative neither agree/disagree positive strongly positive

Q1 The company encourages suggestions on how to improve Q2 Safety is my number one priority when I am completing a job or task Q3 Fellow employees often give tips to each other on how to work safely Q4 Safety rules and procedures are carefully followed Q5 Management clearly considers the safety of employees of great importance Q6 I am sure it is only a matter of time before I am involved in an accident. Q7 Sometimes I am not given enough time to get the job done safely. Q8 I am involved in informing management of important safety issues.

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Links

  • https://www.researchgate.net/publication/51070630_The_Behaviour

_Change_Wheel_a_new_method_for_characterising_and_designing_ behaviour_change_interventions

  • https://www.tandfonline.com/doi/pdf/10.3109/14992027.2015.1120

894

  • https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3096582/