Health and safety technology and procedures are very important aspects of health and safety management. However, on their own, these will not provide a continuous improvement in health and safety and environmental performance. Health  and  safety  enforcement  agencies  advise  that  failure  of  these  systems account  for  only  small  percentages  of  accidents.  The  cause  of  most  workplace accidents  and  incidents  is  directly  related  to  human  failure.  Three thousand people are killed each day worldwide. Over 90% of these deaths are caused by unsafe behaviors of people in the workforce.  In this program we will look in-depth at the factors that impact on human failure including organizational aspects that influence human failure, task factors that will increase or decrease human failure, individual factors that will impact on human failure, how to develop a positive safety culture.

Upon successful completion of this course, the delegates will be able to:

• Understand what behavior is?
• Know why people are prepared to take unnecessary risk
• Observe and assess behavior at work
• Understand ‘latent’ and ‘active’ failure
• Change at risk behavior latent and active
• Introduce these tools into their organization
• Improve risk perception within the organization
• Determine the seven main categories of human failure
• Understand what a safety culture is and how can it be measured and improved
• Conduct a Safety Culture survey and develop action plans & create continuous improvement
• Learn the Safety Culture improvement program

The delegates will understand how human factors impact Health, Safety and Environmental performance and they will be provided the tools and capabilities to introduce into their organization.

This course is designed for all people including middle managements, line supervisors, HS advisors and team leaders in addition all employees who are involved in the safety and emergency response teams.

Day 1:

Making the Business Case for Behavior Based Safety

• The increasing prominence of HSE
• What does poor safety cost?
• The ethical and moral responsibility
• Human reliability and sustainable operations
• BBS – investing in your business success
• The behavioral link to other key business performance issues – environment, reliability, quality

Understanding the Problem- Human Error: Mistakes and Violations

• Focus on the safety plateau phenomenon
• The link between incidents and safe behavior
• The nature of work activity that leads to behavioral risk
• Difference between mistakes and violations
• Process of developing bad habits
• Behavioral process as a problem not a process

Day 2:

Incident causation – Why Do Things Go Wrong?

• Examples of safety and environmental incidents and behavioral contribution
• Human reliability
• Appreciating complexity of events
• Errors and violations and their influencing factors
• Active behaviors and latent events
• Error management strategies
• Human factors/behavior and incident reporting/investigation

Behavioral theory – the underpinning psychology

• The need to develop practice based on good theory

         • The attraction and limitations of simple theories linking cause and effect

         • Getting to the truth – achieving deep understanding of the problem

         • Explaining errors – cognitive psychology and information processing

• Vigilance and attention
• Social learning theory

         • Motivation theories (reinforcement theory, goal theory

•  BBS – an integrated model

Day 3:

Organizational learning and just culture

• Defensive attitudes and barriers to engagement
• Barriers limiting organizational learning and development
• Openness and honesty versus responsibility and accountability?
• Introducing just” approach in contrast to” blame free” – establishing boundaries and consequences
• Reviewing the approach to reporting with a view to increasing quality reporting
• Rules and procedures – getting the balance right

Safety leadership behavior

• Critical role of safety leadership – the need to focus on safety leadership behavior
• Leadership role in articulating and reinforcing the safety vision
• Identifying critical leadership behaviors
• Moments of truth – how leaders create organizational meaning
• Building in a process of accountability so as to ensure that the critical behaviors become integrated into common practice – Time for Safety

Day 4:

Supervision and coaching

• Identify the critical manager/supervisor behaviors and associated accountabilities
• Provide managers/supervisors with critical soft skills; promote a positive approach through greater emphasis on recognition
• Establish” we don’t walk past unsafe acts” logic, develop effective coaching skills
• A process for recording observations
• Examples of behavioral safety audits

Employee involvement and teamwork

• 3 different BBS models for involving the workforce
• Review and promote mechanism to foster greater work force engagement and ownership
• Develop greater emphasis on teamwork and teams, with performance measures and local improvement plans
• Design and introduce a workforce approach to behavioral improvement using some form of peer-on-peer observation process

Day 5:

Evaluation and Performance management – using measurement to evaluate strategy and tactics and to motivate behavior

• The critical need to evaluate the impact of safety interventions
• Developing more valid and reliable measures of risk assurance
• Using these measures to create greater interest in HSE improvement – local measures and regular feedback
• Developing a structured and systematic approach to reward and recognition
• Integrate HSE performance management within the wider business metrics; develop an emphasis on “safe production/ safe business”

Implementing BBS

• BBS as a fundamental rather than an HSE add-on
• Different organizations, different approaches
• Critical success factors
• Making a start – assessing the culture and climate
• Designing the way forward – an organizational BBS blueprint
• Evaluating impact of BBS
• Case study examples of BBS implementations

A variety of methodologies will be used during the course that includes:

·         (30%) Based on Case Studies

·         (30%) Techniques 

·         (30%) Role Play

·         (10%) Concepts

·         Pre-test and Post-test

·         Variety of Learning Methods

·         Lectures

·         Case Studies and Self Questionaires

·         Group Work

·         Discussion

·         Presentation

To be advised as per the course location. This rate includes participant’s manual, Hand-Outs, buffet lunch, coffee/tea on arrival, morning & afternoon of each day.

Daily Course Timings:

    08:00 - 08:20       Morning Coffee / Tea

    08:20 - 10:00       First Session

    10:00 - 10:20       Coffee / Tea / Snacks

    10:20 - 12:20       Second Session

    12:20 - 13:30       Lunch Break & Prayer Break

    13:30 - 15:00       Last Session