The same is true of health issues. This briefing is intended to help union representatives respond to any behavioural safety initiatives within their industry or workplace. However it is not a substitute for removing or controlling the risk. Some have the behavioural element as just one component of a wider safety management framework, others see changing behaviour as the prime focus. Once methods of controlling hazards are in place it is important that they are explained to workers who are also taught how to use equipment safely, including and personal protective equipment if necessary. Because most material on behavioural safety is written by the companies that develop the programmes there is very little available, especially in the UK. Their briefing on safety culture is at: http://www.hse.gov.uk/humanfactors/topics/07culture.pdf, For an academic view go to: http://www.efcog.org/wg/ism_pmi/docs/Safety_Culture Absolutely not. The opposing views on what causes an injury are partly explained simply by different ways of looking it. In fact, before an 'unsafe behaviour' can cause an injury there has to be a hazard. For use in Behavioral Based Safety, we define behavior as: “The Way People Act” Observable, surfacing in the work place Underlying, recognizable from prior work processes, (e.g. Hazards must be identified through a risk assessment and any risk removed or reduced 'as far as is reasonably practical'. For those that cannot be avoided you should evaluate them and combat them at source - that means reducing them and introducing safe systems of work. The committee then produces a set of recommendations to tackle workers' behaviour which go to senior management for approval and implementation. Most genuine behavioural safety programmes are introduced by management consultants who sell it to a company that is often not really sure what it wants or what is involved. As behavioural safety focuses on the end point of a chain of events that lead to a worker doing something, it does not address the question of who makes the decisions about work speeds, productivity levels, shift patterns and how they relate to safety. The website of BehaviouralSafety.com states '96% of all workplace accidents are triggered by unsafe behaviour'. TUC's plan outlines a new short-time working scheme designed to prevent mass unemployment and to help firms bounce back after the crisis, Report: A new jobs protection and upskilling plan, The TUC produces a wide range of research and analysis reports. Any other safety programmes are secondary to that. © Trades Union Congress 2020, unless otherwise stated, http://www.hse.gov.uk/humanfactors/topics/behaviouralintor.htm, http://www.hse.gov.uk/humanfactors/topics/07culture.pdf, http://www.efcog.org/wg/ism_pmi/docs/Safety_Culture, http://www.bhopal.net/Walking_the_Talk.pdf, Information, Instruction, Training & Supervision, Provision of Personal Protective Equipment. The process focuses on observing and correcting behaviors, not attitudes, that are critical to safety. These reward either individual workers, or groups of workers, for not having an injury or for achieving lower injury and illness rates. Work-induced hearing loss is best preventing by reducing the noise rather than either giving workers ear protectors or advising them to stay away from noisy areas. Behaviour based approaches work best when the physical environment and plant are well maintained and procedures are in place. One of the main proponents of behavioural safety is oil company BP. They are also time consuming, expensive and difficult to maintain. Training and information for workers are a key part of any attempt to manage of health and safety and is strongly supported by trade unions. That must be the priority and hazards control must be based on risk assessment. However, we often find that the culture and style of management is even more significant, for example a natural, unconscious bias for production over safety, or a tendency to focus on the short term, or being highly reactive'. It is also called 'behavioural modification' or 'behaviour based safety'. The HSE a checklist for employers which, although not dismissive of behavioural safety, does highlight some of the problems: http://www.hse.gov.uk/humanfactors/topics/behaviouralintor.htm It is better to develop a system that is 'idiot-proof' rather than have a health and safety system that is based on a worker doing what they have been told and trained to do. That means doing a risk assessment and, where there is a risk, acting on it. While behavioural safety programmes can reduce injury rates this is often a result of the considerable management or consultant effort, and if the same effort were put into removing risks then it is likely that much greater benefits could be achieved. Support genuine attempts to change the safety culture through union involvement and training. The worker's comments and reasons for the at-risk behaviour is recorded along with the suggested safe behavior. Behavioural safety programs vary considerably. Does not attempt to measure (but does not ignore) attitudes because it’s very complex. They begin with site observation including individual feedback. If your employer is using a behavioural safety programme you should get advice from your union. Emphasis on consequences to influence behavior.

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