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Why Do People Behave

Making Safety a Way of Life
Unsafely?

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…because they have never been hurt before while doing their job in an unsafe way:
'I've always done the job this way' being a familiar comment.

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 1
LTI
10
Non- LTI
30 Property Damage

600 Near-Misses
1969 Accident Ratio Study Frank E. Bird
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What are the root causes?

Root causes:

a. Skill or knowledge e. supervision/tolerate

b. Communication f. complacency

c. Procedures/systems g. motivation

d. Tools and equipment h. time/effort

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 1
LTI
10
Non- LTI

30 Property Damage

600 Near-Misses

Undesirable behaviour and ROOT CAUSES

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 The Behavioral Approach
If accidents are caused by unsafe
behavior, then an approach will be based on:

 identifying the key safe behaviors

 recognition for safe behavior
 counseling for unsafe behavior

Key Safe Behaviors:

 Behaviors which prevent the most serious injuries
 Behaviors which prevent the most common injuries
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 1
INVESITGATE
LTI
10 INVESITGATE

Non- LTI
30 Property INVESITGATE
Damage
INVESITGATE
600 Near-Misses

UNDESIRABLE BEHAVIOUR ROOT CAUSES Behavioural Observation

Stop Work Authority
Motivation
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BBS Tools

Root causes:

a. Behavioural Observation
b. Stop Work Authority
c. Safety Instruction
d. Job Hazard Analysis

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Stop Work Authority (SWA)

SWA-
IS A PROGRAM DESIGNED TO PROVIDE EMPLOYEES AND
CONTRACT EMPLOYEES WITH THE RESPONSIBILITY AND
AUTHORITY TO STOP WORK WHEN THE PERCEIVED
UNSAFE ACTION OR CONDITION MAY RESULT IN AN
UNWANTED EVENT.

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 Stop Work Authority (SWA)

• Situations that may require a Stop Work Authority may include, but not
limited to:
 Alarms
 Change in condition
 Changes to scope of work or work plan
 Emergency situation
 Equipment used improperly
 Lack of knowledge, understanding or information

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 Stop Work Authority (SWA)

• Situations that may require a Stop Work Authority may include, but not
limited to:
 Near miss incident
 Unsafe condition

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 Stop Work Authority (SWA)

• Roles and Responsibilities

 Senior Management – creates a culture that promotes SWA, establishes
clear expectations and responsibilities. Demonstrates support for using
SWA without the potential for retribution. Holds employees and
contractors accountable for full compliance with the SWA program

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 Stop Work Authority (SWA)

• Roles and Responsibilities

 Supervisors and Managers – promotes a culture where SWA is freely
exercised. SWA requests are honored and resolved before resuming
operations. Ensures necessary stop work follow-up is completed.

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 Stop Work Authority (SWA)

• Roles and Responsibilities

 HSE Department – provides training, support, documentation, and
monitors compliance of the SWA program.

 Company employees and contractors: Initiate stop work (in good faith) and
support stop work initiated by others.

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Stop Work Authority (SWA)

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 Stop Work Authority (SWA)

 Stop - when an employee or contractor perceives condition or behaviour

that pose imminent danger to personnel, property, or environment, he or she
must immediately initiate a stop work intervention with the person potentially
at risk.

 Notify – notify the affected personnel and supervision of the stop work
action. Make the area as safe as possible by removing personnel and
stabilizing the situation.

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 Stop Work Authority (SWA)

 Investigate- affected personnel will discuss the situation and come to an

agreement on the stop work action.
If actions necessary to address the unsafe action and/or condition are
completed, then proceed to work safely. The affected person should show
appreciation to the SWA initiator.

If not yet resolved, then work will be suspended until a proper resolution is
achieved.

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 Stop Work Authority (SWA)

 Resume with restart authority

 Follow up – Operations Managers will provide the root cause analysis to the
stop work action and identify potential opportunities for improvement.

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Self-Assessment Guide (SAG)

Assess the hazard

Analyze how to control the hazard

Act to ensure safe operations

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 Behavioural Observation

• Behavior Based Safety is Based on Four Key Components (refer to BBS

pax)
 A behavioral observation and feedback process
 A formal review of observation data
 Improvement goals
 Reinforcement for improvement and goal attainment

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(Task Observed): Replacement of Grounded Electrical Line for 5-unit Yard Light

(Observer Name): Jose Andres Aves

(Observation Date and Time): 11-12-14 / 09:30 a.m.

Observee Position: Electrician / Leadman

(Observee Company Name): HHIC

(Observee’s Supervisor): Gerhard Anthony Gonzales

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 Brief Description: 5M for Tank Pull out

The team was tasked to pull out the underground storage tank at PAGCOR Service Inc. located at T.M. Kalaw
St., Cor. Orosa, Manila City On October 3, 2014. The underground tank was located at the parking area of
the said site but this has been entirely barricaded to prevent entry of vehicles. The underground tank
(product Gold) was already degassed and was ready for pull out.

Prior to tank pull out, the tank farm underwent concrete breaking and manual excavation to uncover the
tank and remove the soil surrounding it. During manual excavation, four (4) personnel were assigned. One
of the workers was observed during manual excavation using shovel and a digging bar. The observee
excavated the soil surrounding the top portion and the side of the underground tank. After digging the soil,
he put it into the pail and hand it over to a work colleague (on the ground). Then, the work colleague pours
the excavated soil into the stockpile.

The excavation was 4.8 meters long, 2 meters wide and 80 centimeters deep when the observation was
conducted. The excavation was muddy with high water table.
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The task was finished safely under a fair weather condition. The observee has been working in
the company for two years and has already attended a yearly SWP and LPS trainings. He was
awarded as the “Most Safety-Compliant personnel last December 2013.

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 BBS for Work at Heights
Before-druing-after
No. Activity Done Safely Done Comment
Questionably
1. Secure necessary permits and
forms prior to commencement
of task
2. Prepare necessary tools and
materials for the task
3. Prepare the complete and
necessary Personal Protective
Equipment for the task
4. Barricade the entire area with
safety signs installed (Caution
Work at Heights)
5. Wear the full body harness
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anchor the lanyard
 BBS for Work at Heights
Before-druing-after
No. Activity Done Safely Done Comment
Questionably
6. Maintain three-point contact
while climbing and descending
the access ladder
7. Place the tools (hand and
portable tools) at the toolbelt
8. Inspect the condition of the
full body harness with lanyard
9. Wear the full body harness
and lanyard prior to climbing
the scaffold/lanyard, not to
lousy, not to tight (one palm
distance)
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10. Secure the lanyard on the
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independent, stable, and
Comment: Why was there an unnecessary shovel & digging bar (hands tools) in the walking/working surface?

The observee said that he was not yet finished with his task so he placed the hand tools in the walking/working surface so he can
easily get it when he needs it.

Why? Was he aware that placing the shovel & digging bar in the walking/working surface can cause tripping hazard to
them?

Yes, the observee is aware of the presence of these hand tools in the working surface can cause a tripping hazard to them.

Why can’t he place these hand tools in a proper location so it can’t be a tripping hazard?

There is a proper location such as the toolbox which is 5 meters away from the worker. However, he believes that returning
these hand tools to the toolbox and getting it back again after 10 minutes would only entail additional time and effort. Thus,
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placing these hand
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tools in the workplace would be more practical because he could easily get it when he needs it.
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 What is The Most
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Making Safety a Way of Life Effective Way to
Motivate People?

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 Why Employees Don’t Comply with Safety Rules

• Ferdinand F. Fournies, “Why Employees Don't Do What They're

Supposed To Do”, that the number one reason employees do not perform
to expected standards is that they don't know why they should do them.
The second most common reason is that employees do not know how to
do the task correctly. Education and training, when applied together strike
at both these causes for substandard performance.

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