Just a few businesses we have supported
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When considering the implementation and/or integration of any Behavioural Based Safety (BBS) Program we must give careful consideration to the environment in which it is to be incorporated. You would be mistaken in believing that you can just "borrow" something that another Company has developed and transplant it into your own business. Yes, it may well work for a time. Most new things do. It's called the "Honeymoon Effect". This observation absolutely applies to the world of BBS.
The first thing you need to appreciate, is that a Company can decide to implement a BBS based program within the business. Of course they can, it's their business. Without the active and genuine participation of the operational workforce though it will fail! Of all the approaches to Occupational Health and Safety, BBS is the most exposed to this factor. Why? The answer is in one of the foundational elements of the majority of BBS Systems - the Observational Component.
The key tactic, for want of a better word, to ensure the success of BBS is to "develop" it with the workforce. Not "for" the workforce. That means seriously involving the "people" in the design, development, and implementation of the BBS elements. Since we are talking about "peer to peer" observations, then a blame-free culture; with trust and integrity are key pillars.
Here's the rub. The International Labour Organization (ILO) and almost all organized labour around the World opposes the implementation of BBS. Their main argument is that it simplifies accident causation to "blaming the worker". That is a critical risk to success. Why? Because they are right! When I am asked to cast my eye over BBS Systems that don't appear to be working optimally, it is almost always due to the failures at the point of "integration". What I mean by that is that you can have all these wonderful BBS "tools", and yet when you put them into the business they don't seem to work. That is because there has not been enough attention to upskilling in the areas of point-of-contact communications. The power of the Observational Component is really the communications between the peers at the conclusion of the observation - not the paper process itself. Of course, the "paper process" allows you to continue to build your behavioural database. That database then serves to "inform" other strategic decisions you may make in regard to the direction of safety training etc.
So what makes TransformationalSafety.Com's approach to BBS different from almost all others.
It is our key focus on System Integration. Yes, we develop bespoke BBS tools for use within the business, eg., SAFE-T-START, SAFE-T-SCAN, SAFE-T-VIEW, etc. At the end of the day though a "hammer is a hammer". At TranformationalSafety.Com we make sure that our "hammers" are engineered to the unique needs of your business (via our ground-breaking safety culture and safety leadership frameworks). We then embark on an engineering process where we focus on point-of-contact integration of the BBS Tools.
It Works. Contact TransformationalSafety.Com and we shall be happy to further explore your needs.
Thirty two years since Bhopal, thirty years since Chernobyl, twenty eight since Piper Alpha and what have we learned?
Not much. After all, we have seen Texas City, Macondo, the Soma mine collapse, the Lac-Mégantic rail disaster, and the list just goes on - all in the last ten years or so. Clearly what we have been doing has not been working.
The time has come to take some real responsibility, and put some science back into safety. The time has come to transform your safety culture. The cost of not doing anything shall be further death and injury.