08-Sep-23

SAFETY
OBSERVATION
AND
CONVERSATION

Safety First 2022 Dr. Mohamed F. Elberry

Housekeeping
2

Your instructor
3

 25 years of QHSE experience in Oil and Gas.

 Ph D in Mechanical Engineering “Energy and Environment”
 Design and conduct hundreds of training programs since 1996
 Lead Auditor ISO 45001/ 14001/ 9001/22001/14064 /50001
 Participated in many projects in the GCCs namely; KSA, Qatar, Oman,
Kuwait, UAE in addition to Syria and Egypt.
 Led and managed many safety leadership campaigns
 Certified trainer from many international societies and institutes like; OSHA,
NEBOSH, NSC, IRCA, NASP, IOSH, AIChE.
 Certified Process Safety Professional CCPS # 2020125321488543
 HSE Consultant “ Egyptian Engineering Syndicate # 0301582

1
 08-Sep-23

Introduction
4
20’
Take 5 minutes to gather your thoughts and
then give a short introduction on:

• Your name, your location and

• Have you been involved in accidents before?
• Your job role
• What are the main challenges you
face in workplace ?
• What would you like to get out of this course

Objectives
5

• Understand what behaviour is?

• Know why people are prepared to take unnecessary risk
• Be able to observe and assess behaviour at work
• Understand ‘latent’ and ‘active’ failure
• Know how to change at risk behaviour (latent and active).
• Know how to introduce these tools into their organization
• How improve risk perception within the organization
• Know the seven main categories of human failure
• Know what a safety culture is and how can it be measured and improved;
• Know how to conduct a Safety Culture survey and develop action plans &
create continuous improvement

Agenda and Topics

6

Introduction Accident
ABC model
And Objectives theory

Risk
BBS Safety Culture
Perception

Behaviour and Behaviour Opportunities

Observation Survey for
Improvements

2
 08-Sep-23

Safety Terminologies and Definitions

7

Safety
8

Science
and

Art

Loss Prevention
9

Hazards
Hazards

Employees’
commitment
Employees
Managers’ / Environment
Supervisors’
commitment
Material
Top Equipment
Management
commitment

3
 08-Sep-23

What is Hazard
10

A hazard may be an object

(tools, equipment, machinery,
materials) or a person (when
distracted, mentally/physically
incapable).
It's important to know that a
hazard is only one part in the
"accident formula" above. It
takes a hazard and exposure
before an accident can occur.

10

What is Exposure?

When someone is within the Danger Zone

Physical Exposure:
When the person is generally within arm’s length

Environmental Exposure:
Due to noise hazardous atmospheres, temperature extremes.
These hazards could affect everyone in the facility

Hazard + Exposure Accident

11

Physical Exposure?
12

12

4
 08-Sep-23

Environmental Exposure?
13

13

Risk
14

14

Exercise on Slips, Trips, and Falls?

15

5
 08-Sep-23

Unsafe Behaviour
16

16

Unsafe Condition
17

17

Accident Loss Causation Model

18

Energy or
Chemical
release

18

6
 08-Sep-23

What is Incident?
19

Occurrence arising out of, or in the course of,

work that could or does result in
injury and ill health

 An incident where injury and ill health occurs is sometimes

referred to as an “accident”.

 An incident where no injury and ill health occurs, but has the potential to
do so, may be referred to as a
“near-miss”, “near-hit” or “close call”.
* Source: ISO 45001:2018

19

Accident Causation
20

Basic Causes
Poor Management Safety Policy & Decisions
Personal Factors/Environmental Factors

Unsafe Act Conditions

Indirect Causes
Performance

Unplanned release of
ACCIDENT
Energy or Chemical
Personal Injury
(Direct Cause)
Property Damage

20

Accident Causation
21

Root Causes
RCA
Unsafe
Acts
Unsafe Unsafe indirect Causes
Act Condition

Energy Chemical Direct Causes

Release Release

21

7
 08-Sep-23

Accident causation
22

Unsafe Act
95%
Nature
1%
Unsafe
condition
4%
Act = Behaviour

22

Unsafe Behaviour
23

23

Bow Tie Model for an Incident

24

H
A
Z C
TOP EVENT
A O
R N
D S
E
Q
Prevention U
E
Control
BARRIERS
BARRIERS N
C
E
Mitigation
ESCALATION
ESCALATION CONTROLS
CONTROLS

24

8
 08-Sep-23

The Company Safety Program

25

What can How do you But what

go wrong ? prevent it ? if……… ?

Identify Use Safe Plan for

Hazard Practice Emergencies

Prevention Barriers Protection Barriers

25

Safety Barriers
26

26

Examples of Accident Causes

Direct Causes Indirect Causes Basic Causes

Struck by/against Failure to secure No oversight

Falls Guarding Poor maintenance.

Caught in/between Improper use Training

Exertion Unsafe position Policies

Contact with…. Environmental Stress

Impact (vehicle) Defect Engineering

27

9
 08-Sep-23

Worker’s reasons for taking a risk:

28

In my opinion . . . That’s the way I always do it!

In my experience . . . I don’t know.
I don’t think it’s a problem because . . . I didn’t think about it.
I’ve done it before and not gotten hurt. It’s the way we always do it around here.
What’s wrong with it?

BEHAVIOURS
Limited Choice

Obstacle
I can’t do it any other way because . . .
It would be difficult to do it that way because . . .
If I do it that way, (this would happen).

28

Near miss , Near hit

29

29

Near miss is a safety alarm

30

A work related event which had the potential to, but did not
make contact with an employee and/or had the potential to
damage equipment.

30

10
 08-Sep-23

Near miss verses Accident

31

Near miss Accident

31

Incident Causation
32

Causes/ unsafe acts/unsafe conditions ser

Not wearing helmet 1
Untied tools 2
No barricade 3
Unrecognized the hazard 4
Tool falling on the employee’s head 5
No safety signs 6
No supervisor or attendant 7
Workers put the tool in unsafe manner 8
The ladder location 9
The injured arrived at the wrong time 10
11
12

32

Multiple Causation Theory

33

Factors combined in random

fashion to cause accidents.

33

11
 08-Sep-23

How to prevent recurrences of the incident?

34

Note that most accidents may have 10

or more individual events that can be
listed as causes.

Fortunately, most accidents can be

prevented simply by eliminating one
or more of the causes.

Exercise

34

Accident Classification
35

1. First Aid: A trained first aider can care for the

Injured Person (IP).
2. Medical aid: A doctor cares for the IP and he
returns to work.
3. Restricted work case: The IP cannot fully return
to his duties. He is. given work that he can
safely perform
4. Lost time: The IP cannot work until he has
recovered from his injuries.
5. Occupational Illness: Exposure to or repeated
exposure to a hazard has caused a health
problem. The coal miners developed lung illnesses
before this risk was controlled.

35

Incident Types
36

Environmental.
This is pollution. An incident
such as spilling diesel, oil based
mud, hydraulic oil etc. onto the
ground or into a river or lake.

Equipment Damage:
There was damage to any
equipment including vehicles.

36

12
 08-Sep-23

Consequences of Accidents

Direct Consequences Indirect Consequences

1. Personal injury 1. Lost income

2. Property loss 2. Medical expenses
3. Time to retrain another
person
4. Decreased employee
moral

37

Personal Safety V Process Safety

38

Safety
Process
Safety

Safety

Health Environment

Personal
Safety
Health Environment

38

What is Process Safety

39

Process
safety
V
Personal
safety

Process Safety is the prevention of catastrophic events by the prevention of

unwanted releases of hazardous materials or energies.

39

13
 08-Sep-23

Process Safety Fundamentals

40

40

Ensuring Process Safety

41

41

Personal safety and life saving rules

42

42

14
 08-Sep-23

Mind Mapping of Life-Saving Rules

43

43

SAFETY MOMENT DEFENSIVE DRIVING

Defensive
Driving

Safety First 2022 Dr. Mohamed F. Elberry

44

Conditions Drive You

45

• Uncontrollable: Behaviour Change?

– Weather
– Light
– Road
– Traffic
– Other Drivers

• Controllable
– You
– Your Vehicle Yes! You can

45

15
 08-Sep-23

Seatbelt for live saving

46

46

Prevention of vehicle collision

47

47

UNDERSTANDING OF BEHAVIOUR

Safety First 2022 Dr. Mohamed F. Elberry

48

16
 08-Sep-23

How to do Accident Investigation?

49

 Determine the sequences of events leading to failure.

 Identify the cause of the accident.
 Find methods to prevent accident from recurring.

People Parts

Solutions

Positions Paper

49

Behavior Based Safety Underlies and

Benefits Traditional Safety
50

Accidents

Near Misses

Traditional Safety

Unsafe Unsafe
Acts Conditions

Behavior Based Safety

50

BEHAVIORS AS A LEADING INDICATOR OF PERFORMANCE

51

51

17
 08-Sep-23

Heinrich Triangle
52

1 FATAL

10 MINOR INJURY

30 PROPERTY DAMAGE

600 NEAR MISS

24,000 UNSAFE ACTS “behaviours”

52

The Iceberg Theory

53

For every accident, there are many “near misses” that go unnoticed.

Visible

Not visible The fundamentals of safety are not well

executed ; Strive for “flawless execution” to be
successful in the long term.
We have a high tolerance for risk at our sites; we
accept certain practices and conditions.

We probably have not done an effective job

in developing leaders to effectively identify
Responsibilities and expectations for and manage risks.
safety are not clearly defined.

We are not engaging our employees in

conversations about the risks they will face
today.
Incentives and metrics may not be
driving the right behaviors.

53

Human Behaviour
54

 Is both:
• Observable

• Measurable

Therefore…Behavior can be managed!

54

18
 08-Sep-23

Where are the company’s Employees on Safety?

55

55

What do we accept today that we will not

accept tomorrow?
56

56

DuPont Bradley Curve

57

57

19
 08-Sep-23

What Management and Employees Want

58

Employees Management

 An Accident Free
 A Safe Workplace Workplace.
 A Positive Workplace  Empowered Employees.
 Pro-active Rather Than Re-
 To Take Care of One Another active Work Process.
 To Stop the Hurt!  To Minimize Direct and
Indirect Costs and Threat of
Liability From Accidents.

58

Attitude / Behavior / Culture

59

 What is an Attitude?
Unobservable internal
feeling of person

 What is a Behavior?
Observable action of an
individual

 What is Culture?
The beliefs and/or
perceptions.

59

What is Culture?
60

The total of the inherited Ideas, Believes, Values,

and Knowledge which constitute shared bases of
Social Actions.
• New Collins Dictionary

in simpler words;
Culture is how you do things around here

60

20
 08-Sep-23

Categorizing unsafe behaviours

61

61

Understanding of Attitude, belief, and Values

62

Attitude
A way of thinking or feeling with
regard to someone or something
Belief
An idea that is accepted
As true without any facts

Values
A person’s own set
of principles which
they consider of
great importance

62

Behaviour versus Attitude

63

63

21
 08-Sep-23

Employees’ Behaviours
64

Positive Behaviours Negative Behaviours

 Ask questions to gain clarification and  Ignores At Risk behaviors
understanding; listens to others views  Tells you there is a problem, without
and concerns providing a solution
 Promptly reports incidents, near-misses,  Undermines team discussions with
unsafe conditions. negative comments
 Challenges any At Risk behaviour  Attends, but does not participate
 Voices any safety concerns to  Does not help or assist in keeping the
theSupervisor safety conversation going.
 If in doubt, stops the job and warns  Conducts work when they are unfit or
those who may be in danger fatigued

64

Changing safety culture (Engaging Employees):

65

They are included, they are HEARD They feel what they are
doing is important

They have some

sense of choice, They like working
empowerment on with the people
how their work is they work with
Organization
performed around and above
them

They feel recognized

for their work (someone
They feel better says thank you once in
about themselves a while)

65

Supervisors’ Behaviours
66

Positive Behaviours Negative Behaviours

 Visits the worksite frequently to ensure  Sets poor example by breaking safety
compliance and discusses safety issues standards or rules
with the team  Conducts weak interventions, does not
 Clearly communicates and reinforces take the lead
expectations for safety.  Does not think about the implications
 Uses questions to help team identify of not following the rules, procedures
risks and appropriate controls. or systems.
 Demonstrates care and concern  Does not follow-up on safety concerns
through daily conversations about risks or issues.
and controls.  Sends the message that safety is not as
 Challenges any unsafe behaviour important as production.
 Resolves production / safety conflicts

66

22
 08-Sep-23

Whose Behaviour makes the difference?

67

EMPLOYEES
Expresses any concerns to supervisor,
including when unfit to work

MANAGERS SUPERVISOR

• Ensures effective mechanisms for • Seeks and listens to team safety

people to raise concerns suggestions, concerns, ideas
• Makes themselves approachable for • Promptly acts on any concerns, seeking
informal discussion about safety management support where necessary
concerns
• Provides prompt, honest feedback on
concerns raised by the workforce

67

Management Behaviour
68

Positive Behaviours Negative Behaviours

 Sets safety expectation and verifies  Ignores At Risk behaviors
understanding and compliance  Sends conflicting messages; words and
 Focuses on safety performance actions related to safety are
improvements and measures both inconsistent.
leading and lagging indicators  Creates incentives (not deliberately)
 Continually emphasises that there is no that impact safety negatively.
compromising on safety  Does not hold people accountable for
 Recognises good safety performance meeting safety expectations.
and confronts poor safety perfomance  Does not establish and communicate a
 Holds managers and supervisors clear vision and strategy for safety.
accountable for safety.

68

Workforce involvement
69

Involving all levels in the activities of safety management

69

23
 08-Sep-23

Reaching “ Best in Class “ Performance

70

70

Organizational Culture
71

71

Evolution of HSE
72

A process encourages controlling bad habits and

4 BBS shortcuts can introduce at-risk behaviors.

•Line responsibility
• Exceeds statutory requirements
3 Pro-active HSE • No blame culture
• Management systems

•Development of HSE rules and regulations

2 HSE by Compliance • HSE by reaction
• Enforcement

•Appointment of HSE officers

HSE by Coercion • Do’s and Don’ts
1
‫ قسرى‬- ‫إكراه‬ • Blame culture

72

24
 08-Sep-23

Evolution of HSE
73

BBS

Pro-active
Approach

HSE by
Compliance

HSE by
Coercion

73

Risk and Safety Maturity Matrix

74

74

Safety culture
75

75

25
 08-Sep-23

Identifying your type of safety culture

76

76

Evolution of HSE
77

77

What does a strong safety culture look like?

78

Weak Culture Strong Culture

• Assigns little value to process safety • Integrates process safety into the core values of
the organization
• Has poor sense of process safety vulnerabilities • Focuses on potential failures and strives to
understand the risk and means of controlling it

• Devotes minimal resources to process safety • Seeks to provide resources proportional to the
perceived needs
• Overlooks small indications of process safety • Places emphasis on learning from mistakes in
problems order to prevent future problems

• Accepts or normalized increasingly poor safety • Seeks to continuously improve process safety
performance performance
• Relies solely on few individuals or management • Employees of all levels are involved in hazard
to determine process safety hazards and risk identification and addressing the risks.
management activities Employees take action to address hazards at all
levels

78

26
 08-Sep-23

Positive Learning Culture

79

Establishes and periodically updates the

learning plan Recognize and accepts differences

Supports discussion and evaluation of

Help focus the efforts to increase
divergent opinions and data
competence

Provide timely feedback Stimulate new ideas

Allow feedback on the means to improve Don’t depend only on incremental

how work activities are approached approaches to improve PSM

Tolerating errors Maintains an external focus

Learns from errors. Failure to Ideas from outside the organization

encourage innovation stifles ‫يعيق‬ are not automatically discounted
improvement

79

Negative Learning Culture

80

Blind spots

Narrow focus and poor assumptions Flawed interpretation

allow disruptive technologies
Poor logic due to lack of
Filtering information or emotional bias

Downplaying information that doesn’t

fit in the existing paradigm Inaction

Unwilling or unable to act

Lack of information sharing
Hoarding information and poor
sharing

80

Improving HSE Culture

81

February April
•Phase 1 • Phase 3
• Reporting and recording HSE • HSE Appraisals
information
• Incident Investigation and • Phase 2 • Situation Awareness • Phase 4
• Questionnaires and Surveys
analysis • Work practice and procedures • Insensitive scheme
• Observation /Interventions
• Auditing • HSE risk management • HSE communication
• Human Factors in design • HSE management system • Other HSE tools
• HSE training and competency

January March

81

27
 08-Sep-23

Five conditions that dramatically increase the likelihood of success:

82

1. Safety Leadership;
2. Established Integrated Safety Management System;
3. Employee Empowerment and Participation in Safety;
4. Organization’s Safety Culture;
5. Measurement and Accountability.

82

The bridge to safety excellence

83

83

The bridge to safety excellence

84

84

28
 08-Sep-23

The bridge to safety excellence

85

85

The bridge to safety excellence

86

86

The bridge to safety excellence

87

87

29
 08-Sep-23

The bridge to safety excellence

88

88

The bridge to safety excellence

89

89

The bridge to safety excellence

90

90

30
 08-Sep-23

The bridge to safety excellence

91

91

Behaviour Based Safety

92

Systematic
Process
Improvement

Removing Increasing
Obstacles Involvement
To Desired Employees and
Performance Supervision

Focus on Reducing Increasing

Behaviours At-risk Safe
(Change) Behaviours Behaviours

Behaviour Management Support/

Observation Team Positive Reinforcement
Observation and Feedback Decisions and Leadership

92

Behaviour based Safety: What is it?

93

93

31
 08-Sep-23

What is Behavior Based Safety?

94

Behavior Based Safety or BBS

is a scientific approach to
positively reinforce a safe work
environment by modulating
unsafe behavioral patterns. A
BBS system focuses on how
people work, analyzes why they
work in a certain way and
applies an intervention strategy
to eliminate unsafe behavior.

94

BBS
95

95

BBS Looks at All Three Sides of the Safety Triad

96

Person Conditions
Knowledge, Skills, Abilities, Equipment, Tools, Machines,
Intelligence, Motives, Housekeeping, Climate,
Attitude, Personality Management Systems
Safety
Safety

Behaviour
Putting on PPE, Lifting properly, Following procedures,
Locking out power, Cleaning up spills, Sweeping floors,
Coaching peers

96

32
 08-Sep-23

ABC Model
97

97

A Tool to Facilitate Desired HSE Behaviours

98

Antecedent -
Behavior Consequence Supports
Trigger by eliminating
of others by you +/- unwanted
you behaviours

A C
B +
Motivates
Prompts repetition of
behaviour wanted
behaviour

98

Understanding ABC Model

99

99

33
 08-Sep-23

Behaviour Based Safety ABC

100

100

Activators Versus Consequences

101

Direction Alone May Not be

Sufficient To Maintain
Behavior

101

Antecedents
102

 Prompt people to act

 Precede the behavior
 Communicate information
 Work best with consequences
 Work only in short term if no consequences

102

34
 08-Sep-23

Reinforcement
103

103

Only 4 Types of Consequences:

104

 Positive Reinforcement (R+)

 "Do this & you'll be rewarded"
 Negative Reinforcement (R-)
 "Do this or else you'll be penalized“

 Punishment (P)
 "If you do this, you'll be penalized"
 Extinction (E)
 "Ignore it and it'll go away"

104

Positive Consequence
105

R+ : any consequence that follows a behavior and increases the

probability that the behavior will occur more often in the future
- You get something you want.

Good safety
suggestion Joe! Keep
bringing ‘em up! R+

105

35
 08-Sep-23

The effect of Negative Consequence

106

R- : a consequence that strengthens any behavior that reduces

or terminates the consequence - You escape or avoid
something you don’t want.

One more report

like this and
you’re outa here!!

R-

106

The effect of Punishment

107

A procedure in which a punisher (consequence that decreases

the frequency of the behavior it follows) is presented.
• You may get something you don’t want.
• Criticism, injury, written warning
• Stops unwanted behaviour
You bonehead!! You can kiss that
bonus for this year good-bye.... and
take a few days off without pay!!!

107

The effect of Extinction

108

Withholding or non-delivery of positive reinforcement for previously reinforced

behavior.
• You don’t get what you want.
• Is no recognition, no acknowledgement
• Often decreases wanted or safe behaviour
• Can cause safe performers to slip

Let him cry honey. If we get up

every night when he cries he’ll
never learn to go to sleep
peacefully.

108

36
 08-Sep-23

ABC Model
109

109

The ABC Model Explains Why People Speed

110

Open Sports
Activators Emergency Road car
Late No
Guide or direct
Sunny cops Others are
the Behaviour(s)
Day Speeding

Behaviour Speeding

Fun!
Wreck
Consequences Personal
Ticket Waste Save
Motivate the Injury
Gas Time
future occurrence
Property Wear
of the
Damage & Tear
Behaviour(s)

110

Consequences need to be ...

111

Soon vs Delayed

Certain Personal
vs vs
Uncertain Organizational

Positive vs Negative

111

37
 08-Sep-23

Some Consequences “Weigh” More Than Others

112

Injury

Uncertain

Delayed

Sizeable

Comfort
Sizeable
Certain

Soon

 Risky Behaviour: Grinding Without Eye Protection

 Consequences: Comfort, ? Time saved, and Chance of Injury

112

Some Consequences Weigh More Than Others

113

Risky Behavior: You're late and you speed 20 km/hr. over limit
Consequences: Save Time vs. Ticket

113

BBS improvement Process

114

Identify critical
1 Discover behavioral patterns that elicit danger
problem behaviors
Identify lead indicators that cause negative
2 Identify root causes
behavior
Generate potential Find possible solutions to contain the behavior.
3
actions
Evaluate possible
4 Shortlist the most productive solutions
actions
Create a strategy to implement the behavioral
5 Develop an action plan
change
Implement an action Execute the strategy to easily adapt to prevalent
6
plan conditions
Measure and evaluate if the implemented
7 Conduct follow up.
change has created a difference.

114

38
 08-Sep-23

The six pillars of Behaviour Based safety

115

115

SAFETY OBSERVATION AND

CONVERSATION

Safety First 2022 Dr. Mohamed F. Elberry

116

SOC Workshop
117

It is a tool focused on human behavior

It is not and shall not become an anomaly

hunting visit!

117

39
 08-Sep-23

SOC; Process Overview

118

118

What characterizes a SOC?

119

• Observe work behavior

• Highlight and commend employee for safe behavior
• Question about unsafe acts
• Listen to suggestions for improving safety at the work
place
• Implement immediately actions that can be decided

119

What characterizes a SOC?

" SOC is focused on people.

SOC is a “Managing act”.
SOC aims at detecting and eliminating potential
causes of accident (dangerous action or condition).

"
SOC is a prevention tool.

 Starts by observing an employee performing a task

 Continues with an open face-to-face discussion
 Concludes by decisions mutually agreed upon

120

40
 08-Sep-23

The SOC Safety Visit

121

" SOC is complementary to other safety management tools

such as Anomaly Hunts, Safety meetings, trainings, audits,
JHA, RCA, SWP ...

To be successful, SOC needs to be conducted

"
on a regular basis.

121

Who are the key actors in a SOC?

122

The Observer
The direct supervisor
& The Observee
His/her operator, technician…
performing his usual job

 The direct supervisor knows the people, the tasks they perform, the work
instructions… They meet daily!
 The direct supervisor supports the Observee’s immediate actions
 The manager of the direct supervisor or the HSE manager/coordinator can
participate as a 2nd observer

122

SOC for the 2nd Observer

123

2nd Observer: Manager, HSE Manager, Specialist, Top Manager…

 Go always with the direct supervisor of the observed person.

 Let the direct supervisor prepare and lead the SOC… and be active in the discussion.

 Use your "common sense" judgment to evaluate risks during the observation, if you are
not familiar with the tasks observed:
 Contact with dangerous products, noise
 Trips / falls / bumping
 Any gesture / posture you find unusual or questionable…
 Ask open questions during the dialogue:
 Last near miss reported on this type of task?
 What would you like to change / improve?
 What is/are the major risk(s) for you when performing these tasks?
 …
1
2
3

123

41
 08-Sep-23

SOC Process
124

1.
Prepare the visit

5. 2.
Action plan
Observe and detect
and follow up

4. 3.
Obtain commitment Listen and dialog

124

Planning and Procedure of SOC

125

125

Planning and Procedure of SOC

126

 Define a limited scope: workplace, type of

job

 Define the observers: managers N+1, N+2

Prepare
 Inform the observee about the scope, the
date and the conditions of the SOC visit

 Review SOPs and work instructions relevant

to the selected workplace

126

42
 08-Sep-23

The SOC process - 1. Prepare the visit

127

 Plan who you intend to visit

 Assess what tasks you want to see

 Make yourself knowledgeable of the operating

procedures

 Set the duration (Approx. 30 minutes)

 Schedule the visit the first times with the observee
1
2
7

127

The SOC process - 2. Observe and detect

128

 Workstation order and cleanliness

PP - Positive Points  Observee’s actions and positions

DA - Dangerous Actions
DC - Dangerous Conditions  Observee’s reactions

 The way the observee apply the rules and

procedures

 Protective equipment including PPE

 Tools and equipments

Think about the above questions while observing:

 What could happen if… (the unexpected occurs)?
 Could we do it in a safer manner? How?
1
2
8

128

Six areas of observation

129

1. Operator’s reaction
2. Operator’s actions and position (include ergonomics)
3. Rules and procedures
4. Protective equipment Observe

5. Tools and equipment

6. Workstation’s order and cleanliness
Resist to the temptation to focus only on points 5 & 6

129

43
 08-Sep-23

How to observe?
130

When being an observer, always ask yourself two questions:

What could happen if the unexpected occurs?

How could this job be done more safely?

 To observe: be stationary and look in all directions, note positive points

 Is this movement/operation useful and necessary? Could it be done
differently? What could be the unexpected result?
 Ask the employee to explain his behavior

130

SOC Engagement
131

Get close to the employee and

engage a real dialog
Listen
and dialog
 Say what you have seen
 Mention everything that is positive and the good practices
you have observed
 Question about acts that you think could be improved
(ASK OPEN QUESTIONS)
 Ask for comments, difficulties of the job and suggestions
for improvement,.

Try to get a common understanding

131

The SOC process - 3. Listen and dialog

132

 Make sure the task could be interrupted in a safe way

before discussing

 Mention first everything that is positive and the good

practices

 Tell what you have seen (facts)

 Use open questions:

 What could happen if…?
 What are the risks in doing so?
 How can we avoid…?
 How could we do this safer?

132

44
 08-Sep-23

The SOC process - 4. Obtain commitment

133

Regarding immediate actions:

■ Get the Observee to suggest them
■ Do not adopt an attitude of confrontation
■ Do not stray from the subject
■ Show your genuine interest in improving his/her
safety
■ Avoid people gathering around

The common objective:

Improving safety together
1
3
3

133

SOC Conversation
134

• Summarize the 3-4 main ideas for improving safety

• Implement some immediately
Obtaining
commitment
• Close the visit

Get the observee to support the corrections to be

made!
Or even better: to suggest them

134

The SOC process - 5. Action plan and Follow up

135

At least 80% of the actions have to be

immediate actions

■ In case of delayed actions set up an action plan

■ Follow up:
 Check by further BSVs if decided actions remain
in place
 Celebrate progress
 Follow up the action plan

135

45
 08-Sep-23

SOC the action plan

136

After the visit

Make a sorted list of findings observed
during the safety visit:
 that have been corrected during the visit
 that need further actions

Assess the impact on safety and the Prepare an

Action Plan
difficulty to implement these actions
Propose a prioritized action plan

136

Fix Priorities
137

Impact on safety
improvement

9
1 1 2
High
6
1 2 3
Medium
3

Low 2 3 4
0 3 6 9
Difficulty to
implement
Easy Normal Difficult

137

SOC; follow up and communication

138

• Action plan is endorsed by management and

persons responsible for actions
• Action plan is posted
• Percentage of completion is tracked
• Action plan is regularly updated
Actions follow-up
and efficiency

• Communicate on the actions implemented

138

46
 08-Sep-23

Benefit from SOC: decreasing accidents number

139

BSV

Accidents,
Incidents

Near misses,
Unsafe behavior,
Anomalies,
…

139

Key points for an efficient SOC

140

■ Direct supervisor to perform BSV

■ Preparation of the BSV

■ Observation focused on people

■ 1 - 2 Positive Points (PP)

■ A few points to be improved (DC/DA)

■ Open dialogue

■ At least, 80% of immediate actions

140

Benefits of Observation and Conversation

141

 Heightened awareness  Increase commitment

 Receive recognition  Fosters communication
 Learn through feedback  Anonymous and confidential
 Learn through observation  Dynamic
 Builds trust  Non-directive
 Employees design and led  Non-punitive

141

47
 08-Sep-23

Components of Observation and Conversation Process

142

Process
Improvement

Supported through effective and continuous communications

142

Overview of the DO IT Process

143

A Structured
D EFINE
Behaviour(s) to target

Process
to O BSERVE
to collect baseline data

Follow-up
on I NTERVENE
to influence target Behaviour(s)
Targeted
Concerns
T EST
to measure effectiveness of the
intervention(s)

143

Remember
144

A good Safety Observation and Conversation Visit is:

 At least, 1 or 2 positive points

 3 to 5 points to improve or change
 100% Dialogue
 80 % Immediate action

144

48
 08-Sep-23

Conclusion
145

When conducted efficiently and with tact,

the Behavioral Safety Visit program becomes a genuine
collaborative approach
for developing a strong safety culture

145

Safety Observation and Conversation Visit

146

BEHAVIORAL SAFETY VISIT

Date: Department: Workplace: Duration:

Name of Observee: Name of Observer(s): Position

REMEMBER : observe - talk - positive - safety deviations - consequences - obtain agreement - other subjects - thank-you

Category A Category B Category C Category D Category E Category F

Operator's actions & Workstation
Operator's Reaction position* Rules & Procedures Protective Equipment Tools & Equipment Order&Cleanliness
Procedures unadapted Mark if unadapted Work station poorly set
O PPE Adjustments O Risk of bumping O for the work protection O Inadapted for the work O up

Procedures unknown or Accessibility to work

O Posture changes O Risk of being stuck O misunderstood O Eyes and face O Incorrectly used O station to be improved

Insufficient order or
O Work station rearranged O Risk of burn O Procedures not followed O Ears O In bad condition O tidiness

Inappropriate work
O Work stopped O Electrical risk O authorization/permit O Head O Too many vibrations O Uneven or slippery floor

Risk of contact with a

O Other ….. O chemical
O Insufficient training O Hands and arms O Too hot O Other

Risk of uncomfortable
O posture O Miscommunication O Feet and legs O Too much noise

Risk of muscular
O problems (repetitive O Other … O Respiratory system O Bad lighting
movements)

O Risk of excessive efforts O Body O Other

O Other … O Clothing

146

Safety Observation and Conversation Visit

147

* including ergonomics
Positive Points Observed

Category Risk Situations Observed

Corrective Actions and Improvements Person in Charge Delay / Follow-up

Closed by :
Copy : Personnel Department / Workshop / Concerned Lab

147

49
 ‫‪08-Sep-23‬‬

‫نموذج زيارة السﻼمة‬

‫‪148‬‬

‫‪BEHAVIORAL SAFETY VISIT‬‬

‫الف ترة‪:‬‬ ‫منطق ة العم ل‪:‬‬ ‫اﻹدارة‪:‬‬ ‫الت اريخ‪:‬‬

‫الوظيفة‪:‬‬ ‫اس م ال زائر أو ال زوار ‪:‬‬ ‫اسم الموظف المع نى بالزي ارة‪:‬‬

‫تذكر‪ :‬ﻻحظ ‪ -‬تكلم ‪ -‬اﻹيجابية ‪ -‬الحيود عن الس ﻼمة ‪ -‬العواق ب ‪ -‬الوصول إلي إتف اق ‪ -‬قضايا أخ ري ‪ -‬الشكر‬

‫المجموع ة السادس ة‬ ‫المجموعة الخامس ة‬ ‫المجموعة الرابع ة‬ ‫المجموعة الثالث ة‬ ‫المجموعة الثاني ة‬ ‫المجموع ة اﻷول ي‬

‫تنظيم مك ان العمل و نظافت ه‬ ‫اﻻدوات والمع دات‬ ‫مهم ات الوقاي ة‬ ‫القواع د و اﻹج راءات‬ ‫تحرك ات العام ل و أوض اع العم ل*‬ ‫رد فع ل العام ل ف ى‬

‫‪ O‬مك ان العم ل يفتق د إل ي اﻹع داد الجي د‬ ‫‪ O‬عدم تحديث اﻹجراءات الخاص ة بالعم ل ضع عﻼمة ف ي ح ال عدم اﻻل تزام بمهم ات الوقاية ‪ O‬غير ص الحة لﻼس تخدام‬ ‫‪ O‬خطر اﻻرتط ام‬ ‫ض بط مهم ات الوقاية‬ ‫‪O‬‬

‫‪ O‬الوصول لمك ان العمل يحت اج لتطوي ر‬ ‫‪ O‬استخدام بطريقة خط أ‬ ‫‪ O‬العي ن و الوج ه‬ ‫‪ O‬اﻹجراء غير مع روف و ﻻ مفه وم‬ ‫‪ O‬خطر الحشر في منطقة ضيقة‬ ‫‪ O‬تغي ير وضعية العم ل‬

‫‪ O‬التنظيم و النظافة غير كافية‬ ‫‪ O‬حالتها سيئة‬ ‫‪ O‬اﻷذن‬ ‫‪ O‬اﻹجراء غير متبع‬ ‫‪ O‬خطر اﻻح تراق‬ ‫إع ادة تنظيم مك ان العم ل‬ ‫‪O‬‬

‫‪ O‬أرضية غير مس توية أو زلقة‬ ‫‪ O‬كثرة اﻻه تزازات‬ ‫‪ O‬ال رأس‬ ‫‪ O‬سلطة و تصريح العمل غير مناس ب‬ ‫‪ O‬خطر الكهرب اء‬ ‫‪ O‬التوقف ع ن العم ل‬

‫‪ O‬أخري‬ ‫‪ O‬يصدر عنها ح رارة زائ دة‬ ‫‪ O‬الي د و ال ذراع‬ ‫‪ O‬عدم كفاية التدريب‬ ‫‪ O‬خطر التعام ل م ع الكيماوي ات‬ ‫‪ O‬أخري‬

‫‪ O‬يصدر عنها ضوض اء زائدة‬ ‫‪ O‬الق دم و اﻻرج ل‬ ‫‪ O‬سوء تف اهم‬ ‫‪ O‬خطر اﻷوضاع غير المريحة‬
‫‪ O‬سوء اﻹضاءة‬ ‫‪ O‬الجه از التنفس ي‬ ‫‪ O‬خط ر المش اكل العض لية ) حركة متك ررة( ‪ O‬أخري‬
‫‪ O‬أخري‬ ‫‪ O‬الجس م‬ ‫‪ O‬خط ر المجه ود الزائ د‬

‫‪ O‬المﻼب س‬ ‫‪ O‬أخري‬

‫‪148‬‬

‫نموذج زيارة السﻼمة‬

‫‪149‬‬
‫*متض منة تهيئ ة مك ان العم ل *‬
‫المﻼحظ ات اﻹيجابية‬

‫رة‬ ‫روف الخط‬ ‫ي الظ‬ ‫ات عل‬ ‫مﻼحظ‬ ‫التص نيف‬

‫ت اريخ المتابع ة‬ ‫الش خص المسئول‬ ‫اﻹج راءات التص حيحة و خط اوات التطوي ر‬

‫ت م غلق ه بواسطة‪:‬‬ ‫يتم إرس ال نس خة م ن ه ذا التق رير لك ل المن وط بهم ذل ك‬

‫‪149‬‬

‫‪HSE TOOLS TO CHANGE SAFETY‬‬

‫‪CULTURE‬‬

‫‪Safety First‬‬ ‫‪2022‬‬ ‫‪Dr. Mohamed F. Elberry‬‬

‫‪150‬‬

‫‪50‬‬
 08-Sep-23

HSE Tools Guide

151

What are the

appropriate tools
to enhance our
safety culture?

151

HSE Tool Types and Culture Levels

152

152

HSE Tool Types and Culture Levels

153

153

51
 08-Sep-23

HSE Tool Types and Culture Levels

154

154

HSE Tool Types and Culture Levels

155

155

Reporting
156

 Central reporting system is

there.
 Follow up and taking
actions within time have to
be improved.
 % completion and
progress has to be
considered for managers
appraisal

156

52
 08-Sep-23

Incident investigation and analysis

157

 Done for Lost time

Accidents and PSSI
 Not taken seriously by
supervisors
 Takes very long time
 Follow up and completion
needs a lot of
improvement

157

Auditing
158

 There are a lot of ISO systems

implemented in ACB
 Internal audits and customer audits.
 Regular audits by the group and
region
 Only managers are aware of what
systems are.
 Training and awareness are badly
needed to involve everybody in
ACB.
 Follow up and action plans needs
more reinforcement.

158

Human Factors in Design

159

 Many improvements have

recently taken place.
 Reactive rather than
proactive mainly after
incidents.
 Will be improved with the
implementation of
intervention and safety
conversation program.

159

53
 08-Sep-23

Work Practice and Procedures

160

 Many procedures are

needed
 The idea that there is only
one standard operating
procedure is there needs
reinforcement.
 Procedures have to be done
b y labour themselves or at
least have to be consulted.

160

Risk Management
161

 Group risk assessment is there

 Needs revision
 JHA is conducted for critical jobs
 Initiate PSM program
 HAZOP study done before and needs revision

161

HSE Management System

162

Review
HSE
Policy
 ISO 45001 Checking Planning
& Correct
 ISO 14001 Implementati
on
 Group Standards
 Company procedures
 Standard Operating Procedures SOP

162

54
 08-Sep-23

HSE Training
163

163

HSE Training and Competence

164

 Key for safety culture improvement

 Safety training and programs have to be
identified for each and every employee based
on risk management of his occupation and
hazard exposures
 Training and awareness programs have to be
routinely refreshed
 Qualification program for critical jobs has to be
in place.
 Safety plan 2014

164

HSE Appraisal
165

 HSE has to be a key factor

in the periodical appraisal
for all employees
 Encourage safe behaviors
and Reward them
 set disciplinary system for
violators

165

55
 08-Sep-23

Situation Awareness
166

 Ensure the
understanding the
risky situations
 Prediction of bad
scenarios “ JSA “
 Being prepared
 Appropriate for
proactive
organizations

166

Questionnaires and Surveys

167

 Employees feed back systems

 HSE climate surveys
 Observation by peers
 Intervention of at risk actions

167

Incentive scheme
168

 Performance lagging
 No of accidents
 No of near misses

 Behaviour leading
 Training programs
 Emergency drills
 Risk assessment jobs

 Behaviour Based Safety activities

168

56
 08-Sep-23

HSE Communications
169

169

HSE Communications
170

 HSE meetings
 Management
 Department
 Morning
 Time out
 Tool box talks
 Newsletters
 HSE alerts
 Handover information

170

BBS Shifts Our Thinking

171

From: To:
Injury Statistics Safety Activities
Management Driven Employee Driven
Accountable Responsible
Individualism BBS Teamwork
Fault Finding Fact Finding
Reactive Proactive
Quick Fix Continuous Improvement
Priority Value

171

57
 08-Sep-23

Conclusion
172

Unsafe Act Remember

95% Unsafe Behaviours
Nature
cause
1%
Unsafe
condition 95% of accidents
4%

172

58