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Behavioural Safety – Journey towards Excellence in Safety Presented by Sunil Kumar C S Senior Specialist Corporate Environment, Health & Safety ITC Limited.

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Presentation on theme: "Behavioural Safety – Journey towards Excellence in Safety Presented by Sunil Kumar C S Senior Specialist Corporate Environment, Health & Safety ITC Limited."— Presentation transcript:

1 Behavioural Safety – Journey towards Excellence in Safety Presented by Sunil Kumar C S Senior Specialist Corporate Environment, Health & Safety ITC Limited

2 Corporate EHS department set up in 1990 85 % of EHS Management is nothing but good engineering practices State-of-art fire detection & protection systems - NFPA codes Best-in-classs electricals – National/International Standards Civil structures conforming to Indian Standards/NBC Management Systems – OHSAS 18001 certified Design for Safety Progressing towards reducing accidents, ITC’s Journey towards zero accidents

3 Lost Time Accident Performance – ITC ITC Jouney towards zero accidents

4 UNITS – ACHIEVED ZERO ACCIDENTS MILESTONE IN 2011-12 Cigarette factories at Kidderpore, Pune and Saharanpur Leaf Threshing Units at Anaparti & Chirala Packaging & Printing Units at Haridwar, Tiruvottiyur & Munger Paperboards and Specialty Papers Units at Bollarum & Kovai Foods Unit at Haridwar Personal Care Products Units at Haridwar & Manpura Research Centres at Bengaluru & Rajahmundry ITC Infotech’s Bengaluru Office Complex ITC Green Centre, Gurgaon ITC Head Quarters, Kolkata ITC Grand Central, ITC Kakatiya, ITC Rajputana, ITC Maratha,, ITC Mughal, ITC Sonar & ITC Windsor My Fortune & WelcomHotel Sheraton New Delhi Fortune Resort Bay Island Hotel, Port Blair Surya Nepal’s Unit at Simra ITC’s Journey towards zero accidents

5 Even with Best Management systems/ technologies, Accidents do happen Why ???

6 Safety Culture

7 Every Fatality Starts with an Unsafe Act 1 Fatality 400 Lost Time Injuries 240,000 Near Misses 20,000 Minor Injuries 2 Million Unsafe Acts Data sources: Heinrich, HSE, John Ormond 1 Fatality

8 “Swiss Cheese” Model Management Systems Training Interlocks & Barriers Communication

9 A Model for Culture Visible Invisible  Behaviour  Attitudes  Perception  Values  Beliefs

10 Need to shift focus ?? Shifting the focus to the human factor – attitudes, behaviours, values and beliefs Aligning with Values of Organisation – at all levels of employees Common Belief – Everyone understands the importance of safety Build a culture of “Safety by Choice” Foster trust between employees and management

11 Background Behavioral safety approaches were first developed and applied in the US in the1970’s in food manufacturing industry. From the 1980’s onwards, safety initiatives based on the observation of safe and unsafe acts/ behaviors were implemented in Europe in construction, manufacturing, nuclear and research. 11

12 Fatalities Lost Time Accidents Near Misses At-Risk Behaviours First Aid We focus on eliminating At-Risk Behaviours Medical Treatment 12

13 Sooner Certain Positive Later Uncertain Negative Strongest Influence Accident & Analysis

14 A-B-C ANALYSIS Antecedent Anything which precedes and triggers behaviour Behaviour An Observable Act Consequence Anything which directly follows from the behaviour 14

15 A-B-C Analysis Accident : Eye injury during grinding Antecedent Goggles don’t fit Goggles are in poor condition Behaviour Worker fails to wear goggles when grinding Consequence Comfort Better vision Exposure to Injury 15

16 Injury Saves time Comfort Convenience Peer approval Better vision Not available Peer pressure In a hurry No one else does Lack of training Scratched/Dirty Risk Perception Anticipation of consequences CAB Failure to wear Goggles 16

17 Diagnose: Assess the present safety culture of the Unit Structured cultural assessment of the Unit Well designed set of questions Responses from selected employees at all employees levels including the service providers Collate the responses to arrive at the overall picture 17 The Process:

18 Implementation of a Safety culture programme : 18

19 Design: Building Teams & Workshops Integrate with Management Structure For example TPM structure Engagement through SUSA ( Safe Unsafe Act) Workshops 19 The Process:

20 UNIT STEERING BOARD TPM SECRETARIAT 8 Pillars (in each SBU)… 1.Jishu Hozen 2.Kobetsu Kaizen 3.Planned Maintenance 4.Quality Maintenance 5.Early Management 6.Education & Training 7.Office Improvement 8.EHS SBU 1SBU 2Services & Others JH Teams : 71JH Teams : 21 DMTs : 3 Pulp Mill Recovery Utility DMTs : 9 PM 1 PM 23 FH 123 PM 4 FH 4 NSFT PM 5 & FH 5 PM 6 FH 6 DMTs : 3 TS - QISD TS - C Lab Workshops DMTs : 9 Raw Materials Materials HR & Admin IS Plantation Finance Engg. Offices Paper Godown Marketing TPM Structure - Bhadrachalam Unit of Paper & Paperboards Business 24 TOTAL DMTs (Daily Management Team Covering 600 managers) 92 TOTAL JH TEAMS (Jishu Hozen Team covering 2600 employees & contract crew) Manufacturing Areas Office Areas

21 Clear roles are defined for each team to carry out an effective way of working JH TeamDMTPillar Team Initial meeting for 5-10 min discussing yesterday’s problems and analysis using Why-Why/fishbone, safety talk Performing CLTI activity scheduled for the day Identification and elimination of abnormalities Perform Self audit checks to improve JH Scores KPI tracking and KPI variances of previous day to be analyzed using Why-Why analysis/Fish bone analysis Abnormalities noted by JH teams to be discussed and action plans created. Pillar agenda for the day DMT/JH audit progress Review of yesterday’s action plan/any other issue Creation of plant-wide systems for improvement in Productivity, Quality, Cost, Delivery, Safety, Morale and bringing in Best Practices OperatorsManagersSr. Managers

22 SUSA - A conversation about safety Asking about job Praising what is being done safely Asking about the injuries that could occur Asking about any unsafe acts Asking how the job could be done more safely Convincing the people to change their behaviour if necessary

23 Ask them all about the job they have done:  Find out as much as possible: what they did, how, when etc. Recognise and praise any safe behaviour they have described (do not patronise!) Ask them how they think someone could have been injured:  How might this have happened, what injuries could have resulted? What did they do to make sure the injury did not occur. Is there anything more, on reflection that they could or should have done? If there was any unsafe behaviour, find out why they did not do everything safely. Ask about how they will he do job next time – try to get a commitment from them to do this job safely next time

24 When People carry out SUSA: Awareness increases People feel cared for Unsafe behaviours are challenged Problems are discussed Behaviour changes Safe behaviours increase Injuries decrease

25 Slide - 25 Partially damaged holder which was being used was taken by safety steward after counseling the welder. The broken tree branch was immediately highlighted by safety steward and it was immediately attended. The persons were using non standard cylinder trolley for transportation and cylinders were improperly locked. They were immediately stopped and counseled by Safety Steward. Unsafe practice Unsafe condition

26 Conclusion: An organization that successfully develops a safety culture can expect Immediate and tangible results in reducing workplace accidents Bring down associated costs, Increase productivity, Improve employee morale, Better work environment 26 The Journey just started ……. Safety Culture Change


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