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Field Learnings from Behaviour Based Safety Implementation: Reviews in Indian Organisations

Journal of Organization and Human Behaviour

Volume 4 Issue 1

Published: 2015
Author(s) Name: Harbans Lal Kaila | Author(s) Affiliation: Professor of Psychology (retired), SNDT Womens’ University, Vasai (west), Mumbai, Maharashtra, India
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Abstract

This field action study in five Indian major organizations includes the reviews of behavior based safety (BBS) implementation, the road-map and action plan to implement BBS approach, and behavioral trends from a large gas company, two aluminum plants, a shipbuilding company, and an engineering plant. A mix of qualitative as well as quantitative data presented in this article would hopefully be useful for companies considering implementing BBS in order to achieve zero-accident/injury-free culture at their workplaces. A comparison of the five multinational organizations all over India revealed the behavioral trends on an average as follows: safe behaviors are 70%, unsafe behaviors as 30%, corrections of unsafe behavior as 67%, and interestingly safe behaviors went up to 90%, which means there is a 20% increase insafe behavior after corrections by all-category observers. The findings reveal that the unsafe/at-risk behaviors are rooted in organizational culture. Hence in order to achieve total safety culture, beyond behavioral safety implementation, the organizational behavior culture domains need attention of the corporate managements such as the quality of construction at project stage, the production target pressures, adequate resources (manpower and materials), sync in safety emphasis among all managers at different levels in the organization.

Keywords: Case Study, Behaviour Based Safety, BBS Implementation, Multinational Company

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