Behavior Based Safety for Safety Improving Safety Culture

basic understanding of behavior based safety (BBS)

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WELCOME
CORPORATE SAFETY TRAINING
29 CFR 1910
BEHAVIOR-BASED SAFETY
TRAINING FOR SUPERVISORS

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BASIS FOR THIS COURSE
Statistically, safe attitudes result in accident prevention.
Safe attitudes result in safe behaviors at work.
Development of improved safe attitudes toward work.
Elimination of workplace injuries & illnesses where possible.
Reduction of workplace injuries & illnesses where possible.
OSHA Safety Standards require:
✓Training be conducted
✓Workplace Hazards be assessed
✓Hazards and precautions be explained
✓Accidents be investigated
✓Job Hazards be assessed and controlled

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COURSE OBJECTIVES
Discuss the local safety policy.
Discuss supervisor responsibilities.
Discuss the concepts of behavior -based safety.
Introduce 29 CFR 1910, the industrial safety standards.
Discuss the OSHA penalties policy for safety violations.
Discuss methods and techniques used to protect workers.

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COMPANY SAFETY POLICY
Thepersonalsafetyandhealthofeachemployeeof
thiscompanyisofprimaryimportance.The
preventionofoccupationally-inducedinjuriesand
illnessesisofsuchconsequencethatitwillbegiven
precedenceoveroperatingproductivitywhenever
necessary.Tothegreatestdegreepossible,this
companywillprovideallmechanicalandphysical
facilitiesrequiredforpersonalsafetyandhealthin
keepingwiththehigheststandards.

5. INITIAL TRAINING
Train in Safety Related Work Practices.
Conduct Training Prior to Job Assignment.
Explain The Specific Regulations That Apply.
Teach The Local Hazard Reporting Procedures.
Explain The Hazards Associated with Their Work Area.
THE EMPLOYER MUST PROVIDE TRAINING :

6. REQUIRED WHEN THERE IS A :
New Work Area Hazard.
Program Related Injury.
Change in Job Assignment.
New Equipment Introduced.
New Hazard Control Methods.
Failure in Written Work Procedures.
Failure in the Safety Work Practices.
Reason to Doubt Employee Proficiency.
RETRAINING REQUIREMENTS

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BEHAVIORAL-BASED SAFETY
IS IMPORTANT
Improve Quality.
Improve Absenteeism.
Maintain a Healthier Work Force.
Reduce Injury and Illness Rates.
Acceptance of High-Turnover Jobs.
Workers Feel Good About Their Work.
Reduce Workers’ Compensation Costs.
Elevate SAFETYto a Higher Level of Awareness.
A GOOD PROGRAM WILL HELP:

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PROGRAM IMPLEMENTATION
DEDICATION
PERSONAL INTEREST
MANAGEMENT COMMITMENT
IMPLEMENTATION OF A BEHAVIOR -BASED
SAFETY PROGRAM REQUIRES:
NOTE:
UNDERSTANDING AND SUPPORT FROM THE WORK FORCE
IS ESSENTIAL, WITHOUT IT THE PROGRAM WILL FAIL!

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RESPONSIBILITY IS IMPORTANT
EFFECTIVE ASSIGNMENT OF RESPONSIBILITY
AUTHORITY & ACCOUNTABILITY
LABOR FORCE
SUPERVISION
MGMT.TWO WAY STREET

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WHAT IS BEHAVIOR -BASED SAFETY?
Behavior-basedsafetyisasafetymanagement
systemthatspecifiesexactlywhichbehaviorsare
requiredfromeachemployee.Thesebehaviorsare
gearedtowardasaferworkenvironment.The
systemmusthavecontrolsinplacewhichwill
measurewhetherornotthesebehaviorsexistasa
routineelementintheworkenvironment.Acceptable
behaviorsmustbepositivelyreinforcedfrequently
andimmediatelyasthebehavioroccurs.

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MANAGEMENT’S ROLE
Considerations:
1. Get Involved. Learn!
2. Ensure Your Support Is Visible.
3. Support the Program.
4. Implement Ways to Measure Effectiveness.
5. Attend the Same TrainingAs Your Workers.
6. Interact With Your Workers.
7. Insist on Periodic Follow-up & Program Review.
8. Follow-upon the Actions You Took.

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THE SUPERVISOR’S ROLE
Considerations:
1. Get Involved.
2. Get Your Workers Involved.
3. Never Ridicule Any Injury or Near Miss.
4. Be Positive, Motivate, and Reward.
5. Find Ways to Measure Behavior.
6. Attend the Same TrainingAs Your Workers.
7. Be Proactive -Get Involved in Safety.
8. Be Professional -You Could Save a Life Today.
9. Follow-upon the Actions You Took.

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THE SUPERVISORS PRIMARY JOB :
Control the work environment.
Enforce existing work rules.
Constantly reassess conditions.
Improve the system or process.
Involve employees.
Bring safety concerns to management.
Serve as company liaison.
SUPERVISOR RESPONSIBILITIES

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THE SUPERVISOR MUST :
Know the training needs of his or her workers.
Be aware of changing conditions requiring new training.
Be constantly aware of safety conditions in the workplace.
Ensure workers are included in the safety process.
Solicit ideas for safety improvements from workers.
Interact closely with the Company Safety Officer.
Halt any operation where personal injury could result.
Regarding Safety Training!
SUPERVISOR RESPONSIBILITIES
Continued

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THE SUPERVISOR MUST :
Treat all “Near Misses” as an accident.
Report it.
Investigate the cause.
Determine corrective measures.
Update and annotate!
Follow up to ensure compliance.
Regarding Near Misses!
SUPERVISOR RESPONSIBILITIES
Continued

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THE SUPERVISOR MUST :
Act as a conduit, upward and downward.
Act as a filter, use your experience.
Inform the sender if you change the message.
Be proactive, look for problems.
Be thorough, follow up on the actions you took.
Ask your employees to ensure comprehension.
If it doesn’t make sense to you. It won’t to your people.
Regarding Flow of Safety Information!
SUPERVISOR RESPONSIBILITIES
Continued

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ELIMINATE BEHAVIOR THAT IS DRIVEN BY:
LACK OF -
Appropriate Safety Training.
Knowledge of Personal Responsibility.
Knowledge of Safety Procedures.
Knowledge of Safety Information.
Knowledge of Machines or Equipment.
Knowledge of Facility Operations.
SUPERVISOR RESPONSIBILITIES
Continued
WHAT’S LEFT, IDEALLY IS ATTITUDINAL, WHICH DRIVES BEHAVIOR

18. SUPERVISOR
RESPONSIBILITY ACCOUNTABILITY
DELEGATIONAUTHORITY
SUPERVISOR RESPONSIBILITIES
Regarding Your Ability to Supervise!
Continued

19. RESPONSIBILITY ACCOUNTABILITY
AUTHORITY
SUPERVISOR RESPONSIBILITIES
Regarding Your Ability to Supervise!
REMOVE ANY ONE AND YOU CANNOT EFFECTIVELY SUPERVISE
Continued

20. RESPONSIBILITY
Safety is one of your specific duties.
You are responsible for controlling your work area.
You must be knowledgeable of your responsibilities.
AUTHORITY is needed to carry out responsibilities.
SUPERVISOR RESPONSIBILITIES
Regarding Your Ability to Supervise!
Continued

21. AUTHORITY
Authority is absolutely critical.
Authority must be commensurate with responsibility.
Authority allows you to take action.
Authority allows you to correct deficiencies.
Authority must be controlled.
ACCOUNTABILITY is needed to control Authority.
SUPERVISOR RESPONSIBILITIES
Regarding Your Ability to Supervise!
Continued

22. ACCOUNTABILITY
Accountability is the check and balance.
Accountability must be appropriate.
Accountability measures compliance.
Accountability must be used in consonance with
Responsibility and Authority.
SUPERVISOR RESPONSIBILITIES
Regarding Your Ability to Supervise!
Continued

23. TO VARYING DEGREES ALL
EMPLOYEES HAVE:
RESPONSIBILITIES,
AUTHORITY
AND ARE ACCOUNTABLE
FOR SAFETY.
SUPERVISOR RESPONSIBILITIES
Continued

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THE EMPLOYEE’S ROLE
Considerations:
1. Get Involved.
2. Contributeto Make Corrective Actions.
3. Understand How Your Behavior Affects Job Safety.
4. Report All Accidents and Near-Misses Immediately.
5. Be Proactive and Professional.
6. Report All Safety Problems or Deficiencies.
7. Follow-upWith Any Additional Information.
8. Understand the Reason Work Must be Observed.

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✓DocumentMeetings.
✓EncourageEmployeeInvolvement.
✓ProvideFeedbackWithoutFearofReprisal.
✓MakeRecommendationsforCorrectiveAction.
✓AnalyzeStatisticalDataConcerningAccidents.
✓HoldRegularSafetyReviewMeetings.
✓BringEmployeeConcernstoManagement'sAttention.
✓Follow-upIsCritical.
SAFETY COMMITTEE
Safety Committees Should:

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WORKSITE ANALYSIS
WORKSITE ANALYSIS INCLUDES:
1. Gathering Behavior InformationFrom Available Sources.
2. Observing Behavior of Employees During Varying Conditions.
3. Developing Lists of Acceptable Behavior for Specific Jobs.
4. Conducting Baseline Screening Surveysto Determine Which
Jobs Are High Risk and Need a Closer Analysis.
5. Performing Job Hazard Analysesof High Risk Jobs.
6. After Implementing Control Measures, Conducting Periodic
Surveys and Follow-upto Evaluate Changes in Behavior.

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Accident Records
Behavior Observations
Production Records
Personnel Records
Employee Surveys
Policies and Procedures
WORKSITE ANALYSIS
Continued
TANGIBLE INDICATORS:

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BEHAVIOR PRINCIPLES
BehaviorIsWhataPersonDoesorSays.What
CausesaPersontoTakeThisParticularBehavior
orCourseofActionDependsOnOtherInfluencing
Factors.AttitudeandSituationalConditions
CauseTheParticularBehavior.
WHAT IS BEHAVIOR?

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BEHAVIOR PRINCIPLES
✓Motivation.
✓Intelligence.
✓Emotions.
✓Experience.
✓Attitude
✓SituationalConditions.
What Influences Behavior?
What Else Can You Think Of?
✓Desire
✓Need.
✓Abilities.
✓Skills.
✓Ambition.
Continued

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BEHAVIOR PRINCIPLES
✓DetermineWhatMotivatesTheBehavior.
--LackofTraining?
--WorkingConditions?
--PersonalProblems?
✓Work-RelatedProblem?-TryandFixIt.
✓PersonalProblem?-WorkWithinCompanyResources
✓FindPositiveWaysToDiscourageUnacceptable
Behavior.
When The Reason For Behavior is Not Known.
Continued

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OBSERVING BEHAVIOR
OBSERVING BEHAVIOR
BehaviorMustBeObservedto
BegintoUnderstandCurrent
BehaviorandDevelopListsof
Acceptable(Safe)Behaviors.The
ListsofAcceptableBehaviorWill
BeUsedinDeterminingSafe
BehaviorsintheFuture.

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To Effectively Observe Behavior:
1. Establish Criteria For Observations.
2. Observe Workers Frequently at Various Work Times.
3. Observe Workers For a Few Minutes Each Time.
4. Employees Should Know They Are Being Observed.
5. Employees Should Know Their Behavior is Recorded.
6. Know the Safe Behaviors You Are Looking For.
7. Develop a Checklist If Necessary.
8. Constantly Compile and Compare Observations.
9. Follow-up on Observations.
OBSERVING BEHAVIOR
Continued

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REMEMBER
SomeoneIsAlwaysNeworYoungor
UnfamiliarWithWhyTheyAreBeing
Observed.DeterminingSafeBehaviors
IsaNever-EndingProcess.YourListof
SafeBehaviorsWillVarybyJobor
DepartmentandWillChangeAsWork
ConditionsorEquipmentChange.
OBSERVING BEHAVIOR
Continued

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EXAMPLES OF SAFE BEHAVIORS -FORKLIFT SAFETY
OBSERVING BEHAVIOR
Continued
•Approaches load slowly and straight-on
•Stops when forks are about a foot from load
•Safely engages pallet
•Checks mast height for obstructions
•Slowly/safely picks up load with load against backrest
•Checks rear for pedestrians, traffic, obstructions
•Stops when forks are about a foot from load
•Checks mast height for obstructions
•Safely raises forks to desired height
•Safely engages pallet and tilts to safe angle
•Slowly and safely picks up load and lowers to safe height

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OBSERVING BEHAVIOR
Continued
•Approaches slowly and straight-on
•Stops when forks are about a foot from load
•Checks mast height for obstructions
•Safely raises forks to desired height
•Safely drives forward until load is squarely over stack
•Safely tilts to safe angle and places load on stack
•Slowly and safely levels forks within inside of pallet
•Checks rear for pedestrians, traffic, obstructions
•Slowly and safely backs out and lowers to safe height
•Plans load route based on current path obstructions
•Carries load with load tilted back to safe angle
EXAMPLES OF SAFE BEHAVIORS -FORKLIFT SAFETY

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BEHAVIOR REINFORCEMENT
ReinforcementIsAnyConsequence That
IncreasestheLikelihoodThattheBehaviorIt
FollowsWillOccurintheFuture.InOtherWords,
IfYouPromoteaBehaviorandMakeSomeone
FeelGoodAboutPerformingThatBehavior,or
GiveThemaReasontoPerformThatBehavior,Its
OccurrenceintheFutureWillLikelyIncrease.
WHAT IS BEHAVIOR REINFORCEMENT?

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REINFORCEMENT
AcceptableBehaviorMustBe
ConstantlyReinforced.NeverMiss
anOpportunitytoGiveaPatonthe
BackforAcceptableBehavior.
PeopleusuallyRespondtoPositive
Reinforcement.
BEHAVIOR REINFORCEMENT
Continued

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Reinforcement Considerations:
1. Reinforce Frequently, and In Public.
2. Reinforce ONLYfor Acceptable Behavior.
3. Reinforce Immediately, Never Wait.
4. Reinforce During the Safe Behavior if Possible.
5. Be Specific About the Reinforced Behavior.
6. Give Non-Verbal Positive Cues. (Nods, Smiles etc.)
7. Be Totally Positive.
8. Be Sincere. People See a Lot, But Don’t Say a Lot.
9. Accentuate The Positive.
BEHAVIOR REINFORCEMENT
Continued

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BEHAVIOR REINFORCEMENT
✓WorksForaDeterminantPeriodOnly.
✓OnceanAccidentOccurs,NoIncentiveRemains.
✓UsefulnessUsuallyDegradesOveraPeriodofTime.
✓Doesn’tPermanentlyAlterUnacceptableBehavior.
✓DiminishesSupervisoryControl.
Rewarding For No Accidents.
Continued
LOST TIME
ACCIDENTS
0

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MOTIVATIONAL TECHNIQUES
✓IsTheIndividualDueaRaise?
✓IsaSalaryReviewNeededForTheJob?
✓IsTheAmountof“Piecework”PayAppropriate?
✓IsThereaBonusProgram?
✓AreThereMonetaryRewardsforSafeBehavior?
✓AreThereOtherIncentiveRewardsforSafeBehaviors?
✓IsThereaSafetySuggestionProgram?
✓HOWMUCHOFAMOTIVATORISMONEY?
Money and Behavior.
What Else Can You Think Of?

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MOTIVATIONAL TECHNIQUES
✓ThisApproachHoldsThatIndividualsCanBe
MotivatedbyProperlyDesigningTheirWork
EnvironmentandPraisingTheirPerformance.
✓HoldsThat:PunishmentforPoorPerformance
ProducesNegativeResults.
✓GoalSettingWithEmployeeParticipationIsEssential.
✓PeriodicRe-EvaluationIsEssential.
✓RequiresFrequentWorkEnvironmentAdjustments.
✓RequiresDetailedPlanningandTrainingofWorkforce.
Positive Reinforcement and Behavior.
Continued

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MOTIVATIONAL TECHNIQUES
✓PeopleAreMotivatedbyBeingConsultedonActions
ThatEffectThem.
✓PeopleKnowTheirJobs.WhatSafetyProgram
ChangesCanTheyBringtotheWorkEnvironment?
✓PeopleInManyCasesKnowtheSafetyProblemsand
SafetySolutions.JustAsk.
✓ParticipationInTheSafetyProgramSatisfies
AffiliationandAcceptanceNeeds.
✓WorkersMustKnowThatFinalDecisionsAre
ReservedtoManagement.ButTellThemWhy!
Employee Participation and Behavior.
Continued

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ATTITUDE
WhenaPersonsAttitudeChanges,HisorHer
BehaviorWillTypicallyFollow.AssumingHeor
SheHasAdequateKnowledgeoftheSafeWorking
ConditionsintheWorkEnvironment.WhenYou
EliminateEveryOtherReasonforUnacceptable
Behavior,WhatIsLeftItAttitudinal.
MOTIVATION CHANGES ATTITUDE
AND
ATTITUDE DRIVES BEHAVIOR

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ATTITUDE IS IMPORTANT
IfaPersonUnderstandsThatHisorHerSafetyat
WorkisControllableinaMeasurableWay,
AcceptanceofSafetyasanEssentialPartofthe
WorkEnvironmentWillBeIncreased.Safe
AttitudesandBehaviorsWillNaturallyFollow.
AND!
SAFETY AS PART OF THE WORK ENVIRONMENT

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ATTITUDE IS IMPORTANT
OnceSafeAttitudesareaNormalElementinthe
WorkEnvironment,BehaviorWillBeInfluenced.
Then,PeersandCoworkersExpectEachOtherTo
PracticeSafetyasaPartofWorkandNota
RequirementofWork.
AtThisPointCoworkersWillExpectEachOther’s
ProtectionandAccidentRatesWillDecrease.
SAFETY AND PEER SUPPORT
Continued

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ATTITUDE IS IMPORTANT
ManagementIsResponsibletoPromoteSafety.
EveryoneisResponsibleForSustainingaSafe
WorkEnvironment.AttitudeIstheKeyTo
SustainingaSafeWorkEnvironment.
SUSTAINING SAFE BEHAVIOR
Continued

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“ItisestimatedthatintheUnitedStates,97%ofthe
moneyspentformedicalcareisdirectedtoward
treatmentofanillness,injuryordisability.Only3%
isspentonprevention.”GoodAttitude=A
HealthierWorkforce.
Self-HelpManualForYourBack
H.DuaneSaunders,MSPT
byEducationalOpportunities
GOOD ATTITUDE IS PREVENTION

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THE HUMAN FACTOR
NO ONE IS AS AN AVERAGE PERSON
Rules,Policies,Schedules,JobsEtc.,Must
AccommodateTheMajority.
✓FocusonTheIndividual-TryToPleaseEveryone.
✓GoodBehaviorCanBeEnhancedByAccommodating
TheMajority.PleaseAsManyPeopleAsIsPractical.
✓BadBehaviorShouldBeStudiedToDetermine
Causation.

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THE HUMAN FACTOR
PERSONAL DIGNITY IS CRITICAL TO GOOD BEHAVIOR
PeopleMustBeTreatedWithRespectNoMatter
WhatTheirPositionIntheCompany.
✓AlwaysTreatPeopleWithRespect.
✓AlwaysTreatPeopleEqually.
✓AssumePeopleWillTalk.ItWillKeepYouStraight.
✓NeverRidiculeGoodBehaviorInJest.
✓Remember,ItTakesTwoToArgue.DrawaLine.
✓WalkAwayFromConflict,AndAddressItLater.
✓ArgueConstructivelyIfYouMustArgue.
✓IfSafetyIsCriticalToTheIssue,StandYourGround.
Continued

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THE HUMAN FACTOR
CONSIDER THE WHOLE PERSON
PeopleAretheSumTotalofTheirExperience,
CombinedWithTheirGeneticMake-up.
✓ReinforceGoodBehavior.DiscourageBadBehavior.
✓LearnYourEmployeesStrengthsandWeaknesses.
✓LearnStrengths,RewardThemandUseThem.
✓LearnWeaknessesandHelpToImproveThem.
✓UnderstandThatHomeLifeCanOverflowIntoWork.
✓BePreparedToDealWithUnpredictableSituations.
✓UnderstandGroupBehaviorVersesPersonalBehavior.
Continued

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TRANSACTIONAL ANALYSIS
Transactional Analysis or TA Was Originated by
Eric Berne (Games People Play,New York: Grove
Press, Inc., 1964). TA Assumes That Each of Us
Reside in a Particular Mental (Ego) State at All
Times. These States Are:
1. Parent 2. Adult 3. Child
WHAT IS TRANSACTIONAL ANALYSIS?

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TRANSACTIONAL ANALYSIS
WHY IS TRANSACTIONAL ANALYSIS IMPORTANT?
TA Is Important Because When You Are Interacting
With Co-Workers You Can Quickly Recognize
Which Ego State They Are Operating in and Then
You Can Adjust Your Behavior With the Individual
Accordingly. This Will Optimize Your Interaction
and Keep the Work Environment Professional and
Safe.
1. Parent 2. Adult 3. Child
Continued

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TRANSACTIONAL ANALYSIS
STIMULUS VERSES RESPONSE
EffectiveUseofTARequiresThatYouUnderstand
theMeaningof“Stimulus”and“Response”.
✓Stimulus:WhatIsSaidorDonetoInitiateaResponse.
✓Response:BehaviorAsaResultofStimulus.
Note:Allofusinteractthiswayeveryday.
Continued

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TRANSACTIONAL ANALYSIS
CROSSED TRANSACTION
✓Stimulus(SUPERVISOR):Jim,I’veGotAnotherPress
Down,GettheWorkDoneonThisPressImmediately,I
Don’tCareHowYouDoIt.
✓Response(WORKER):IKnowWhatI’mDoing,IWas
WorkingHereWhenYouWereStillinGradeSchool!
Note:CompletelyIneffectiveTransaction.Transaction
isCrossed.EachPersonAssumesA“Parental”State
andSpeakstoTheOtherPersons“Child”.
Continued

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P
C
A
P
C
A
1. Parent 2. Adult 3. Child
TRANSACTIONAL ANALYSIS
CROSSED
TRANSACTION
NOT VERY
EFFECTIVE
Continued

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TRANSACTIONAL ANALYSIS
PARALLEL TRANSACTION
✓Stimulus(SUPERVISOR):Jim,AnotherPressJust
WentDown,I’mConcernedAboutProduction.How
LongDoYouFeelItWillTaketoSafelyMakeRepairson
ThisPress?
✓Response(WORKER):IStillHavetoReplaceaDrive
Gear.ShouldBeAbout2Hours.IstheOtherPressa
HigherPriorityThanThisOne?
Note:EachPersonUnderstandsTheHigherNeed.
BehaviorIsConsistentWithSafeRequirementsofthe
Job.TransactionIs“Adult”to“Adult”(Optimal)
Continued

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P
C
A
P
C
A
1. Parent 2. Adult 3. Child
STIMULUS
RESPONSE
TRANSACTIONAL ANALYSIS
PARALLEL
TRANSACTION
OPTIMAL
Continued

58. Shared by: Eslam Kandeel
Linkedin Profile: https://www.linkedin.com/in/eslam-kandeel/
UnderstandingWhichEgoStateaPersonIs
OperatinginWillAllowYouToPositivelyAffect
TheirBehavior.SafetyandProfessionalismon
TheJobCanThenBeImproved.ItsaSimple
Concept,WithaLittlePracticeYouWillBeAbleto
IntegrateThisTechniqueIntoYourManagement
Style.YourPersonalLifeMayAlsoBePositively
Affected.
DO YOU SEE THE VALUE IN TA?
TRANSACTIONAL ANALYSIS
Continued

59. Shared by: Eslam Kandeel
Linkedin Profile: https://www.linkedin.com/in/eslam-kandeel/
ACCIDENT CAUSATION
WHAT CAUSES ACCIDENTS?
?

60. Shared by: Eslam Kandeel
Linkedin Profile: https://www.linkedin.com/in/eslam-kandeel/
Was he or she properly trained?
Did the employee know not to use it?
Was he or she reminded not to use it?
Why did the supervisor allow its use?
Did the supervisor examine the job first?
Why was the defective ladder not found?
Are procedures in place for defective equipment?
ACCIDENT CAUSATION
Contributing Factors
USE OF A BROKEN LADDER RESULTS IN AN ACCIDENT
Continued

61. Shared by: Eslam Kandeel
Linkedin Profile: https://www.linkedin.com/in/eslam-kandeel/
Improper attitude.
Lack of knowledge or skill.
Physical or mental impairment.
ACCIDENT CAUSATION
Behavioristic Causes
Improper Attitude
I’ve Never Been
Hurt Before
Continued

62. Shared by: Eslam Kandeel
Linkedin Profile: https://www.linkedin.com/in/eslam-kandeel/
Horseplay.
Defeating safety devices.
Failure to secure or warn.
Operating without authority.
Working on moving equipment.
Taking an unsafe position or posture.
Operating or working at an unsafe speed.
Unsafe loading, placing, mixing, combining.
Failure to use personal protective equipment.
ACCIDENT CAUSATION
Behavioristic Causes
Continued

63. Shared by: Eslam Kandeel
Linkedin Profile: https://www.linkedin.com/in/eslam-kandeel/
Improper PPE.
Improper tools.
Improper guarding.
Poor housekeeping.
Improper ventilation.
Defective equipment.
Improper illumination.
Unsafe dress or apparel.
Hazardous arrangement.
ACCIDENT CAUSATION
Unsafe Conditions (Environmental)
Continued

64. Shared by: Eslam Kandeel
Linkedin Profile: https://www.linkedin.com/in/eslam-kandeel/
Fatigue.
Defective hearing.
Defective eyesight.
Muscular weakness.
Lack of required skill.
Lack of required knowledge.
Intoxication (alcohol, drugs).
ACCIDENT CAUSATION
Unsafe Personal Factors
Continued

65. Shared by: Eslam Kandeel
Linkedin Profile: https://www.linkedin.com/in/eslam-kandeel/
Slip, Trip.
Struck by.
Overexertion.
Struck against.
Fall on same level.
Fall to different level.
Caught in, on, or between.
Contact with -heat or cold.
Contact with -electric current.
Inhalation, absorption, ingestion, poisoning.
ACCIDENT CAUSATION
Types of Accidents
Continued

66. Shared by: Eslam Kandeel
Linkedin Profile: https://www.linkedin.com/in/eslam-kandeel/
WHAT’S LEFT? ATTITUDE!
Whenyou:
✓EliminateUnsafeEnvironmentalConditions.
✓UpgradeEngineeringControls.
✓OptimizeAdministrativeControls.
✓ProvideAdequatePersonalProtectiveEquipment.
ACCIDENT CAUSATION
Continued
ATTITUDE DRIVES BEHAVIOR

67. Shared by: Eslam Kandeel
Linkedin Profile: https://www.linkedin.com/in/eslam-kandeel/
YouCan’tInfluenceEmployeeBehaviorIfContactIs
TooInfrequentorLimited.ReinforcementMust
HappenFrequently.IfAcceptableBehaviorIsNot
ReinforcedAsItHappens,andIfCorrective
InstructionIsNotDirectandSpecific,BehaviorMay
NotBeChanged.
Also,ResponsibilityforSafetyIsinNoWayShifted
EntirelyFromManagementtotheEmployee.Safety
IsStilltheSharedResponsibilityBetween
ManagementandAllOtherCompanyEmployees.
A WORD OF CAUTION