Title: Behavior Based Safety BBS - Demoura Lawson Consulting
1BEHAVIOUR BASED SAFETY BBS 2.0 NEXT GENERATION
2Copyright Notice
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2021 De Moura Lawson Consulting
3BBS 2.0 IS THE NEXT GENERATION OF WORKPLACE
BEHAVIOUR BASED SAFETY
GOAL EXCELLENCE IN SAFETY
- Many organisations have stalled in their progress
towards excellence in safety, so a step change in
approach to move to the next level is required. - Our holistic change programme reaches all parts
of the organisation and aims to influence both
organisational culture and individual behaviours.
4WHAT IS BBS 2.0?
5BBS 2.0
CHANGING ORGANISATIONAL CULTURE BY INFLUENCING
POSITIVE BEHAVIOURAL CHANGE
LEADERSHIP Modelling excellence in safety
leadership behaviours developing a coaching and
mentoring mind set MANAGEMENT Developing a
safety management ethos which goes beyond the
organisational documented processes COLLEAGUE
S Living out a just safety culture,
taking responsibility and significantly changing
situational awareness PERFORMANCE Step
change of leading / lagging KPIs adding safety
climate and culture metrics to accelerate the
journey towards safety excellence
6BBS 2.0 PROGRAMME
HOW IT WORKS
7BBS 2.0 SAFETY CULTURE ROADMAP
WHERE ARE YOU NOW AND WHERE DO YOU WANT TO BE?
8WHERE ARE YOU NOW ON THE SAFETY MATURITY ROADMAP?
DIAGNOSTIC
91. BBS 2.0 LEADERSHIP PROGRAMME
5 GUIDING PRINCIPLES FOR SAFETY LEADERSHIP
101. BBS 2.0 LEADERSHIP CULTURE WHEEL
CREATING A VE SAFETY CULTURE IN YOUR WORKPLACE
111. BBS 2.0 LEADERSHIP BEHAVIOURS ON SAFETY
VISIBLE SAFETY LEADERSHIP
122. BBS 2.0 MANAGER / SUPERVISOR OVERVIEW
BEHAVIOURS TO LEAD AND IMPLEMENT IMPROVEMENT
- Clarifying expectations on what they are being
asked to do, to lead safety - Making suggestions about how these could be
improved, or made more potent - Setting a personal example in delivering their
own behaviours for effective strategy
implementation - Always looking to see how improved behaviours can
lead to better business success - Engaging their team and other stakeholders, to
convey why different practices can help everyone
using moral and business case arguments - Setting targets and holding people accountable in
a positive way - Pushing back in situations where they are
pressurised to act in way they don't like - Holding regular coaching sessions with their
team, to help them deliver better - Be an enabler act to unblock issues with
resources and personal action
132.BBS 2.0 MANAGER / SUPERVISOR CULTURE WHEEL
CREATING A VE SAFETY CULTURE IN YOUR WORKPLACE
142. BBS 2.0 MANAGER / SUPERVISOR BEHAVIOURS ON
SAFETY
ENABLE AND EMPOWER EXCELLENT SAFE BEHAVIOURS
EVERY DAY
153. BBS 2.0 COLLEAGUE OVERVIEW
IMPROVEMENT ENGAGEMENT AND EMPOWER ACTIONS
- Colleagues are the ones most at risk, and yet
those who feel that they have least influence to
change their situation - They will often be blamed for things that they
do, which are a natural result of the working
environment that they are in - Punishment for error often takes place, when it
should have been me with a more just response - Punishment for violation of safety standards can
be out of proportion to the degree of violation
taking place - Serious incidents can take place as a result of
spot decisions taken in situations they have not
faced before - To overcome this, they need to move with the
engagement and empowering actions from Managers /
Supervisors and Leaders speak up when they are
asked to and be proactive in taking steps for
improving their own working lives.
163.BBS 2.0 COLLEAGUE CULTURE WHEEL
CREATING A VE SAFETY CULTURE IN YOUR WORKPLACE
173. BBS 2.0 COLLEAGUE BEHAVIOURS ON SAFETY
LIVING EXCELLENT SAFE BEHAVIOURS IN PRACTICE
EVERY DAY
18BBS 2.0 PERFORMANCE REPORTING
BBS 2.0 HEALTH SAFETY KPI DASHBOARD
19BBS 2.0 IN A BOX WITH GAMIFIED LEARNING TOOL
SIMPLE EFFECTIVE The system is simple, easily
understood and compliments existing safety
systems.
20QUESTIONS DISCUSSION
21Contact Us
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provided by De Moura Lawson Consulting, please
contact us at - info_at_demoura-lawson.com
- 974 4423 1298
Copyright 2021 by DMLC, Subject to the
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