Behavioural Safety – Journey towards Excellence in Safety

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

2. ITC’s Journey towards zero accidents 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-classselectricals – National/International Standards Civil structures conforming to Indian Standards/NBC Management Systems – OHSAS 18001 certified Design for Safety Progressing towards reducing accidents,

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

4. ITC’s Journey towards zero accidents 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

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

6. Safety Culture

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

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

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

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.

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

13. Accident & Analysis Antecedent (A Trigger) Behaviour Consequence (Perceived/Expected) Sooner Certain Positive Later Uncertain Negative Strongest Influence

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

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

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

17. The Process: • 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

18. Implementation of a Safety culture programme :

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

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

21. Clear roles are defined for each team to carry out an effective way of working Operators Managers Sr. 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. Unsafe practice Unsafe practice Unsafe condition 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. Partially damaged holder which was being used was taken by safety steward after counseling the welder.

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 The Journey just started ……. Safety Culture Change

27. THANK YOU