Current Issues in Behavior-Based Safety

ISBN 13: 9780966756906

Current Issues in Behavior-Based Safety

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9780966756906: Current Issues in Behavior-Based Safety
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In today's organization, the old safety paradigms are no longer enough. Previous gains in safety performance have begun to level off and leaders are now tasked with navigating issues that their predecessors never anticipated-stalling or increasing rates of high-severity injuries, greater technical complexity, increased legal accountability, and a looming shortage of qualified safety expertise just to name a few. So where do we go from here? Global safety leader BST shares a new framework for creating comprehensive safety excellence: The Zero Index. Outlining 10 critical disciplines practiced by the world's safest organizations, the Zero Index provides a road map for safety as strategy and practical steps for getting from where you are now to creating an organization where safety is "who we are".

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From the Back Cover:

As of mid-1999, BST's Behavioral Accident Prevention Process(r) technology has been implemented at over 950 sites worldwide. While most of those implementations are in manufacturing settings, Behavior-Based Safety is also being used to good effect by transportation, construction, and retail organizations, and in offices, laboratories, and hospitals.

The growing popularity of Behavior-Based Safety has raised questions about the best way to integrate this approach with existing safety measures. Under the five headings listed below, this book addresses numerous current issues, including the relation of Behavior-Based Safety to incident investigations, safety measurement, and to the hierarchy of safety and health controls.

Part One - A Shared Vision
Continuous improvement starts with a vision. At organizations committed to continuous improvement, personnel have the strong sense that this goal is within their grasp.

Part Two - Cultural Alignment
The second element of continuous improvement is cultural alignment. In organizations that are aligned for safety excellence, there is consistency between vision and conduct, because personnel at all levels "walk the talk."

Part Three - Focus on Behavior
The third element of continuous improvement is a focus on behavior versus incidents. Organizations with a behavior-based focus make system improvements that continuously reduce exposure to injury.

Part Four - Upstream Systems
The fourth element involves establishing and maintaining upstream systems that allow personnel at all levels to manage safety performance in advance of any injuries.

Part Five - Feedback is the Norm
Feedback is the norm at organizations committed to continuous improvement. Whether corrective or positive, safety performance feedback is valued. It flows freely throughout all levels of the organization.

The chapters of this book were developed by the BST team in hundreds of conference and training sessions with safety professionals, managers, and wage-roll personnel from companies across all industries and regions of the US and Canada, and in the UK, France, Mexico, Jamaica, Brazil, Venezuela, Argentina, South Africa, Australia, and the Philippines.

About the Author:

The 12 authors of the chapters of this book have decades of experience in industrial safety and health.

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