Man conducts all transactions with the external world through his BEHAVIOUR; be they personal, social, organizational, industrial or any else; singularly, in sub-groups or in large groups or conglomerates. Behavior needs to be tuned with the requirement of the job to produce the desired result and any mismatch results is losses, such as loss of production / productivity, deterioration in quality, increase in rejection, reduction in sales and overall profitability on the business front; more accidents, injuries, ill-health, environmental degradation, loss of assets, increased compensation amounts and insurance premium, legal harassment, etc. to name a few but more so, as damaged corporate image and reputation in external world. Behavioral safety, at individual level or sectional / departmental level and also in higher management groups matter a lot for the overall success of the business, necessitating the adoption of integrated management system which aims to synthesize all good corners in right proportion to produce excellent result.
Behavioral safety equally applies to Top Management, rather entire organization.
Traditionally, at most of the places where BBS has been applied, it has focused on employees engaged in, and close to the operation environment. At several companies, worker’s union have strongly opposed BBS on ground that it wrongly identifies only worker’s behavior responsible for accidents and ill-health. What about role, involvement and behavioral change of the senior management team which holds the key to entire management’s efficiency, resource allocation, demonstrating commitment for safety in public, establishing safety culture and complying with all the EHS regulations and systems?
Systematic integration to improve compliance
All good systems complement each other and there is a cumulative and progressive march towards achieving the common goal of the organization. Working elements are optimally arranged and coordinated in right proportion, at right time, by the right people, under the overall command, leadership and involvement of top management. It brings unity of purpose and the organization gains at each front–economic, quality, SHE, corporate image.
Inculcating safety culture in employees, is directly related to the productivity and profitability of organizations. Companies that inculcate safety culture in their employees focus on safety/productivity management, not because it is a human resource activity, because of its alignment with the business purpose of the organisation. They consider many factors that impact on workers’ productivity in addition to those associated with specific safe work procedure. They emphasize safety/productivity management not just because it is cost-effective, because it means an improvement of the quality of industrial life.
To support investments over time, safety culture oriented organisations are able to demonstrate return on investments for specific programmes related to safety management.
This broadly speaks that behavioral safety anchoring safe acts has direct linkage to preventing losses and adherence to SOPs & SWI aids; superior quality & enhanced quantum of production, high productivity, lesser rejection, timely delivery, market creditability, employee’s faith, no accidents – no workmen compensation – no penalties – no fines imposition from government authorities – all resulting into gain in profitability.