Consortium of Max Streicher Saudi Arabia LLC and National
Basics Company Ltd.
Master Gas 3 Package 11
BEHAVIOR BASED SAFETY PROGRAM
CONTRACT NO. 6600051979 BI number 49-14044-00012
CUSTOMER: Saudi Aramco Doc no. SA006-HSE-PRO-017
Project Location: PACKAGE-11 MGSE III – 56” EWJZG1:
Sh. 1 of 9 Rev. B
SEC-II STS # 1 TO SHUQAIQ PROJECT
BEHAVIOR BASED
B 27 July 2024 SAFETY AJI.S RH MS
PROGRAMCSSP
HSE Project Operational
Manager Manager Manager
Prepared Reviewed Approved SAPMT
Revision Date Description
by: by: by: Acceptance:
Security Contractor Total no. of Pages (including Cover sheet and Annexures): 9
Contractor
For Contract No. Contractor Document No.
Rev.
Contractor
Documents 6600051979 SA006-HSE-PRO-0017 B
Doc.
Contractor Project System Originator Discipline Sequence-Sht Language Revision
Type
Document
No. MGS 091 RAA HSE PRO 0001 Eng. B
BEHAVIOR BASED SAFETY PROGRAM
Project: PACKAGE-11 MGSE III – 56” EWJZG1: SEC-II
STS # 1 TO SHUQAIQ PROJECT
Page 1 of 9
Consortium of Max Streicher Saudi Arabia LLC and National
Basics Company Ltd.
Master Gas 3 Package 11
BEHAVIOR BASED SAFETY PROGRAM
CONTRACT NO. 6600051979 BI number 49-14044-00012
CUSTOMER: Saudi Aramco Doc no. SA006-HSE-PRO-017
Project Location: PACKAGE-11 MGSE III – 56” EWJZG1:
Sh. 2 of 9 Rev. B
SEC-II STS # 1 TO SHUQAIQ PROJECT
BEHAVIOR BASED SAFETY PROGRAM HISTORY LOG
CONTRACTOR
Rev DATE PMT TRANSMITTALS REMARKS
TRANSMITTAL
MGJPD-SPU-11-T-2024- PMT Comments incorporated
0 11/06/2024 MSA006-SA-T-0183 and Resubmitted
128
RESUBMITTED FOR
B 28/7/2024 MSA006-SA-T-XXX
REVIEW
Page 2 of 9
Consortium of Max Streicher Saudi Arabia LLC and National
Basics Company Ltd.
Master Gas 3 Package 11
BEHAVIOR BASED SAFETY PROGRAM
CONTRACT NO. 6600051979 BI number 49-14044-00012
CUSTOMER: Saudi Aramco Doc no. SA006-HSE-PRO-017
Project Location: PACKAGE-11 MGSE III – 56” EWJZG1:
Sh. 3 of 9 Rev. B
SEC-II STS # 1 TO SHUQAIQ PROJECT
Contents
1. INTRODUCTION................................................................................................
2. THE SAFETY TRIAD...........................................................................................
3. SAFETY ASSURANCE........................................................................................
4. PRINCIPLES OF BEHAVIOR BASED SAFETY............................................................
5. BBS INSPECTION & INCENTIVE............................................................................
6. BEHAVIOR VERSUS ATTITUDE.............................................................................
7. BARRIERS TO SAFE BEHAVIOR............................................................................
8. ABC MODEL....................................................................................................
9. BBS TRAINING.................................................................................................
10. SITUATIONS OF ACCIDENT POTENTIAL..................................................................
11. BUILDING A BBS PROGRAM................................................................................
12. OBSERVATION PROCESS...................................................................................
13. ROLES AND RESPONSIBILITIES OF BBS.................................................................
14. ATTACHMENT..................................................................................................
Page 3 of 9
Consortium of Max Streicher Saudi Arabia LLC and National
Basics Company Ltd.
Master Gas 3 Package 11
BEHAVIOR BASED SAFETY PROGRAM
CONTRACT NO. 6600051979 BI number 49-14044-00012
CUSTOMER: Saudi Aramco Doc no. SA006-HSE-PRO-017
Project Location: PACKAGE-11 MGSE III – 56” EWJZG1:
Sh. 4 of 9 Rev. B
SEC-II STS # 1 TO SHUQAIQ PROJECT
1. INTRODUCTION
Behavior based safety (BBS) is a process that helps employees and coworkers identify and
choose a safe behavior over an unsafe one. For BBS to work, all levels of company workers
and management must work together under a cohesive safety program. BBS can improve
safety performance and decrease incident rates by bringing awareness to the daily job tasks
and the risks associated with those tasks. BBS focuses on three interconnected topics: the
person, the work environment, and behavior (the safety triad)
2. THE SAFETY TRIAD
Common practices have adopted the theory that there are three elements of the safety triad.
Person – knowledge, skills, abilities, intelligence, motives, personality, attitudes, and
values
Environment – equipment, tools, machines, housekeeping, heat/cold, engineering,
materials, safety rules, standards, operating procedures
Behavior – complying, coaching, recognizing, communicating, actively caring
3. SAFETY ASSURANCE
To ensure safety, employees, supervisors, and management should:
Actively care about environment and improving workplace conditions
Acknowledge personal rights and motivate workers to be safe
Reduce at-risk behaviors and increase safe behaviors
4. PRINCIPLES OF BEHAVIOR BASED SAFETY
BBS assumes that behavior is a cause of accidents; therefore, by using observations of
behaviors potential accidents can be identified and mitigated.
Observe – measure – manage
Feedback is essential to improvement
Consequences motivate behavior
Communication is the key
Participation creates ownership
Continuous improvement happens when we work together
Be proactive rather than reactive
Page 4 of 9
Consortium of Max Streicher Saudi Arabia LLC and National
Basics Company Ltd.
Master Gas 3 Package 11
BEHAVIOR BASED SAFETY PROGRAM
CONTRACT NO. 6600051979 BI number 49-14044-00012
CUSTOMER: Saudi Aramco Doc no. SA006-HSE-PRO-017
Project Location: PACKAGE-11 MGSE III – 56” EWJZG1:
Sh. 5 of 9 Rev. B
SEC-II STS # 1 TO SHUQAIQ PROJECT
5. BBS INSPECTION & INCENTIVE
Make sure the new BBS inspection frequency KPIs are seamlessly incorporated with the current
HSE KPIs to provide a thorough safety performance review. Each month, acknowledge and
reward teams or individuals who consistently achieve or surpass the BBS inspection frequency
targets. This encourages others to prioritize safety inspections. Reference: Incentive and
disciplinary program SA006-HSE-PRO-0021
6. BEHAVIOR VERSUS ATTITUDE
Behavior is an action of a person, i.e. it’s what a person does. Attitude is how a person feels,
thinks, or believes. An effective BBS program instills a safety oriented attitude which affects
behaviors positively.
A negative attitude can affect an employee during their daily activities and may be result in
committing an unsafe act or failing to act to prevent an accident. Accidents and attitude are
directly related.
Conversely, a positive attitude has a beneficial effect on actions and awareness thereby
decreasing accidents. A positive attitude and behavior creates a positive work environment and
boosters relations with co-workers. By initiating a “can do” spirit, an employee can set the
proper atmosphere for safety. Supervisors can affect this attitude by leading by example with a
positive approach and encouraging employees to look out for one another.
Every employee is a crucial component to a working BBS program. Each worker is involved in
creating a safe atmosphere.
7. BARRIERS TO SAFE BEHAVIOR
Untrained or unskilled workers
Complacency
Disagreement on safe practices
Personal choice
Culture
Ineffective management systems
Inappropriate rewards
Poor facilities and equipment
Disorganization of supervisors/leaders
Page 5 of 9
Consortium of Max Streicher Saudi Arabia LLC and National
Basics Company Ltd.
Master Gas 3 Package 11
BEHAVIOR BASED SAFETY PROGRAM
CONTRACT NO. 6600051979 BI number 49-14044-00012
CUSTOMER: Saudi Aramco Doc no. SA006-HSE-PRO-017
Project Location: PACKAGE-11 MGSE III – 56” EWJZG1:
Sh. 6 of 9 Rev. B
SEC-II STS # 1 TO SHUQAIQ PROJECT
8. ABC MODEL
Behavioral changes can improve safety. The ABC Model identifies three key components as
the way to look at how changing your behavior can improve safety.
A = Activator – triggers behavior
B = Behavior – what we do
C = Consequence – reinforcement or punishment
Cause and Effect of BBS: Employee attitude (the activator) affects how behavior. Behavior
has consequences which either reinforce positive actions or deter negative ones. Positive
reinforcements affirm safe behavior and negative reinforcements deter unsafe behavior.
9. BBS TRAINING
BBS training reduces work-related injuries by creating a culture of safe behavior through
Observation, Feedback, and Positive intervention. Training will be provided to all employees
upon hire and retraining as needed. The training will include an overview of the program and
observation process. Supervisors will be trained in the BBS program, observations, and
delivery feedback. Supervisors will reinforce training during “skull sessions” and during daily
practices by identifying safe and unsafe behavior. BBS training materials need to be
thoroughly reviewed by SAPMT prior to implementation.
10. SITUATIONS OF ACCIDENT POTENTIAL
Look out for situations of accident potential (SOAP). Achieve this by recognizing potential
hazards or safety problems. Once identified, fix the problems before starting work or task.
Upon arrival for the day, make observations of SOAP. Have a proactive approach to safety.
Lastly, recognize threats that may not obvious, such as slippery places on walking surfaces
or nails protruding from boards.
11. BUILDING A BBS PROGRAM
There are four key components to a BBS Program.
“The Right Way” or the correct behavior list: Assess and determine the safe way to do
the job. Identify unsafe behaviors and determine the alternate safe behavior.
Observation input: Observe and record unsafe behaviors on JSA or using near record
sheet. Know how to observe for unsafe acts, unsafe conditions, initiate SOAP, exercise
Page 6 of 9
Consortium of Max Streicher Saudi Arabia LLC and National
Basics Company Ltd.
Master Gas 3 Package 11
BEHAVIOR BASED SAFETY PROGRAM
CONTRACT NO. 6600051979 BI number 49-14044-00012
CUSTOMER: Saudi Aramco Doc no. SA006-HSE-PRO-017
Project Location: PACKAGE-11 MGSE III – 56” EWJZG1:
Sh. 7 of 9 Rev. B
SEC-II STS # 1 TO SHUQAIQ PROJECT
stop work authority, correct unsafe behaviors, and report unsafe behaviors. Workers will
not be penalized for reporting unsafe behaviors.
Feedback process: Deliver feedback immediately following an observation. Feedback
should acknowledge and reinforced. The observer must delivery feedback to the
observed according to the guidelines outlined for positive feedback. Unsafe behaviors
observations should identify the cause of unsafe behavior and explain why the behavior
was unsafe. Once the alternative safe behavior is identified, corrective actions can be
implemented.
It is important that feedback be positive. The feedback process should detail better, safer
ways to do the job. Feedback can be organized, delivered, and discussed at safety
meetings to include all employees as part of the safety team. The goal of giving
feedback is to make a positive change which leads to a safer work environment.
Measurement tool: BBS is an ongoing process and feedback is essential (data
assimilation and review, i.e. Lessons Learned, statistics). The BBS must be an ongoing
process and everyone must be involved. Data entry and statistical management
including performance charts, observation reports, and safety goals are important tools
for a successful BBS program and will be shared with the Safety Committee to
implement best practices for growth of the safety programs. Trends and statistical
analyses will be used to forecast areas for the annual HSE Improvement Plan.
BBS findings and reviews should be covered in site meetings, with an incentive
program implemented alongside them. Additionally, event findings must be reported to
the PMT.
12. OBSERVATION PROCESS
Observe the job to make sure you understand what the worker is doing and provide
necessary feedback
Understand and communicate effectively - Make sure the workers understand why their
behavior is unsafe
Identify alternate behavior - Coach the worker in the correct, safe behavior and allow
change for safer way of getting the job done
Clarify commitment - Make it clear that workers are committed to doing the job safely
through feedback and positive intervention
Obtain agreement - Workers must agree to change unsafe behavior to an alternate safe
behavior
Observe to follow-up - Observe workers later to make sure they are using the safe
behavior; reinforce the safe behavior with positive feedback
Page 7 of 9
Consortium of Max Streicher Saudi Arabia LLC and National
Basics Company Ltd.
Master Gas 3 Package 11
BEHAVIOR BASED SAFETY PROGRAM
CONTRACT NO. 6600051979 BI number 49-14044-00012
CUSTOMER: Saudi Aramco Doc no. SA006-HSE-PRO-017
Project Location: PACKAGE-11 MGSE III – 56” EWJZG1:
Sh. 8 of 9 Rev. B
SEC-II STS # 1 TO SHUQAIQ PROJECT
13. ROLES AND RESPONSIBILITIES OF BBS
Managers
Provide oversight for supervisors
Understand the BBS process
Eliminate organizational issues
Supervisors
Keep all personal observation data confidential
Ensure that no disciplinary actions are taken because of observation
Provide enough time for workers to perform observations and properly document them
Understand what the data is saying about safety performance
Remove any barriers to safe behavior
Make BBS a part of daily operations for themselves and their workers
Workers
Develop a positive safety attitude
Participate in BBS training
Understand and participate in BBS process
Participate in safety meetings that support the BBS process
Keep an eye on fellow coworkers
Take a direct role in making sure everyone is working safely
Safety/Steering Committee
Develop action plan based on reported observations
Communicate issues at safety meetings
Make safety recommendations to management
Provide BBS training to ensure all workers are using the program consistently
Page 8 of 9
Consortium of Max Streicher Saudi Arabia LLC and National
Basics Company Ltd.
Master Gas 3 Package 11
BEHAVIOR BASED SAFETY PROGRAM
CONTRACT NO. 6600051979 BI number 49-14044-00012
CUSTOMER: Saudi Aramco Doc no. SA006-HSE-PRO-017
Project Location: PACKAGE-11 MGSE III – 56” EWJZG1:
Sh. 9 of 9 Rev. B
SEC-II STS # 1 TO SHUQAIQ PROJECT
14. ATTACHMENT
Page 9 of 9