Behaviour-Based Safety in Indian Organisations

This is a qualitative survey of 1,500 executives and 400 workers, based on in-depth personal interviews and a structured questionnaire using open-ended questions, in a period of 10 years between 1997 and 2007, across Indian organisations (including petroleum, steel, cement, power, chemical, etc), in 55 organisations, in order to review the behaviour-based safety (BBS) in organisations. The narratives of executives and workers have provided a broad base in understanding the BBS in Indian organisations. The implications are underlined for better organisational safety performance. This article shall be useful in understanding, and application of, the concept and process of BBS for safety professionals and everyone who is concerned about correcting unsafe behaviours for reduction of accidents and promoting safe behaviours for developing injury-free culture in their organisations. The present article is a part of an ongoing national action research project on the subject.