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Intro -- Introduction -- Study Objective -- Research Methodology -- Results and Discussion -- Conclusion -- Recommendations -- References -- Introduction -- Objectives -- Method -- Participants -- Measure, Procedure -- Statistical Analysis -- Results and Findings -- Research Statement 1: Why do people take risks? -- Research Statement 2: What are the similarities between COVID-19 and behavioral safety culture? -- Research Statement 3: How to implement BBS post-Lockdown in plants? -- Research Statement 4: What are the Behavioural Challenges and Solutions? -- Research Statement 5: How do we break COVID-19 spreading chain? -- Implications for Social Policy and Planning -- References -- Betsch, C. (2020). How behavioural science data helps mitigate the COVID-19 crisis. Nat Hum Behav 27 March 2020. https://doi.org/ 10.1038/s41562-020-0866-1. -- Cooper, D. (2020). Faces of EHS: Talks Behavioral Safety and Managing COVID-19. EHS Daily Advisor, Mar 27, 2020. https://ehsdailyadvisor.blr.com / 2020 / 03 / faces-of-ehs-dominic-cooper-talks-behavioral-psychology-and-managing-covid-19/ -- Mufsin, P. P. and Muhsin, P. P. (2020). Sociocultural and Religious Factors Complicate India's COVID-19 Response. The Diplomat, March 25, 2020. https://thediplomat.com/2020/03/sociocultural-and-religious-factors-complicate-indias-covid-19-response/ -- Susan, M. (2020). Behavioural strategies for reducing COVID-19 transmission in the general population. BMJ, March 3, 2020. https://blogs.bmj.com/bmj / 2020 / 03/03 / behavioural-strategies-for-reducing-covid-19-transmission-in-the-general-population/ -- Introduction -- Research Question/Objective Statement -- Methodology -- Participants, Measures, Procedure, Analysis -- Findings -- Responses of HSE, Medical, Education, Management, Mental Health Professionals -- (a) The need for Health and Safety education.
(b) Introduce Health and Safety as a subject -- (c) Role of Government and Institutional leadership -- (d) Preparedness and Implementation -- (e) Infrastructure like safe design of educational sites -- (f) Priorities and Values -- (g) Risk is a part of our daily life, but accidents need not be -- Conclusion, Recommendations and Implications for Social Policy and Planning -- Conclusion -- Recommendations and Implications for Social Policy and Planning -- References -- Introduction and Literature Review -- Research Question/Objective Statement -- Methods and Analysis -- Results and Discussion -- 1. Awards are Ornamental with no much value -- 2. Rationale of Awards -- 3. Criteria, fee and assessment are important -- 4. Much scope of improvement in being fair -- 5. Reputed Awarding Agencies matter -- 6. Authentic Awards do value -- 7. Management perspective -- 8. Self-realisation is the key -- 9. Seeking awards for Safety Culture -- 10. Awarded sites also met serious incidents -- Conclusion, Recommendations and Implications -- Conclusion -- Recommendations and Implications -- References -- Introduction, Rationale, Context -- Research Objective -- Methodology -- Conclusion versus Recommendations -- Objective -- 1. Missing safety message down the levels -- 2. Safety documentation to make authorities happy -- 3. Poor adherence to documentation requirements -- 4. Compromising risk is a regular practice -- 5. No review of unsafe behaviours and corrective action -- 6. Fast businesses deliver incidents -- 7. Only Behavioural awareness program, not planned intervention -- 8. Not focusing on the antecedents of safe/unsafe behaviours -- Introduction: Context and Rationale.
Without access to any kind of formal training in Occupational Safety and Health (OSH), the overall awareness levels in India are low (Hart, 2018). The ILO Global Commission on the Future of Work report that in all countries, under reporting, particula... -- The government of India is committed to regulate all economic activities for the management of safety and health risks at workplaces and to provide measures so as to ensure safe and healthy working conditions for every working man and woman in the nat... -- Methodology -- Participants, measures, procedure, analysis -- Results and Findings -- 1. Enablers and Barriers in making safety and health a way of life in India -- 2. Examples and Experiences of HSE professionals on 'safety as a way of life' -- Theme 1 -- Theme 2 -- Theme 3 -- Theme 4 -- Theme 5 -- Theme 6 -- Theme 7 -- 3. HSE Professionals Question Behaviour Based Safety Management -- Conclusion and Recommendations for Social Policy and Planning -- References -- Mitra, M. (2018). India's Best Companies For CSR 2014: Community development and road safety propel Maruti in the fast lane. https://m.economictimes.com / indias-best-companies-for-csr-2014-community-development-and-road-safety-propel-maruti-in-the-fa... -- Vinney, C. (2020 February, 11). "Social Cognitive Theory: How We Learn From the Behavior of Others." Thought Co, thoughtco.com/ social-cognitive-theory-4174567 -- Walter, D. (2019, May, 20). India must seize the opportunity to create safe and healthy workplace. https://www.hindustantimes.com/ analysis / india-must-seize-the-opportunity-to-create-safe-and-healthy-workplace/story-6MNrICCxTNcc4N3azhWZaO.html -- WHO (2020). High-risk groups. https://www.who.int/malaria/areas/ high_risk_groups/en/ -- Introduction and Context -- Objective of this Research -- Methodology -- Results and Findings.
1. Recommendations of the 4th BBS National Conference -- 2. Positive Outcomes of BBS implementation -- 3. Rating BBS Culture -- 4. Bharat Bane Surkshit (BBS) for Corporate India -- 5. Key persons behind Some Companies who imple-mented BBS -- 6. Conclusion and Implications -- (a) Margins of implementation of BBS -- (b) Criteria for selection of BBS observers (as practised at Torrent Power) -- (d) BBS organizational procedure is to behaviouralize ISO 45001 -- (e) Dependent safety culture is a huge risk in corporate safety management as HODs don't take ownership of safety implementation and it is left to the safety department. -- (f) BBS Content Design for HODs (as practised at SEIL for interdependent safety culture) -- (g) Each Company Adopts a BBS Policy -- References -- Page 1 -- Introduction, Rationale and Context -- Research Objective -- Methodology -- Results and Findings -- Conclusion -- Recommendations -- References -- Introduction -- Study Objective -- Research Methodology -- Results and Discussion -- Conclusion -- Recommendations -- References -- Literature Review -- Research Methodology -- Data Analysis -- Discussion -- Managerial Implications -- Conclusion -- Scope of Future Research -- References -- Page 1 -- Introduction -- Methodology -- Results and Findings -- Clarifications on BBS -- Experiences and outcomes of BBS -- Indian Multinationals Jindal Steel Plant -- Bhilai Steel Plant -- ONGC -- Tata Projects -- AFCONS -- DCM Shriram -- Uflex Chemicals -- Conclusion and Implications -- References -- Page 1 -- Page 1 -- Page 2 -- Page 3 -- Page 4 -- Page 3 -- Page 4 -- 1. Organisational Antecedents for Managers' Silence over At-Risk Behaviours -- 2. Case of COVID-19 in view of Behavioural Safety and Health Culture in India -- 3. Educational Institutions Need to Focus 'Health and Safety' as COVID-19 reminded.
4. Why Industry is Losing Faith in Safety Awards? -- 5. Contribution of Civil Society toward Industrial Safety Culture -- 6. Active Humanism in Public Safety Behaviours to Defeat COVID-19 and Restore Economy: Long-term Solution, Not Fire-fighting Approach -- 7. Managing the Difference between Safety Documen-tations and At-risk Behaviours in Industry -- 8. Behavioural Benchmarking as a Robust Tool of Total Safety Culture in Industries -- 9. Planned Intervention of Behaviour-based Safety Helps organisations Improve their Safety Time Arithmetic -- 10. Possibilities and Challenges of Making Safety a 'Way of Life' in Indian Society -- 11. Mission Bharat Bane Surkshit: Safer Corporate India by Behavioural Science Approach -- 12. Exploring and Managing Psychosocial Risks in Organisations as per ISO45003 -- 13. Behavioural Economics of Safety Culture Management in Companies -- Page 2.
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Behavioural Safety Culture Transformation : Business Management Perspective
