![\"\"](\"https:\/\/cdn.xl.pt\/conteudos\/uploads\/sites\/12\/2018\/02\/CAP-CASE-ABERTURA-2-1872x1200.jpg\")
<\/figure>\nSafe behaviour Project<\/h2>\n
Hands up if you\u2019ve never gone somewhat carelessly down some stairs, paying no heed to the lack of non-slip strip? We ignore safety signs. We replace a lightbulb at home while balancing precariously on top of one \u2013 or two \u2013 chairs. We are guilty of these behaviours because we have become used to taking risks. These risky behaviours come about because sometimes doing something properly requires more effort, and we are quite lax in our attitude, \u201cI can\u2019t be bothered!\u201d When you get this kind of attitude in a factory, it jeopardises professionalism.<\/p>\n
\u201cThe Safe Behaviour project has just one simple goal: to prevent people hurting themselves.\u201d Its aim is to convey a series of mechanisms and tools which lead to employees adopting behaviours which prevent accidents. The method used in this project was staggered into three stages and designed to work along four axes of behavioural change (see box Axes of Behavioural Change).<\/p>\n
Assessment of needs<\/h2>\n
A culture of safety cannot be imposed. The current situation has to be fully understood before a new one is introduced. The first stage of the Safe Behaviour project was for LTM Consultoria to get to know Celbi better so as to be able to identify opportunities for improvement and gather details which would provide an authentic and reasoned basis for the following steps.<\/p>\n
LTM Consultoria carried out a statistical analysis of a three-year period (2011-2013), made trips to the factory and held meetings with all the representative managements, based on the criterion of number of employees.<\/p>\n
As a result of these interactions, the consultants were able to come to three major conclusions. Firstly, that Celbi had a higher accident rate during times which coincided with management meetings, proving that the lack of control influenced the occurrence of accidents.<\/p>\n
The second major conclusion was that the accident rates varied greatly from department to department, reflecting vastly different situations within the same organisation. The third and last conclusion was that more severe injuries occurred to parts of the body which were less protected by Personal Protective Equipment (PPE).<\/p>\n Once the needs for behavioural change had been identified, the second stage of the project began. This consisted of a brief (four hours) training session, which was attended by all Celbi employees, totalling 181. It was decided to start stage two by working with the higher levels of the organisation, and laying the groundwork so that they could then participate in presenting the project to the rest of the employees before they attended the training.<\/p>\n The aim of this stage was to bring each employee to a point where they could accept change and to explain basic individual techniques to reduce the risk of an accident. The trainees were shown which behaviour should be changed and how each person should do so.<\/p>\n The training took the form of questions, in an effort to lead the trainees to reach conclusions without them being presented by the instructor).<\/p>\n As the head of the Safe Behaviour project explains, \u201cAs expected, occasionally tensions arose amongst the trainees during the session. The aim of the project wasn\u2019t to make the trainees happy but rather to change behaviours.\u201d He adds \u201cevery possible tool was used to achieve this end, always in an assertive manner, but without fear of conflict\u201d.<\/p>\n The preparation stage equipped the instructors with appropriate arguments to dismantle attitudes of unaccountability by some (not many) of the trainees.<\/p>\n The training session showed immediate results, which were demonstrated by the monthly reduction of accidents from the start of 2015, although this was not sustained. It should be pointed out that this was expected during this stage of the project.<\/p>\n Behaviour has to take root. It has to become a habit. Thus began stage III of the project \u2013 Initiatives. This was the stage which led to the creation and longterm maintaining of the results of the project. The \u201caha moment\u201d achieved during the previous stage was not enough to form a habit. This stage was less intensive in terms of personal effort, but it was longer in order to guarantee the \u201cinsistence\u201d factor. The defined methodology included two kinds of initiatives: i) specific initiatives, whose goal was to trigger safety-related behaviour; ii) structured initiatives, aimed at ensuring formal mechanisms as set out in behaviour modelling.<\/p>\n Several different specific initiatives were developed at Celbi, such as behaviour-reinforcing graphics (panels, posters), switching the parking throughout the factory to safe parking, and holding informal \u201csafe coffee breaks\u201d to accompany the training. These structured initiatives implemented at Celbi guaranteed the involvement of all hierarchical levels. The upper echelons of the organization implemented the Safety Walks. Middle management implemented the Safety Minute, and the operators took turns to act as Local Safety Coordinators, assuring a preventative safety monitor.<\/p>\n An ongoing concern of the methodology is to ensure that everything which is done is visible on the factory floor. In Celbi\u2019s case, the relationship between initiatives was mapped out in detail, thereby guaranteeing that throughout stage III the focus would be on the factory floor and on foreseeing any problems with implementation, allowing for them to be mitigated in advance.<\/p>\n According to LTM Consultoria, \u201cWhen a high degree of safety is achieved, it ceases to be sufficient to monitor safety based solely on the accidents which occur. It\u2019s an indicator which tends to remain void.\u201d<\/p>\n Stage III of the Safe Behaviour project was completed upon creating a monitor of the quantity and quality of the structured initiatives, with this monitor acting as a preventative safety control.<\/p>\n <\/p><\/div>\n (Post Scriptum: the downward trend of accidents continued after the end of the monitoring period in May 2016. The year 2016 was the best ever in terms of safety at Celbi.) <\/p>\n decrease in accidents<\/p>\n decrease in accidents leading to time off work<\/p>\n decrease in days lost per accident<\/p>\n (Data from June 2014 to May 2016)<\/p>\n <\/p><\/div>\n<\/p><\/div>\n<\/div>\n","protected":false,"raw":"An investment of over 320 million Euros was made at Celbi from 2007 to 2010, including the remodeling of the pulp production line and assembly of new facilities in the area of chemical recovery and energy production. The company\u2019s production capacity doubled. It began producing over 700 thousand tonnes per year.\r\n\r\nOnce this level of efficiency had been achieved, thanks to the implementation of new equipment and infrastructures, the next step was to adjust the company\u2019s human resources to the new situation.\r\n\r\nA new factory, with a larger production capacity, based on more demanding processes. The desired stability having been achieved, all the company\u2019s workers and employees \u2013 operators, technicians and engineers \u2013 had to adapt their hard skills to the new reality.\r\n\r\nTraining in technical knowledge was extremely important, but it wasn\u2019t enough. Everyone had to learn new soft skills, abilities and behaviours related to the various different jobs in order to operate within the new production environment. Employee safety was deemed to be one of the company\u2019s priorities. Not that the starting point was weak. On the contrary. The organisation had evolved to a mature position and the goal of zero accidents had been stipulated since 2007. The key pieces of a system had already been consolidated, including the safety management system itself being certified since 2005.\r\n\r\nAlthough Celbi had quite good accident figures when compared with the references recommended by the International Labour Organisation (ILO), the company aimed to go further. Safety had to evolve as much as productivity or product quality. A strict attitude towards safety should have a positive impact on productivity (case study: Alcoa. Paul O\u2019Neill. How Changing One Habit Helped Quintuple Alcoa\u2019s Income).\r\n\r\nSafety can be improved in terms of Processes, Resources and People. An analysis of the causes of accidents concluded that the latter factor was the one which fell the most short of the desired\r\n\r\nCelbi would continue to work on Resources and Processes (always). Now was the time to invest in developing the People factor. The partner chosen to work on this, as a result of its methodology and experience in the sector, was LTM Consultoria, Lda., which owns the Safe Behaviour\u00ae brand.\r\n\r\n[image id=\"1063\" format=\"img-header-large\"]\r\n\r\n decrease in accidents<\/p>\r\n\r\n decrease in accidents leading to time off work<\/p>\r\n\r\n decrease in days lost per accident<\/p>\r\n\r\n (Data from June 2014 to May 2016)<\/p>\r\n[\/card]\r\n<\/div>\r\n<\/div>"},"excerpt":{"rendered":" Last year was Celbi\u2019s best ever in terms of safety. A strict attitude towards safety meant that employees avoided injuring themselves. To get to this point, an internal project had to be implemented to bring about changes to risky behaviours.<\/p>\n","protected":false,"raw":"Last year was Celbi\u2019s best ever in terms of safety. A strict attitude towards safety meant that employees avoided injuring themselves. To get to this point, an internal project had to be implemented to bring about changes to risky behaviours."},"author":3,"featured_media":1057,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_pt_post_content":"Entre 2007 e 2010 foi concretizado na Celbi um investimento superior a 320 milh\u00f5es de euros, que incluiu a remodela\u00e7\u00e3o da linha de produ\u00e7\u00e3o de pasta e montagem de novas instala\u00e7\u00f5es na \u00e1rea de recupera\u00e7\u00e3o de qu\u00edmicos e produ\u00e7\u00e3o de energia. A capacidade de produ\u00e7\u00e3o da empresa duplicou. Passou a produzir mais de 700 mil toneladas\/ano.\r\n\r\nAlcan\u00e7ado este n\u00edvel de efici\u00eancia, gra\u00e7as \u00e0 implementa\u00e7\u00e3o de novos equipamentos e infra-estrutura, o passo seguinte foi ajustar os recursos humanos \u00e0 nova realidade. Uma nova\u00a0 f\u00e1brica, com maior capacidade de produ\u00e7\u00e3o, assente em processos mais exigentes. Conseguida a estabiliza\u00e7\u00e3o desejada, todos os trabalhadores e colaboradores da empresa \u2013 oper\u00e1rios, t\u00e9cnicos e engenheiros \u2013 tiveram de adaptar os hard skills \u00e0 nova realidade.\r\n\r\nA forma\u00e7\u00e3o de conhecimentos t\u00e9cnicos foi extremamente importante mas esta aprendizagem n\u00e3o era suficiente, era necess\u00e1rio adquirir novos soft skills, compet\u00eancias e comportamentos relacionados com os diferentes perfis profissionais para operar no novo ambiente produtivo.\r\n\r\nA seguran\u00e7a dos colaboradores da organiza\u00e7\u00e3o foi definida como uma prioridade. O ponto de partida estava longe de ser um cen\u00e1rio fr\u00e1gil, muito pelo contr\u00e1rio. A organiza\u00e7\u00e3o encontrava-se num estado maduro e estava inclu\u00edda a defini\u00e7\u00e3o do objectivo zero acidentes desde 2007. As pe\u00e7as-base de um sistema de seguran\u00e7a estavam consolidadas, incluindo a certifica\u00e7\u00e3o do pr\u00f3prio sistema de gest\u00e3o da seguran\u00e7a desde 2005. Apesar de a Celbi apresentar \u00edndices de sinistralidade bastante bons, quando comparados com as refer\u00eanciacias preconizadas pela Organiza\u00e7\u00e3o Internacional do Trabalho (OIT), pretendia-se ir mais al\u00e9m. A seguran\u00e7a deve evoluir tanto como a produtividade ou a qualidade do produto. Uma atitude de rigor para com a seguran\u00e7a dever\u00e1 ter efeitos positivos na produtividade (exemplo de caso: Alcoa. Paul O\u2019Neill. How Changing One Habit Helped Quintuple Alcoa\u2019s Income). A melhoria da seguran\u00e7a pode ser feita em termos de Processos, Meios e Pessoas. A an\u00e1lise das causas de acidentes concluiu que o \u00faltimo factor era o que se apresentava mais distante do desempenho esperado.\r\n\r\nA Celbi continuaria a trabalhar Meios e Processos (sempre). Era o momento de investir na evolu\u00e7\u00e3o do factor Pessoas. O parceiro seleccionado, em fun\u00e7\u00e3o da metodologia e experi\u00eancia no sector, para avan\u00e7ar neste campo foi a LTM Consultoria, Lda., propriet\u00e1ria da marca Comportamentos Seguros\u00ae.\r\n\r\n Redu\u00e7\u00e3o de acidentes<\/p>\r\n\r\n redu\u00e7\u00e3o de acidentes com baixa<\/p>\r\n\r\n redu\u00e7\u00e3o de dias perdidos por acidente<\/p>\r\n\r\n (Dados de Junho de 2014 a Maio de 2016)<\/p>\r\n[\/card]\r\n<\/div>\r\n<\/div>","_pt_post_name":"minimizar-comportamentos-de-risco-em-fabrica","_pt_post_excerpt":"O ano passado foi o melhor de sempre ao n\u00edvel da seguran\u00e7a na Celbi. Uma atitude de rigor para com a seguran\u00e7a permitiu evitar que os colaboradores se magoassem. Para chegar a este est\u00e1dio de evolu\u00e7\u00e3o foi necess\u00e1rio desenvolver um projecto interno para mudar comportamentos de risco.","_pt_post_title":"Minimizar comportamentos de risco em f\u00e1brica","_en_post_content":"An investment of over 320 million Euros was made at Celbi from 2007 to 2010, including the remodeling of the pulp production line and assembly of new facilities in the area of chemical recovery and energy production. The company\u2019s production capacity doubled. It began producing over 700 thousand tonnes per year.\r\n\r\nOnce this level of efficiency had been achieved, thanks to the implementation of new equipment and infrastructures, the next step was to adjust the company\u2019s human resources to the new situation.\r\n\r\nA new factory, with a larger production capacity, based on more demanding processes. The desired stability having been achieved, all the company\u2019s workers and employees \u2013 operators, technicians and engineers \u2013 had to adapt their hard skills to the new reality.\r\n\r\nTraining in technical knowledge was extremely important, but it wasn\u2019t enough. Everyone had to learn new soft skills, abilities and behaviours related to the various different jobs in order to operate within the new production environment. Employee safety was deemed to be one of the company\u2019s priorities. Not that the starting point was weak. On the contrary. The organisation had evolved to a mature position and the goal of zero accidents had been stipulated since 2007. The key pieces of a system had already been consolidated, including the safety management system itself being certified since 2005.\r\n\r\nAlthough Celbi had quite good accident figures when compared with the references recommended by the International Labour Organisation (ILO), the company aimed to go further. Safety had to evolve as much as productivity or product quality. A strict attitude towards safety should have a positive impact on productivity (case study: Alcoa. Paul O\u2019Neill. How Changing One Habit Helped Quintuple Alcoa\u2019s Income).\r\n\r\nSafety can be improved in terms of Processes, Resources and People. An analysis of the causes of accidents concluded that the latter factor was the one which fell the most short of the desired\r\n\r\nCelbi would continue to work on Resources and Processes (always). Now was the time to invest in developing the People factor. The partner chosen to work on this, as a result of its methodology and experience in the sector, was LTM Consultoria, Lda., which owns the Safe Behaviour\u00ae brand.\r\n\r\n[image id=\"1063\" format=\"img-header-large\"]\r\n\r\n decrease in accidents<\/p>\r\n\r\n decrease in accidents leading to time off work<\/p>\r\n\r\n decrease in days lost per accident<\/p>\r\n\r\n (Data from June 2014 to May 2016)<\/p>\r\n[\/card]\r\n<\/div>\r\n<\/div>","_en_post_name":"minimising-risky-behaviour-in-the-factory","_en_post_excerpt":"Last year was Celbi\u2019s best ever in terms of safety. A strict attitude towards safety meant that employees avoided injuring themselves. To get to this point, an internal project had to be implemented to bring about changes to risky behaviours.","_en_post_title":"Minimising risky behaviour in the factory","edit_language":"en","footnotes":""},"categories":[4],"tags":[16,142,95,229],"class_list":["post-1054","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-pessoas-altri","tag-celbi","tag-comportamentos","tag-edicao-2","tag-risco"],"acf":[],"_links":{"self":[{"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/posts\/1054","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/comments?post=1054"}],"version-history":[{"count":5,"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/posts\/1054\/revisions"}],"predecessor-version":[{"id":1588,"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/posts\/1054\/revisions\/1588"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/media\/1057"}],"wp:attachment":[{"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/media?parent=1054"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/categories?post=1054"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/conteudos.xl.pt\/altri-news\/en\/wp-json\/wp\/v2\/tags?post=1054"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}![\"\"](\"https:\/\/cdn.xl.pt\/conteudos\/uploads\/sites\/12\/2018\/02\/banco-de-imagens-Celbi-2015-1046-1872x1200.jpg\")
<\/figure>\nTraining<\/h2>\n
Initiatives<\/h2>\n
![\"Sofia](\"https:\/\/cdn.xl.pt\/conteudos\/uploads\/sites\/12\/2018\/02\/CAP-CASE-Comportamento-Sofia-Reis-Jorge--e1519124808327-1920x1200.jpg\")
\n![\"Separador\"](\"https:\/\/cdn.xl.pt\/conteudos\/themes\/altri-news\/img\/chaveta-vertical-verde.svg\")
<\/div>These structured initiaves implemented at Celbi guaranteed the involvement of all hierarchical levels<\/h3><\/div><\/blockquote><\/p>\n
Axes of behavioural change<\/h2>
\nThe Safe Behaviour\u00ae methodology works on four factors of behavioural change, aimed at improving safety within companies by developing the People factor:<\/p>\n\n
What has been achieved?<\/h2>
\nImprovement was achieved without resorting to penalisation<\/p>\n\n
\n<\/p><\/div>\n<\/p><\/div>\nEm Destaque<\/h2>
40%<\/strong><\/h2>\n
30%<\/strong><\/h2>\n
50%<\/strong><\/h2>\n
Safe behaviour Project<\/h2>\r\n\r\nHands up if you\u2019ve never gone somewhat carelessly down some stairs, paying no heed to the lack of non-slip strip? We ignore safety signs. We replace a lightbulb at home while balancing precariously on top of one \u2013 or two \u2013 chairs. We are guilty of these behaviours because we have become used to taking risks. These risky behaviours come about because sometimes doing something properly requires more effort, and we are quite lax in our attitude, \u201cI can\u2019t be bothered!\u201d When you get this kind of attitude in a factory, it jeopardises professionalism.\r\n\r\n\u201cThe Safe Behaviour project has just one simple goal: to prevent people hurting themselves.\u201d Its aim is to convey a series of mechanisms and tools which lead to employees adopting behaviours which prevent accidents. The method used in this project was staggered into three stages and designed to work along four axes of behavioural change (see box Axes of Behavioural Change).\r\n\r\n
Assessment of needs<\/h2>\r\n\r\nA culture of safety cannot be imposed. The current situation has to be fully understood before a new one is introduced. The first stage of the Safe Behaviour project was for LTM Consultoria to get to know Celbi better so as to be able to identify opportunities for improvement and gather details which would provide an authentic and reasoned basis for the following steps.\r\n\r\nLTM Consultoria carried out a statistical analysis of a three-year period (2011-2013), made trips to the factory and held meetings with all the representative managements, based on the criterion of number of employees.\r\n\r\nAs a result of these interactions, the consultants were able to come to three major conclusions. Firstly, that Celbi had a higher accident rate during times which coincided with management meetings, proving that the lack of control influenced the occurrence of accidents.\r\n\r\nThe second major conclusion was that the accident rates varied greatly from department to department, reflecting vastly different situations within the same organisation. The third and last conclusion was that more severe injuries occurred to parts of the body which were less protected by Personal Protective Equipment (PPE).\r\n\r\n[image id=\"1060\" format=\"img-header-large\"]\r\n\r\n
Training<\/h2>\r\n\r\nOnce the needs for behavioural change had been identified, the second stage of the project began. This consisted of a brief (four hours) training session, which was attended by all Celbi employees, totalling 181. It was decided to start stage two by working with the higher levels of the organisation, and laying the groundwork so that they could then participate in presenting the project to the rest of the employees before they attended the training.\r\n\r\nThe aim of this stage was to bring each employee to a point where they could accept change and to explain basic individual techniques to reduce the risk of an accident. The trainees were shown which behaviour should be changed and how each person should do so.\r\n\r\nThe training took the form of questions, in an effort to lead the trainees to reach conclusions without them being presented by the instructor).\r\n\r\nAs the head of the Safe Behaviour project explains, \u201cAs expected, occasionally tensions arose amongst the trainees during the session. The aim of the project wasn\u2019t to make the trainees happy but rather to change behaviours.\u201d He adds \u201cevery possible tool was used to achieve this end, always in an assertive manner, but without fear of conflict\u201d.\r\n\r\nThe preparation stage equipped the instructors with appropriate arguments to dismantle attitudes of unaccountability by some (not many) of the trainees.\r\n\r\nThe training session showed immediate results, which were demonstrated by the monthly reduction of accidents from the start of 2015, although this was not sustained. It should be pointed out that this was expected during this stage of the project.\r\n\r\nBehaviour has to take root. It has to become a habit. Thus began stage III of the project \u2013 Initiatives. This was the stage which led to the creation and longterm maintaining of the results of the project. The \u201caha moment\u201d achieved during the previous stage was not enough to form a habit. This stage was less intensive in terms of personal effort, but it was longer in order to guarantee the \u201cinsistence\u201d factor. The defined methodology included two kinds of initiatives: i) specific initiatives, whose goal was to trigger safety-related behaviour; ii) structured initiatives, aimed at ensuring formal mechanisms as set out in behaviour modelling.\r\n\r\n
Initiatives<\/h2>\r\n\r\nSeveral different specific initiatives were developed at Celbi, such as behaviour-reinforcing graphics (panels, posters), switching the parking throughout the factory to safe parking, and holding informal \u201csafe coffee breaks\u201d to accompany the training. These structured initiatives implemented at Celbi guaranteed the involvement of all hierarchical levels. The upper echelons of the organization implemented the Safety Walks. Middle management implemented the Safety Minute, and the operators took turns to act as Local Safety Coordinators, assuring a preventative safety monitor.\r\n\r\n[image id=\"1069\" format=\"img-header-large\"]\r\n[blockquote text=\"These structured initiaves implemented at Celbi guaranteed the involvement of all hierarchical levels\"]\r\n\r\nAn ongoing concern of the methodology is to ensure that everything which is done is visible on the factory floor. In Celbi\u2019s case, the relationship between initiatives was mapped out in detail, thereby guaranteeing that throughout stage III the focus would be on the factory floor and on foreseeing any problems with implementation, allowing for them to be mitigated in advance.\r\n\r\nAccording to LTM Consultoria, \u201cWhen a high degree of safety is achieved, it ceases to be sufficient to monitor safety based solely on the accidents which occur. It\u2019s an indicator which tends to remain void.\u201d\r\n\r\nStage III of the Safe Behaviour project was completed upon creating a monitor of the quantity and quality of the structured initiatives, with this monitor acting as a preventative safety control.\r\n\r\n[card title=\"Axes of behavioural change\"]\r\nThe Safe Behaviour\u00ae methodology works on four factors of behavioural change, aimed at improving safety within companies by developing the People factor:\r\n
\r\n \t
\r\n \t
40%<\/strong><\/h2>\r\n
30%<\/strong><\/h2>\r\n
50%<\/strong><\/h2>\r\n
Projecto Comportamentos Seguros<\/h2>\r\n\r\nQuem nunca desceu umas escadas de forma pouco cuidadosa, sem prestar aten\u00e7\u00e3o ao facto de terem ou n\u00e3o banda antiderrapante? Ignoramos sinais de seguran\u00e7a. Substitu\u00edmos uma l\u00e2mpada em casa com n\u00fameros de equilibrismo em cima de uma, ou duas, cadeiras. Temos estes comportamentos porque nos habitu\u00e1mos a arriscar. Esses comportamentos de risco existem porque fazer bem, por vezes, d\u00e1 mais trabalho, ou por ter uma atitude de laxismo, \u201cn\u00e3o estou para me chatear!\u201d. Quando se verifica este g\u00e9nero de atitudes numa f\u00e1brica, o profissionalismo \u00e9 posto em causa.\r\n\r\n\u201cO objectivo do projecto Comportamentos Seguros \u00e9 \u00fanico e simples: evitar que as pessoas se magoem.\u201d Pretende transmitir um conjunto de mecanismos e ferramentas que conduzam \u00e0 adop\u00e7\u00e3o de comportamentos que evitem acidentes. A metodologia seguida neste projecto foi segmentada em tr\u00eas etapas e desenhada para trabalhar quatro eixos de mudan\u00e7a comportamental (ver caixa Eixos de Mudan\u00e7a Comportamental).\r\n\r\n[image id=\"1063\" format=\"img-header-large\"]\r\n\r\n
Avalia\u00e7\u00e3o de necessidades<\/h2>\r\n\r\nUma cultura de seguran\u00e7a n\u00e3o pode ser imposta. \u00c9 necess\u00e1rio conhecer o estado actual antes de conquistar a sua evolu\u00e7\u00e3o. A primeira etapa do projecto Comportamentos Seguros foi a LTM Consultoria conhecer melhor a Celbi para poder identificar oportunidades de melhoria e recolher elementos que alimentassem as etapas seguintes do projecto de uma forma genu\u00edna e fundamentada.\r\n\r\nA LTM Consultoria executou uma an\u00e1lise estat\u00edstica a um per\u00edodo de tr\u00eas anos (2011-2013), realizou visitas \u00e0 f\u00e1brica e manteve reuni\u00f5es com todas as direc\u00e7\u00f5es representativas, com base no crit\u00e9rio do n\u00famero de colaboradores.\r\n\r\nDestas interac\u00e7\u00f5es foi poss\u00edvel identificar tr\u00eas grandes conclus\u00f5es. A primeira, que a Celbi apresentava maior incid\u00eancia de acidentes em hor\u00e1rios coincidentes com reuni\u00f5es de gest\u00e3o, evidenciando que a aus\u00eancia de controlo influenciava a sinistralidade.\r\n\r\nA segunda grande conclus\u00e3o foi que os \u00edndices de frequ\u00eancia de acidentes eram manifestamente diferentes entre departamentos, traduzindo realidades distintas dentro de uma mesma organiza\u00e7\u00e3o. A terceira e \u00faltima conclus\u00e3o foi constatar que o n\u00edvel de gravidade dos acidentes era superior nas zonas do corpo menos protegidas por Equipamentos de Protec\u00e7\u00e3o Individual (EPI).\r\n\r\n[image id=\"1060\" format=\"img-header-large\"]\r\n\r\n
Forma\u00e7\u00e3o<\/h2>\r\n\r\nUma vez identificadas as necessidades de mudan\u00e7a de comportamento avan\u00e7ou-se para a segunda etapa do projecto, a forma\u00e7\u00e3o de curta dura\u00e7\u00e3o (quatro horas). Foi ministrada a todos os colaboradores da Celbi, num total de 181 formandos presentes. A op\u00e7\u00e3o foi iniciar a segunda fase pelos n\u00edveis hier\u00e1rquicos superiores com a sua interven\u00e7\u00e3o na apresenta\u00e7\u00e3o do projecto aos funcion\u00e1rios antes que estes frequentassem a forma\u00e7\u00e3o.\r\n\r\nNesta fase pretendeu-se levar cada colaborador a atingir um ponto de predisposi\u00e7\u00e3o para aceitar a mudan\u00e7a e dar a conhecer t\u00e9cnicas individuais b\u00e1sicas para reduzir o risco de ter um acidente. Foi comunicado o comportamento que deveria ser alterado e de que forma cada indiv\u00edduo o poderia fazer.\r\n\r\nA forma\u00e7\u00e3o foi constru\u00edda com base no m\u00e9todo interrogativo, tentando conduzir os formandos \u00e0 obten\u00e7\u00e3o de conclus\u00f5es (sem estas serem apresentadas pelo formador).\r\n\r\n\u201cComo esperado, foram pontualmente vividos momentos de tens\u00e3o com os formandos durante a forma\u00e7\u00e3o. Este projecto n\u00e3o tinha por objectivo satisfazer formandos mas sim mudar comportamentos\u201d, explica a empresa respons\u00e1vel pelo projecto Comportamentos Seguros, acrescentando que \u201cforam utilizadas todas as ferramentas poss\u00edveis para atingir esse fim, sempre de uma forma assertiva, mas sem receio de conflito\u201d. A etapa da prepara\u00e7\u00e3o muniu os formadores de argumentos adequados para desmontar posi\u00e7\u00f5es de desresponsabiliza\u00e7\u00e3o por parte de alguns (poucos) formandos.\r\n\r\nA forma\u00e7\u00e3o apresentou resultados imediatos, vis\u00edveis pela redu\u00e7\u00e3o mensal de acidentes no arranque do ano 2015, embora n\u00e3o de forma sustentada. Importa referir que essa situa\u00e7\u00e3o era esperada nesta fase do projecto. Era necess\u00e1rio enraizar comportamentos. Torn\u00e1-los h\u00e1bitos! Foi ent\u00e3o que se entrou na etapa III do projecto \u2013 Iniciativas. Foi a etapa que levou \u00e0 cria\u00e7\u00e3o e \u00e0 manuten\u00e7\u00e3o dos resultados do projecto a longo prazo. O clique obtido na etapa anterior n\u00e3o foi suficiente para adquirir um \u201ch\u00e1bito\u201d. Esta foi uma etapa menos intensa em termos de consumo de cargas internas, mas mais em seguran\u00e7a ou realiza\u00e7\u00e3o de \u201ccaf\u00e9s em seguran\u00e7a\u201d para acompanhamento da forma\u00e7\u00e3o.\r\n\r\n[image id=\"1069\" format=\"img-header-large\"]\r\n[blockquote text=\"O objectivo do projecto Comportamentos Seguros \u00e9 \u00fanico e simples: evitar que as pessoas se magoem\"]\r\n\r\nAs iniciativas estruturadas implementadas na Celbi, garantiram o envolvimento de todos os n\u00edveis hier\u00e1rquicos. Os mais elevados da organiza\u00e7\u00e3o implementaram os Safety Walks. Os interm\u00e9dios implementaram o Minuto de Seguran\u00e7a, enquanto os n\u00edveis operacionais, em sistema rotativo, assumiram-se como Coordenadores Locais de Seguran\u00e7a, garantindo um monitor preventivo de seguran\u00e7a.\r\n\r\nUma preocupa\u00e7\u00e3o sistem\u00e1tica da metodologia \u00e9 garantir que tudo o que \u00e9 feito tem visibilidade no \u201cch\u00e3o da f\u00e1brica\u201d. No caso da Celbi, foi mapeado em detalhe a rela\u00e7\u00e3o entre as iniciativas, garantindo ao longo de toda a etapa III a exist\u00eancia de um foco no ch\u00e3o da f\u00e1brica e a antecipa\u00e7\u00e3o de problemas de implementa\u00e7\u00e3o, permitindo a sua mitiga\u00e7\u00e3o pr\u00e9via.\r\n\r\n\u201cQuando se atingir um n\u00edvel elevado de seguran\u00e7a, deixa de ser adequado monitorizar a seguran\u00e7a com base apenas nos acidentes ocorridos. \u00c9 um indicador que tende a ficar vazio\u201d, explica a LTM Consultoria.\r\n\r\nA etapa III do projecto Comportamentos Seguros foi conclu\u00edda com a cria\u00e7\u00e3o de um monitor de quantidade e qualidade das iniciativas estruturadas, pretendendo que esse monitor constitua um controlo preventivo da seguran\u00e7a.\r\n\r\n[card title=\"Eixos de mudan\u00e7a comportamental\"]\r\nA metodologia Comportamentos Seguros\u00ae trabalha quatro factores de mudan\u00e7a comportamental, visando a melhoria da seguran\u00e7a nas empresas pela evolu\u00e7\u00e3o do factor Pessoas:\r\n
\r\n \t
\r\n \t
40%<\/strong><\/h2>\r\n
30%<\/strong><\/h2>\r\n
50%<\/strong><\/h2>\r\n
Safe behaviour Project<\/h2>\r\n\r\nHands up if you\u2019ve never gone somewhat carelessly down some stairs, paying no heed to the lack of non-slip strip? We ignore safety signs. We replace a lightbulb at home while balancing precariously on top of one \u2013 or two \u2013 chairs. We are guilty of these behaviours because we have become used to taking risks. These risky behaviours come about because sometimes doing something properly requires more effort, and we are quite lax in our attitude, \u201cI can\u2019t be bothered!\u201d When you get this kind of attitude in a factory, it jeopardises professionalism.\r\n\r\n\u201cThe Safe Behaviour project has just one simple goal: to prevent people hurting themselves.\u201d Its aim is to convey a series of mechanisms and tools which lead to employees adopting behaviours which prevent accidents. The method used in this project was staggered into three stages and designed to work along four axes of behavioural change (see box Axes of Behavioural Change).\r\n\r\n
Assessment of needs<\/h2>\r\n\r\nA culture of safety cannot be imposed. The current situation has to be fully understood before a new one is introduced. The first stage of the Safe Behaviour project was for LTM Consultoria to get to know Celbi better so as to be able to identify opportunities for improvement and gather details which would provide an authentic and reasoned basis for the following steps.\r\n\r\nLTM Consultoria carried out a statistical analysis of a three-year period (2011-2013), made trips to the factory and held meetings with all the representative managements, based on the criterion of number of employees.\r\n\r\nAs a result of these interactions, the consultants were able to come to three major conclusions. Firstly, that Celbi had a higher accident rate during times which coincided with management meetings, proving that the lack of control influenced the occurrence of accidents.\r\n\r\nThe second major conclusion was that the accident rates varied greatly from department to department, reflecting vastly different situations within the same organisation. The third and last conclusion was that more severe injuries occurred to parts of the body which were less protected by Personal Protective Equipment (PPE).\r\n\r\n[image id=\"1060\" format=\"img-header-large\"]\r\n\r\n
Training<\/h2>\r\n\r\nOnce the needs for behavioural change had been identified, the second stage of the project began. This consisted of a brief (four hours) training session, which was attended by all Celbi employees, totalling 181. It was decided to start stage two by working with the higher levels of the organisation, and laying the groundwork so that they could then participate in presenting the project to the rest of the employees before they attended the training.\r\n\r\nThe aim of this stage was to bring each employee to a point where they could accept change and to explain basic individual techniques to reduce the risk of an accident. The trainees were shown which behaviour should be changed and how each person should do so.\r\n\r\nThe training took the form of questions, in an effort to lead the trainees to reach conclusions without them being presented by the instructor).\r\n\r\nAs the head of the Safe Behaviour project explains, \u201cAs expected, occasionally tensions arose amongst the trainees during the session. The aim of the project wasn\u2019t to make the trainees happy but rather to change behaviours.\u201d He adds \u201cevery possible tool was used to achieve this end, always in an assertive manner, but without fear of conflict\u201d.\r\n\r\nThe preparation stage equipped the instructors with appropriate arguments to dismantle attitudes of unaccountability by some (not many) of the trainees.\r\n\r\nThe training session showed immediate results, which were demonstrated by the monthly reduction of accidents from the start of 2015, although this was not sustained. It should be pointed out that this was expected during this stage of the project.\r\n\r\nBehaviour has to take root. It has to become a habit. Thus began stage III of the project \u2013 Initiatives. This was the stage which led to the creation and longterm maintaining of the results of the project. The \u201caha moment\u201d achieved during the previous stage was not enough to form a habit. This stage was less intensive in terms of personal effort, but it was longer in order to guarantee the \u201cinsistence\u201d factor. The defined methodology included two kinds of initiatives: i) specific initiatives, whose goal was to trigger safety-related behaviour; ii) structured initiatives, aimed at ensuring formal mechanisms as set out in behaviour modelling.\r\n\r\n
Initiatives<\/h2>\r\n\r\nSeveral different specific initiatives were developed at Celbi, such as behaviour-reinforcing graphics (panels, posters), switching the parking throughout the factory to safe parking, and holding informal \u201csafe coffee breaks\u201d to accompany the training. These structured initiatives implemented at Celbi guaranteed the involvement of all hierarchical levels. The upper echelons of the organization implemented the Safety Walks. Middle management implemented the Safety Minute, and the operators took turns to act as Local Safety Coordinators, assuring a preventative safety monitor.\r\n\r\n[image id=\"1069\" format=\"img-header-large\"]\r\n[blockquote text=\"These structured initiaves implemented at Celbi guaranteed the involvement of all hierarchical levels\"]\r\n\r\nAn ongoing concern of the methodology is to ensure that everything which is done is visible on the factory floor. In Celbi\u2019s case, the relationship between initiatives was mapped out in detail, thereby guaranteeing that throughout stage III the focus would be on the factory floor and on foreseeing any problems with implementation, allowing for them to be mitigated in advance.\r\n\r\nAccording to LTM Consultoria, \u201cWhen a high degree of safety is achieved, it ceases to be sufficient to monitor safety based solely on the accidents which occur. It\u2019s an indicator which tends to remain void.\u201d\r\n\r\nStage III of the Safe Behaviour project was completed upon creating a monitor of the quantity and quality of the structured initiatives, with this monitor acting as a preventative safety control.\r\n\r\n[card title=\"Axes of behavioural change\"]\r\nThe Safe Behaviour\u00ae methodology works on four factors of behavioural change, aimed at improving safety within companies by developing the People factor:\r\n
\r\n \t
\r\n \t
40%<\/strong><\/h2>\r\n
30%<\/strong><\/h2>\r\n
50%<\/strong><\/h2>\r\n