Behaviour Based Safety 2.0

Description

The future of EHS would change hands for safety culture from EHS to non-EHS employees. Managements are terribly fast in business persuasions but terribly slow in matters of HSE implementation and decision making. This differential thinking perspective makes a large space for incidents to settle in. Businesses are hard to sustain without tackling serious HSE issues, the people and businesses would get hit for sure, not coming to an end, failing all of us in our ambitious zero-harm goal. Efforts are there by some but it requires a deeper action orientation. For most organisations, change of safety culture is difficult to manage and confusing to know even how to begin. Passive management practice delays safety culture implementation at sites.
This manuscript is an effort further in addition to the previous books published by the author on the same subject. Positive safety culture means saving your company completely from incidents by...

About the Author

Dr. Harbans Lal Kaila, earned Masters’ degree in Psychology from Guru Nanak Dev University, Doctorate from Tata Institute of Social Sciences, is a retired Professor of Organizational Psychology with 39 years of professional experience, published books/articles and participated in national/international conferences. He pioneered BBS training in India, conducted about 2000 BBS workshops in India/abroad and is a member expert panel for National Safety Council. He served the Central Labour Institute, Ministry of Labour for 10 years and as a Professor at the SNDT Women’s university for 18 years at Mumbai. He is a resource person (to organisations like ITC, SAIL, GAIL, ESSAR, RIL, Colourtex, Reliance Energy, Ultratech, CFCL, Sandoz, Tata Motors, M&M, BPCL, CPCL, ONGC, Suzlon, TUV, DNV, Bajaj Auto, Bayer CropScience, Serum, SMC, NPC, GE, IOCL, BHEL, Oil India, Privi, HPCL, HCC, Kalpatru, Torrent, CTEA, Greentech, ICC, Pidilite, Voltas, J&J, NFIL, Aarti, Privi, Galaxy Surfactants, Volkswagen, Jindal, Sterlite,...

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