Safe behaviours lay the ground for a safe work environment
Assignment summary
Through the "Säkra grunden" initiative, Svevia used behaviour-based safety (BBS) to strengthen the organisation's safety culture and reduce the frequency of workplace injuries.
Results
A 200% increase in safe behaviours
Project Start
September 1, 2024
Objectives
Svevia’s ambition is to provide the industry’s safest and most secure workplaces and traffic environments, with a clear “zero-accident” vision. Given a high rate of work-related injuries, a relatively good but still far-from-target macho index, and several serious accidents, management recognised the need for a new approach to bring about a profound change in the safety culture.
Svevia therefore decided, through the “Säkra grunden” initiative, to use behaviour-based safety (BBS) with the goal of strengthening the organisation’s safety culture and reducing the number of workplace injuries. The question was how BBS could best be adapted and integrated into Svevia’s unique environment and daily operations to create a real impact and bring about long-term, sustainable change.
Strategy
To address this challenge, Svevia, in collaboration with Behaviour Design Group, launched three pilot projects—one in each division—all aimed at adapting the approach to different parts of the business. In each project, employees were involved in prioritising and identifying recurring high-risk work tasks where safe behaviours were critical.
One specific example of a risk-prone task that was selected was heavy lifting, a common task where small behaviour changes could make a big difference in preventing injuries. Together, they identified barriers and enablers for safe behaviours, such as the need for clearer communication procedures, improved technical conditions, and targeted training. For each risk factor, a plan was developed to activate, reinforce, and follow up on safe behaviours.
Managers played a central role in the effort. They were trained to communicate and clarify the behaviours, provide positive behaviour-based feedback, and engage in dialogue about the obstacles and conditions for these behaviours in everyday work. The result was a new way of working that involved everyone and focused on safe behaviours.
Results
After just two months, the three pilot projects yielded clear results:
- The proportion of safe behaviours increased by an average of over 200% in all projects.
- Leadership behaviours aimed at activating and reinforcing these behaviours were implemented at a rate of 60–100% across the various projects.
- In follow-up behavioural observations, we observed 90–100 % compliance with safe behaviours.
In addition, there was a clear shift in knowledge and the use of BBS in everyday life. All participants reported that they had a good or very good understanding of behaviour-based safety and that they actively used the methods in their daily work.
Svevia is now building up strong internal expertise to ensure long-term, sustainable change and continuity in the BBS initiative. Inhouse BBS-coaches are being trained to support managers in the BBS initiative, and the approach is being integrated into regular processes and procedures for workplace health and safety. This lays the foundation for new ways of working and a cultural shift that will live throughout the entire organisation.
200%
Increase in safe behaviours
The proportion of safe behaviours increased by an average of over 200% across all projects.
80%
Leadership behaviours demonstrated
Leadership behaviours aimed at activating and reinforcing these behaviours were implemented at a rate of 60–100% across the various projects.
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