The document discusses leading with safety and excellence. It emphasizes that leadership is important for safety performance and outlines best practices for safety leadership, including having a compelling vision, credibility, action orientation, communication, collaboration, feedback and recognition, and accountability. It provides an example of how Behavioral Science Technology helped the Mass Transit Railway Corporation in Hong Kong improve safety on one of its lines by engaging employees to identify and manage safety exposures.

1. Leading with Safety:
The path to
excellence.
Stuart Johnston
Business Development- ME
Behavioral Science Technology, Inc.
©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not
be used for training, modified or reproduced, or used outside of your organization without written permission from BST.

2. ©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not
be used for training, modified or reproduced, or used outside of your organization without written permission from BST.

3. Why is leadership important?
72%
All Sites 62% 63%
Percent Improvement in Incident Rate
Top 25% 55%
52%
46% 47%
45%
33%
25%
Year 1 Year 2 Year 3 Year 4 Year 5
Krause, Seymour, and Sloat, “Long-term evaluation of a behaviour-based method for improving safety performance.
A meta-analysis of 73 interrupted time series replications” Safety Science, Vd. 32, 1999, pp. 1-18.
©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not
be used for training, modified or reproduced, or used outside of your organization without written permission from BST.

4. “One of the most important
things for leaders to keep in
mind is that, while we naturally
tend to judge ourselves by our
intent, others will naturally
tend to judge us by our
actions.”
Jac Cuney, Senior VP
McDonnell Douglas Corporation
©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not
be used for training, modified or reproduced, or used outside of your organization without written permission from BST.

5. Blueprint for Safety Transformation™ Model
©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not
be used for training, modified or reproduced, or used outside of your organization without written permission from BST.

6. Safety Leadership Model
©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not
be used for training, modified or reproduced, or used outside of your organization without written permission from BST.

7. Result OCDI Study Result OCDI Study
TICR – .8 Overall Percentile by Scale TICR – 1.4 Overall Percentile by Scale
92
98 88 88
94 83 83 84
89 87 89 87
86 86
83
Percentile Score
68
Overall
Lower Quartile (25th Percentile)
Median (50th Percentile) 41
Upper Quartile (75th Percentile)
31
PJ LMX MC POS TW WGR OVS UC AO PJ LMX MC POS TW WGR OVS UC AO
Result OCDI Study Result OCDI Study
TICR – 4.2 Overall Percentile by Scale Overall Percentile by Scale
TICR – 7.8
88
84
59
Percentile Score
61
44 43
30 29 25
22
18 16 17
17
10
7 8
6
PJ LMX MC POS TW WGR OVS UC AO PJ LMX MC POS TW WGR OVS UC AO
©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not
be used for training, modified or reproduced, or used outside of your organization without written permission from BST.

8. Safety Leadership Model
©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not
be used for training, modified or reproduced, or used outside of your organization without written permission from BST.

9. Leadership Best Practices
Vision – Describes compelling and vivid picture
of what desired safety state could/needs to be.
Credibility – Perceived as honest and reliable,
treats others with dignity, respect; follows through
on safety commitments.
Action Orientation – Performance oriented,
proactive in reducing exposure; persistent solving
safety problems.
Communication – Actively keeps all people
informed about relevant safety information and
the big safety picture, as well as details.
©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not
be used for training, modified or reproduced, or used outside of your organization without written permission from BST.

10. Leadership Best Practices
Collaboration – Promotes cooperation and
collaboration to solve safety problems.
Feedback and Recognition – Gives positive
feedback about good safety performance, publicly
recognizing safety contributions of others and
celebrates safety success.
Accountability – Communicates clear safety
roles and responsibilities, ensures people receive
frequent, fair appraisal of efforts and results; holds
people accountable for their responsibilities.
©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not
be used for training, modified or reproduced, or used outside of your organization without written permission from BST.

11. Best Practices Composite Workshop Percentile
UAE Organization.
©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not
be used for training, modified or reproduced, or used outside of your organization without written permission from BST.

12. Safety Leadership Model
©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not
be used for training, modified or reproduced, or used outside of your organization without written permission from BST.

13. Transformational Leadership
Dimensions
• Inspiring – Painting a picture for people about where you
see the organisation going, and helping them see (and
become enthused about) their role in that future state.
• Influencing – Affecting the performance of those around
you by acting in ways that build respect, trust, and admiration.
• Challenging – Helping people to change their paradigms
about how things are done and to think creatively about how
to do things differently.
• Engaging – Helping each individual be successful, such as
by coaching, mentoring, providing feedback, etc.
©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not
be used for training, modified or reproduced, or used outside of your organization without written permission from BST.

14. Lead with Safety…
• It drives safety results.
• It is “the right thing to do.”
• It demonstrates caring and concern.
• Excellent safety performance tends to generalise.
• It makes good business sense.
• It builds a culture of commitment rather than a
culture of compliance.
©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not
be used for training, modified or reproduced, or used outside of your organization without written permission from BST.

15. BST Case Study – Hong Kong MTR
©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not
be used for training, modified or reproduced, or used outside of your organization without written permission from BST.

16. BST Case Study: Hong Kong MTR
Situation
•
The Mass Transit Railway Corporation Limited (MTR) is one of Hong
Kong’s major transport operators, with six railway lines serving 2.4
million passengers daily.
• MTR has a long-standing record of excellence in safety performance
and management supports continuous improvement in all aspects of
safety
• In 1998 MTR opened the Lantau Airport Railway (LAR). The start-up
phase of such an operation typically poses new challenges for an
organization and the LAR was no different. During its first years of
operation,
• Lantau Airport Railway’s personnel had an occupational injury rate
noticeably higher than the rest of the organization.
©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not
be used for training, modified or reproduced, or used outside of your organization without written permission from BST.

17. BST Solution
• In 2000, MTR decided to carry out a pilot implementation of BST’s
Behavioral Accident Prevention Process® (BAPP®) technology on
the Lantau Airport Railway line.
• The objective of the effort was to improve safety on the line by
engaging employees in identifying and managing exposures.
• MTR implementation teams analyzed incident reports and developed
a list of behaviors critical to safety work:
• Before going into a tunnel to carry out drilling work, ensure that you have earplugs
with you.
• Wear leather gloves when reloading tickets into the Ticket Issuing Machine, to
protect from the sharp edge of the magazine housing.
• When collecting a coin vault from a Ticket Issuing Machine, use the kinetic lifting
technique
©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not
be used for training, modified or reproduced, or used outside of your organization without written permission from BST.

18. teg.matthews@bstsolutions.com
+971 50 272 9760
stuart.johnston@bstsolutions.com
+971 50 149 8944
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Stuart Johnston
Business Development- ME
Behavioral Science Technology, Inc.
©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not
be used for training, modified or reproduced, or used outside of your organization without written permission from BST.

19. Reserve
Teg Matthews
Senior Advisor and Head of Business Development- EMEA
Behavioral Science Technology, Inc.
©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not
be used for training, modified or reproduced, or used outside of your organization without written permission from BST.

20. Best Practices Composite Results
Vision
Credibility
Action Orientation
Communication
Collaboration
Feedback & Recognition
Accountability
0 20 40 60 80 100
Direct Report Peer Self
©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not
be used for training, modified or reproduced, or used outside of your organization without written permission from BST.

21. ®
BST
• Founded in 1979
• Offices globally
• 180 Employees
• > 3,000 Customers
> 50 Countries, 30
Languages
• Global contracts
• Regionally clients
throughout GCC
BST helps clients achieve world-
class safety performance by
aligning their people, processes
and metrics on reducing
exposure in the workplace.
©2011 BST. All rights reserved. This information is provided for informational use within your organization. It may not
be used for training, modified or reproduced, or used outside of your organization without written permission from BST.