Behavioral-based Safety is a well-established method for changing workers behavior and incident rates. However, a variety of approaches exist, some of which are more effective than others. To determine the most effective design of a behavioral safety process, a review of Behavioral-based Safety field studies was conducted from a safety practitioner's viewpoint focused entirely on the degree of behavioral change and incident reduction resulting from different types of implementation. The objectives of this paper are to demonstrate how individual feedback coming from the observer at worksite to the worker could make the worker change his at-risk behavior to safe behavior. The paper will investigate management communications and group feedback affect to increase the observers' contribution to the behavior-based safety process. The paper will display the importance and direct effect of the leader role in driving safety processes and programs. Remarkable improvement in workers behavior was seen when an active leader was assigned to the Behavior-based Safety process and a dedicated committee was helping him.

Observers willingly participate in the behavior-based safety process. They perform site observations to improve workplace safety. The leader's feedback on their individual performance and the progress of the behavior-based safety process helped them believing in the process. Which in fact, increased the number of observations, and consequently the safe behavior record improved.

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