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Harbans Lal ¹

Affiliations
1 Government Medical College & Rajendra Hospital, Patiala, Punjab, IN

Abstract

No Abstract.

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M. S. Pathania , G. D. Vashist , K. D. Sharma , Harbans Lal

Abstract

The grazing of animals on CPR lands was maximum during winter followed by rainy season. The dependence on CPR products was noticed higher on marginal farms than small farms indicating that dependence on CPR lands decreased with increase in landholding size. The quantity of stones and sand collected from common lands (nallah and small river) was higher than the quantity collected from own lands. On all farms, the different CPR products contributed Rs 17,425 per farm per year to the total income. The maximum contribution (30.76 per cent) was made by grazing followed by material extracted from mining (29.33 per cent) and fodder (19.80 per cent). Fuelwood, timber, farm implements, stacking sticks, fencing, NTFP, leaves for compost contributed from 0.02 to 7.17 per cent to the total income generated from the CPRs by the households. Keeping in view the importance of CPRs, there is an urgent need to increase productivity of CPR lands and to ensure the involvement of local people in the management of these resources.

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Harbans Lal ¹

Affiliations
1 Department of Psychology, SNDT Women's University, Director, Forum of Behavioural Safety, Mumbai, Maharashtra, IN

Abstract

During the Covid-19 scenario, this article addresses behavioural safety cultural issues as to why do people take health and safety risks? what are the similarities between Covid-19 and behavioral based safety (BBS) management as both interventions drive behavioural change? How to implement BBS post-lockdown in plants? What are the behavioral challenges and solutions to contain Covid-19? This article is based on qualitative methods such as interviews, focused group discussions, field surveys. Objective is to review the current scenario and enable people to use this researched information for effective management of behavioural safety culture. Implications are discussed in view of safety cultural context in India.

Keywords

Covid-19, Behavioural Safety And Health, Culture, India.

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Harbans Lal ¹

Affiliations
1 Professor of Psychology (Retd.), SNDT Women’s University, Director – Forum of Behavioural Safety, Mumbai, Maharashtra, IN

Abstract

Safety culture is what we call people’s safe behaviours. Safety culture is a fast-growing wave in the industry today. Addressing gaps in building a long-term supportive safety culture for companies underlines a set of unresolved questions on behavioural risk management in the industry, and possible solutions. Everyone raises a voice for safety, then safety culture comes into existence and the risk disappears – is it so simple? Most companies delay their HSE decisions till they suffer. Why so? Without inculcating safety as a core corporate value, the industry cannot be considered safe. Behavioural safety culture is a live surveillance on the risks and their spot-correction to ensure that the safety culture building process is active. Safety culture behaviour is necessary to overcome incidents and accidents at the work sites. Behavioural safety education for one and all is the safety culture being addressed the most. Ideologies on safety cultures vary across the industries in terms of practices. The present article dwelt on identifying the unresolved critical questions on behavioural safety supportive culture implementation in the industry, and the possible solutions. The data were collected from 603 industry professionals who were the study participants. The sampling method was a non-random convenience sampling. A set of ten themes of research findings reflected upon critical issues, such as basic questions on long-term safety cultures; reactive safety culture; collective voice and leadership for at-risk behaviours; religion, spirituality, and festivities for safety at sites; implementation of safety with a consideration for others; features of companies not empowering their workforce for performing safety implementation; competency gap among the safety professionals; the major roadblocks in HSE decision-making; the spot-implementation of behaviour-based safety (BBS) approach by top leaders; and myriad factors to advance the success of a long-term supportive safety culture. Fast-tracking supportive safety culture at sites would mean the next level of hard work.

Keywords

Behaviour, Risk, Safety, Culture, Qualitative

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Harbans Lal ¹

Affiliations
1 Professor of Psychology (Retd.), SNDT Women’s University, Director - Forum of Behavioural Safety, Mumbai, Maharashtra, IN

Abstract

Most companies care for money and profits more than the safety of their human resources. Why companies’ managements and employers do not decide to spend on safety cultural aspects, as because they are not concerned or less sensitive towards unsafe way of working leading to disaster, incidents, family suffering, impact on new generations, gas leakages or they are not aware that the benefits of safety implementation in any company, small or big, would definitely outweigh the monetary gains of not implementing it. This article discusses these factors based on observations of 309 industry professionals, and makes recommendations for HSE policy and planning towards a culture of safe businesses caring for human cost or losses. While considering the economics of safety management approach, it is important to understand as to why companies stop and refresh their actions for programs leading to longterm safety culture. Though, the slogan seems to have changed, i.e. behaviour first, as we used to say, safety first. However, a large number of Indian companies (90%) are still not able or willing to decide over safety culture management for a variety of reasons as discussed herein. This paper adds an in-depth sense of qualitative data on the topic.

Keywords

Behaviour, Safety, Culture, BBS, Management, Companies, Economics, India

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Harbans Lal ¹

Affiliations
1 SNDT Women's University, Director-Forum of Behavioural Safety, Mumbai, Maharashtra, IN

Abstract

Fear and pressure in almost all work cultures across the globe are being experienced by the employees and the harmful consequences of the same. How does safety culture gets impeded by these factors, and how to resolve for a better work culture, are concerns for this article. The 222 industry professionals participated in the study which revealed that fear and pressure are the deterrents for promoting positive safety culture. Five themes are identified based on industrial sectors. Managerial Implications are discussed which emphasize that positive well-being culture is a long-term intervention involving the first top person to the last one, along with frequent measurable reviews following a planned/Informed roadmap. Qualitative research in this paper makes a lot of ways forward in this regard. Lacking positive safety culture should be considered as non-compliant, as safety systems alone don't save from incidents.

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Harbans Lal ¹

Affiliations
1 Professor of Psychology (Retd.) SNDT Women University, Director-Forum of Behavioural Safety, Mumbai Maharashtra, IN

Abstract

Several reports indicate that fast delivery boys risked their life and of others on the road for express service. The start-up entrepreneurs like Swiggy, Zomato, DominoZ, Zepto, and others are playing with public life and promoting unsafe behaviours/ unsafe conditions, causing thousands of near misses. The delivery boys rush so fast that they don't see traffic lights, speed limits etc. Governments should put some control on such time bound businesses where lives are at-risk. Fast delivery with fast at-risk behaviors on the road with 10-20-25-30 minutes delivery is fatal idea. Companies must demonstrate behavioural safety compliance clearance with 100% zero-harm culture. Qualitative research in this paper makes a lot of sense in this regard. 201 industry professionals participated in the study to reflect on the issues and solutions. For sustainability of delivery industry, it is crucial to not to overlook the safety standards to save the riders from injuries and fatalities. It is possible to sustain both the safety culture and industry. Industry requires a connected safety culture which defines a connect among people. It is recommended to drive long term safety culture in promoting Business Sustainability.

Keywords

fast delivery, food, at-risk behaviours, fatalities, qualitative

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Harbans Lal ¹

Affiliations
1 SNDT Women University, Director-Forum of Behavioural Safety, Mumbai, Maharashtra ., IN

Abstract

Better safety culture measures could save a million of lives annually. This article presents a review of latest academic and field practitioners literature and examines the critical lapses and insights on safety cultural behaviours. Behavioural insights can facilitate boosting a culture of positive safety. Need for a long term supportive safety culture intervention alongwith regular retraining, reviews and reinforcements by the top authorities as well as heads of departments is re-emphasized for increasing internal risk controls by employees for saving people from injuries or fatalities. Frequent corporate communications to employees regarding safety culture implementation matter a lot. Safety excellence and business excellence scenarios need to keep human safety ahead of commercial values for gaining organizational sustainability. Occupational health and safety investments are increasingly driven by ESG perspectives.

Keywords

lapses, insights, safety, culture, behaviours

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Shivalika Sood ¹, Virender Kumar ¹, Harbans Lal ¹

Affiliations
1 Department of Agricultural Economics Extension Education & Rural Sociology, CSK Himachal Pradesh Krishi Vishavidyalaya, Palampur - 176 062, IN

Abstract

The land use pattern of an area is an outcome of demographic, environmental, technical, and institutional factors. Information on land use changes is necessary for understanding the relationships between humans and the natural environment. The purpose of this article is to review the previous studies on the spatiotemporal changes on land use in India. Drawing upon the enormous information of forty two studies conducted between 1979 and 2019, this article aimed to study the changes in land use pattern and different factors affecting land use using different methods across space and time. The findings show that compound growth rate and percentages were mostly employed to study these changes and regression analysis was used to determine the factors affecting the land use. Moreover, these articles concluded that land use changes occurred as a result of both natural and man-made factors which lead to increase in one category of land use and decrease in another. Therefore, proper monitoring of these land use changes when applied will help the government agencies and environmental managers in managing the use of most scarce natural resource on this planet.

Keywords

Land Use, Spatio-Temporal Changes, Compound Growth Rates, Regression Analysis.

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Mahima G. Ghabru ¹, Krishan Dutt Sharma ¹, Harbans Lal ¹

Affiliations
1 Department of Agricultural Economics, Extension Education and Rural Sociology College of Agriculture CSK Himachal Pradesh Krishi Vishvavidyalaya, Palampur-176 062,, IN

Abstract

Panchayati Raj Institutions (PRIs) inter-alia have initiated the process of socio-economic development in rural areas by ensuring participatory management of masses and implementation of various social upliftment and poverty alleviation schemes. The study objective is to highlight the functioning of PRIs in the four districts viz., Solan and Una (developed districts), Chamba and Sirmaur (under-developed districts) of Himachal Pradesh using both primary and secondary data. Multistage random sampling technique was employed and a sample of 200 respondents was selected from 40 panchayats of 8 blocks. The findings of the study revealed that amongst all selected panchayats the maximum share in panchayats income was contributed by external sources i.e. Funds under Centre Sponsored Schemes like MGNREGA, PMAY, NRLM, etc. and funds from Finance Commission. Panchayats generate lot of income from various internal sources in which maximum share is contributed by liquor cess followed by house/land tax across all selected panchayats. Panchayats were effectively utilizing funds available with them by community asset creation, land development, sanitation, water supply, lightening and welfare, etc.

Keywords

Panchayati Raj Institutions, Multistage random sampling, MGNREGA.

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Diksha Sethi ¹, Virender Kumar ¹, Harbans Lal ¹

Affiliations
1 Department of Agricultural Economics, Extension Education and Rural Sociology College of Agriculture, CSK Himachal Pradesh Krishi Vishvavidyalaya, Palampur-176 062,, IN

Abstract

The study aims to examine the growth performance of vegetables in Himachal Pradesh. The study is entirely based on secondary data collected from various publications of the state government. The trends in area, production and yield of major vegetables in Himachal Pradesh were worked out through compound growth rate, instability index and decomposition analysis. The analysis was done for the period, triennium ending (TE) 1997-98 to 2021-22. The study revealed that area, production and productivity of vegetable crops increased during the study period, however, the increase in area and production was higher than increase in the productivity. Also, the growth trend of total vegetable crops in the state was significant in area (5.47% p.a), production (6.64% p.a) and productivity (1.12% p.a). Among different vegetables grown in the state, greatest increase in the area, production and productivity was found in cauliflower followed by peas. The peas had dominated the cropping pattern with maximum share in area (27.53%) and tomato had maximum share in the production (27.80%). The instability in area, production and yield of selected vegetables and total vegetables was found very low which indicated that area under vegetables has increased steadily. Decomposition analysis of vegetable production revealed that overall increase in production of vegetable crops was due to area expansion. It was concluded that both agro-ecological as well as economic factors favour the cultivation of vegetable crops in Himachal Pradesh.

Keywords

Vegetables, growth, instability and decomposition analysis.

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Harbans Lal ¹

Affiliations
1 Professor of Psychology (Retd.), SNDT Women’s University, Director - Forum of Behavioural Safety, Mumbai – 400049, Maharashtra, IN

Abstract

Industries are fast increasing in numbers, so are the risks, fires, fatalities, incidents and accidents. Organizational safety is to be treated more than its celebration and certification. Organizational Safety is a function of the company cultures, board member’s behaviors, their maturity about people’s safety, their decision making dynamics and certain existing cost and business pressures. Studies revealed that Top management lack maturity of Safety, that’s the prime reason that they are not willing to support safety culture Transformation. There is a need to educate top management on safety culture and its connection with business. There are certain Stages of maturity in company safety culture: initial, middle and advanced. The training and implementation intervention would depend upon the stages of these safety cultures. The results and implications are reflected in view of stages of safety culture maturity levels. It is found that the mature safety culture is an elevation of the positive connections and collaborations across an organization. 252 industry professionals participated in this qualitative study to share their field insights. What happens daily at sites as part of the company safety planned intervention, indicate the measures of work culture maturity like, the daily mass-communications and reverse TBT at every work area and the daily observations for spot-correction of at-risk behaviours by everyone as part of their KRA. 

Keywords

Business, Company, Culture, Maturity, Safety

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Harbans Lal ¹

Affiliations
1 SNDT Women's University, Director-Forum of Safety Culture, Mumbai, Maharashtra., IN

Abstract

Globally, the fires and fatal incidents happen in homes daily as they do occur at workplaces. Home injuries cause hundred thousand of deaths and billions of lifetimes costs each year across the world. Safety is shared and cared by everyone. Only sometimes, people speak up or care for safety of people around. Family is the core of any society, so the journey of behavioural safety begins from homes. In fact, everyone faced some sort of mental or physical injuries from someone close in some way the other in his/her lifetime from childhood till old age. Observations and spot-actions are to be done with members in close relationships at families. This paper reviews literature and experience of field professionals on safety for vulnerable children, women and seniors, and discusses implications with action plan. People who walked well, earned for their families, now when they are not able to walk well, need care by those who are blessed with their efforts to have grown up. The public health /safety policy and education are emphasized for sustainable prevention strategies to lessen domestic/home injuries amongst the children, women and the elderly.

Keywords

Health, Safety, Care, Home, Injuries, Incidents.

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Harbans Lal ¹

Affiliations
1 Professor of Psychology (Retd.), SNDT Women’s University, Director - Forum of Safety Culture, Mumbai – 400049, Maharashtra, IN

Abstract

The steering teams need to awaken and act to the depth and intensity of positive safety culture at sites. They take safety pledges every day, but injuries and fatalities continue. Risk is live daily; risk control must be live daily. The focus of this paper is to describe and simplify the action of steering teams as the strategic drive of executing safety culture for the benefit of organizations. Some salient features discussed are like top to bottom steering teams of safety culture concerning cultural maturity, what would motivate steering teams for achieving the next safety cultural levels, and how steering teams work in unity to be a strategic drive for safety culture. The corporate and site steering groups would monitor the progress of a good positive safety culture and ensure that the core principles/values of safety culture intervention do not deviate, failing which the long-term safety culture goals and effects are not achievable. This paper serves the literature reviews, case briefs, and experiences of field experts/practitioners and highlights how the steering teams’ members deliver change through the execution of safety cultural intervention through their leadership, commitment, passion and quality time.

Keywords

Organizations, Safety Culture, Steering Teams, Strategic Groups.

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Harbans Lal ¹

Affiliations
1 SNDT Women's University, Director-Forum of Safety Culture, Mumbai, Maharashtra, IN

Abstract

This paper deliberates that the organisations set in safety culture intervention, but did not continue as because they largely dwelt on individual behaviours, not the organisational behaviours. It is considered that the cluster of open conversations across levels over a variety of organisational factors (such as rewards & relationships, perceptions & passions, beliefs & barriers) would re-create a new pattern of organisational behaviour to follow on, implicitly put as behaviour based safety (BBS) 2.0. There are challenges such as not giving up the dependent safety culture by leaders, passiveness in mentally stimulating people down the levels, lack of reinforcement from respective HODs/ leaders, and lack of skills in mobilising and involving all employees/ associates. In this regard, the critical insights from a comprehensive literature review and 198 industry leaders are shared. Majorly, three aspects are discussed, firstly a host of 20 factors that need introspection by the EHS (environment, health, safety) and industry professionals. Secondly, how BBS 2.0 is implemented qualitatively/ conversationally at organisational levels? Thirdly, meeting the challenges of implementing BBS 2.0. As forecasting mechanisms, it is critical to know also the periodicity aspects of safety culture transformation, and that the behaviour based safety (BBS) 1.0 and 2.0 both together transform the safety culture into a positive work culture.

Keywords

safety culture, organisation, BBS, implementation, intervention, BBS 2.0.

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