Changing Behaviour and Mindset Towards Safety Adherence.

#Research #Behaviour Change

Identify key problems & challenges that get in the way of safety and potentially productivity & efficiency on the mill-floor, across 2 plants.


• Build empathy to understand the workers, managers and their ecosystem. Understand their mindset and behaviour towards each other, process and safety.

• To design & re-frame the culture (around safety) at the unit by co-creating with the leadership and managers at Bhadrachalam.


We approached this problem  with a Design Thinking approach anchored in the concepts of Systems Thinking and Mental Models.


In order to achieve this, addressing the potential of current and future safe & unsafe behaviours was critical.

This meant deeply understanding the ecosystem mindset towards machines, organisation, policies and systems, both with core stakeholders, as also with peripheral stakeholders.


Environment, Health and Safety (EHS) is highly sensitive and required specially designed research triggers and tools to put people at ease. Only then could we make connections, getting them to share even uncomfortable stories with us fearlessly. In parallel, while we observed the shop floor to validate and question their stories, we understood the complexity of interpersonal relationships and forces that shape unsafe behaviours.

Over intense analysis of the rich data, we framed multiple problem areas that got the leadership to reflect, assess and understand why unsafe acts continue to happen.

An example: while training sessions have worked towards creating awareness, actionable implementation did not exist.


Behaviour change takes time and is a process of slow change.


The objective of the Co Creation was to arrive at a proof of concept that can be transitioned into solution design.

The focus was to arrive at the right problem to solve, ideate to have a range of multiple ideas and rapidly experiment to validate the proof of concept.

  • Over 5 days, Pensaar facilitated the framing of the problem statement, and customer benefits. This led to ideation on solutions, and finally the design of experiments. Pensaar further aided in the creation of quantifiable metrics and how they could be tracked, such as the contributions to high impact issues by various workers in the plant.

  • To build confidence to drive change in the right manner, and to be able to fail fast in order to succeed, Pensaar’s co-creation model allowed the merging of domain knowledge with ITC teams & our expertise in design thinking to a powerful concept rooted in the problem statement along with ITC’s vision.

Thus, the ability to quickly create ideas and experiments worked extremely well for org teams.


The big idea stands on the concepts of diagnostics & incentivisation, reducing the knowledge gap and building a collective within the org that takes ownership of safety adherence.

We designed experiments with several behavioural nudges for the ideas in order to get behaviour based feedback.

One of the experiments, designed to increase reports of Safe and Unsafe Acts (SUSA), used these nudges to increase the number of SUSA reports from 22 a month to 78; a 354% increase in reporting and diagnostics.


Over 3 weeks, we saw positive evidence of change towards mutually determined metrics to test consistent safe behaviour, contributions of unsafe acts and motivation.

Incentivisation improved safe acts at the employee level by over 200%, while reporting by the mid management also improved by over 350%.



Prioritisation Tool

Attitude Mapping



Empathy Map

Affinity Mapping


Safety Signature



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improved safe acts by 200%


A system in which the employees were rewarded and recognised by their managers for committing to safe behaviour, through a series of incentives.