Reply #1: In interesting, but biased, look at behavior-based safety

[Goldstein1984]

Probably based on situations where employers implement behavior-based systems without meeting the obligations that management has to employer employees and address safety concerns.

Providing incentives for not reporting work-related injuries isn't how BBS works, but it is how BBS is often implemented.

The author of the article is incorrect when stating that the relationship between unsafe behavior and injuries is a myth, because it's a well established principle based on good data. However, when BBS is implemented badly, and safe behaviors by employees are not matched with an investment in safety by management, then the system fails.

I'm normally very much on the side of labor, promoting union hire on every job. But the perspective of this article is very biased. That said, I know employers, especially in the oil industry, that focus on lagging indicators and have safety programs that are largely an illusion. BP is an example of a company that talks a very good line but cuts corners on critical programs like Process Safety Management (e.g. Texas City Refinery Explosion), corrosion control (North Slope Transfer Pipeline Spill), and the BP Gulf Spill (Well design and testing). Large companies frequently pay contractors to cut corners for them, or force contractors to compete so aggressively and cut cost so much that safety is compromised. The facade of safety is always there, though.