Unsafe Acts and Unsafe Conditions are at the core of every workplace incident, and understanding them is the first step toward effective human error assessment.
These two elements reveal not just what went wrong, but why it happened, helping you uncover the hidden patterns behind unsafe behaviours and workplace risks.
What are unsafe acts?
An unsafe act is something a person does that increases risk.
Examples are easy to spot.
- Skipping a safety check.
- Removing a guard on a machine.
- Using a tool the wrong way.
- Carrying a load without help.
- Not wearing the correct PPE.
Unsafe acts often happen for a reason. People may be rushed. Or tired. Or they may not know the right method. Fixing unsafe acts needs more than rules. It needs understanding why people behave that way.
What you will find here
What are unsafe conditions?
Unsafe conditions are hazards in the workplace.
They make everyday work risky.
- Wet floors with no signage.
- Poor lighting in a stairwell.
- Loose cables across a walkway.
- Machines without maintenance.
- Cluttered emergency exits.
A single unsafe condition can cause many unsafe acts. For example, dim lighting can make people miss a step. That leads to trips and falls.
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How unsafe acts and unsafe conditions work together
Most incidents need both. A hazard plus a risky action.
Think of it as two halves of the same problem.
Example: a leaking pipe (unsafe condition). A worker slips while carrying a load (unsafe act). The result is a sprain or worse. Fix the leak. Or change work flow. Or both.
Near misses are clues. They show where acts and conditions nearly caused harm. Track them. Learn from them.
Understanding the Heinrich Triangle and the Importance of Safe Behaviour
Introduction to the Heinrich Triangle
The Heinrich Triangle (also known as the Safety Pyramid or Bird’s Triangle in later adaptations) is a foundational concept in safety science. It illustrates the relationship between unsafe acts, near misses, minor injuries, and serious/fatal incidents.
The core message is simple:
- When unsafe behaviours and unsafe conditions increase, the likelihood of severe incidents also increases.
Though modern industries follow updated models and smarter analytics, the basic principle still holds true – reducing unsafe behaviours leads to fewer injuries and fewer high-severity events.
What the Triangle Represents
Heinrich’s original model suggested a statistical ratio:
- 1 major injury
- 29 minor injuries
- 300 near misses/unsafe acts
Modern ratios vary across industries, but the behavioural pattern is unchanged.
For every serious incident, there are usually hundreds of opportunities where unsafe actions or unsafe conditions were noticed but not addressed.
Watching behaviour: the role of observations
Observing behaviour is vital. Use structured observation. Use clear checklists. Make notes. Then act.
Many teams use bbs observation rounds. These are short and frequent. They focus on specific tasks. The observer notes safe and risky actions. Then gives quick, constructive feedback.
A good observation system is non-punitive. It aims to learn. It builds trust. When done right, safety behaviour observation turns small fixes into lasting change.
Introducing human error and HEART
People make mistakes. This is normal. Human error is not always to blame. It is often a symptom.
HEART stands for Human Error Assessment and Reduction Technique. It helps to assess the chance of human error. It also shows where to reduce that chance.
Basic HEART steps (simple):
- Pick the task.
- Match it to a task type. Some tasks are routine; others are complex.
- List factors that increase error risk. These are error-producing conditions (EPCs).
- Assign a weight to each factor.
- Calculate a probability of error.
- Decide what to change to lower that probability.
Example: checking a valve reading at night. The task type might be “time-pressured checking”. EPCs include poor lighting and fatigue. The HEART output shows a high error probability. Controls could include better lighting, a buddy check, or clearer gauges.
HEART gives a number. But the real value is in the changes it suggests. It helps shift action from blame to design.
Reducing human error and influencing behaviour
Reducing error needs both design and people steps. Use barriers, not blame.
Design fixes
- Make tasks simpler. Clear steps cut mistakes.
- Improve tools and controls. For example, make gauges easy to read.
- Automate routine, high-risk steps where practical.
Human-focused fixes
- Standardise safe methods and train them.
- Use checklists and reminders.
- Manage fatigue and shift length. Rest matters.
- Use balanced reinforcement – praise safe acts and correct unsafe ones constructively.
Combine methods. For instance, after a HEART analysis, rework the task design. Then train staff and run short behaviour based safety observation rounds. Track results. Repeat.
Real example: a team had repeated errors fitting a part. They redesigned the jig so the part only fitted one way. They added a short checklist. Errors dropped quickly. Design change + human measures worked.
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Behaviour-based safety – practical approach
Behaviour-based safety is not magic. It is a method. It looks at what people do. Then it makes safe behaviour easier and more normal.
Key steps in a simple BBS programme:
- Observe tasks with a clear checklist.
- Give quick, specific feedback.
- Record observations and trends.
- Use data to target coaching and training.
Use the checklist to guide bbs in safety meetings. Share findings without blaming. Celebrate improvements. Use coaching, not shaming.
You may hear these terms used in different places. Some teams call it behavior based safety or behavioral safety. The aim is the same. Change behaviour to reduce harm.
Linking to safety culture
Behaviour change sits inside culture. Culture is how people act when no one is watching. Good culture supports safety. Bad culture hides problems.
A positive H&S culture values learning over blame. It makes it easy to report near misses. It rewards safe choices. It listens to frontline staff.
Use safety work culture measures to track progress. Run periodic safety surveys to learn how people feel. Use the answers to fix weak spots. For example, if staff say they are too busy to stop unsafe acts, task loads or staffing may need review.
Changing culture takes time. Start small. Build trust. Show quick wins. Share stories. Over time, safe choices become normal.
Practical tips
- Watch first, then judge. Observe a task before recommending big changes.
- Use simple checklists. They work.
- Record near misses. They are free lessons.
- Use HEART for tricky or critical tasks. It gives structure.
- Fix the condition if you can. Engineering controls are powerful.
- Coach people with respect. Ask “what went wrong?” not “who is wrong?”
- Measure change. Use small data to show impact.
- Involve operators in fixes. They know the task.
- Keep feedback short and specific. One point at a time.
- Lead by action. Walk the floor. Be visible and curious.
Short cases
Case 1: The loose ladder
A storage team used a ladder that shifted. Several people reported a wobble. No one had fallen yet. A safety rep noted an unsafe condition: missing ladder feet. The firm replaced the ladder base and briefed staff on ladder checks.
Result: safer ladder use and quick fixes became routine.
Case 2: The rushed valve reading
Operators often checked a pressure gauge under time pressure. HEART showed a high error chance.
The fix: larger gauges, better lighting and a buddy check for night shifts. Errors fell and confidence rose.
Case 3: The missing PPE habit
Workers removed gloves to speed up the task. Observation rounds logged the behaviour. Coaching focused on why gloves mattered. The supervisor also tweaked the task so gloves were easier to use.
Both behaviour and compliance improved.
How to get started this week
- Run a short observation round. Use a one-page checklist.
- Note one frequent unsafe act and one unsafe condition.
- Use HEART on the riskiest task. Keep it simple.
- Make one design change and one coaching action.
- Share the result at the next toolbox talk.
Small steps add up fast. Be consistent.
Key Takeaways
Unsafe acts and unsafe conditions are often two sides of the same coin. Fix one and the risk may drop.
Fix both Unsafe acts and unsafe conditions and you build resilience.
Use observation, data and simple human factors tools like HEART. Blend design fixes with respectful coaching.
Aim for a strong H&S culture where safe choices are the easy choices.
Quick Answers: Unsafe Acts, Unsafe Conditions & Behaviour-Based Safety
What are unsafe acts and unsafe conditions?
Unsafe acts are risky or at risk behaviours by people – like bypassing safety rules or removing PPE. Unsafe conditions are hazards in the environment – like poor lighting, slippery floors, or faulty machinery.
How do unsafe acts differ from unsafe conditions?
Unsafe acts are about what people do; unsafe conditions are about the environment they work in. Both can lead to incidents if not managed together.
How does Behaviour-Based Safety (BBS) help?
Behaviour-Based Safety focuses on observing actions, giving constructive feedback, and reinforcing safe behaviour. It helps identify why unsafe acts occur and encourages lasting culture change.
How can organisations reduce human error?
Using tools like HEART (Human Error Assessment and Reduction Technique), training, and regular bbs observation programs helps assess and reduce human error effectively.
Observation Checklist: Unsafe Acts & Unsafe Conditions
Purpose:
To identify unsafe acts, unsafe conditions, and positive (safe) behaviours during routine bbs observation or site walks.
| Section | Checklist Points | Observation Type | Remarks / Actions |
|---|---|---|---|
|
1. Work Preparation |
Are pre-job checks and permits completed?
Are workers using the correct PPE for the task? |
☐ Safe ☐ Unsafe Act ☐ Unsafe Condition |
|
|
2. Tools & Equipment |
Are tools and equipment in good condition?
Are guards, brakes, and emergency stops working? |
☐ Safe ☐ Unsafe Act ☐ Unsafe Condition |
|
|
3. Workplace Conditions |
Is the work area clean, well-lit, and organised?
Are walkways and exits free from obstruction?
|
☐ Safe ☐ Unsafe Act ☐ Unsafe Condition |
|
|
4. Work Behaviour |
Are workers following standard procedures?
Are they taking shortcuts or ignoring safety controls?
Are proper communication and signals used?
|
Safe ☐ Unsafe Act ☐ Unsafe Condition |
|
|
5. Environment & Ergonomics |
Are temperature, ventilation, and lighting adequate? Are materials handled and stored safely? |
☐ Safe ☐ Unsafe Act ☐ Unsafe Condition |
|
|
6. Positive Practices |
Any examples of excellent safety behaviour? Was positive feedback provided immediately? |
☐ Safe ☐ Yes ☐ No |
|
Observer’s Summary
- Number of Unsafe Acts:
- Number of Unsafe Conditions:
- Immediate Actions Taken:
- Follow-up Required:
HEART Worksheet – Human Error Assessment for Forklift Driving
Purpose:
To assess and reduce human error in forklift operations using the HEART (Human Error Assessment and Reduction Technique) method.
Step 1 – Define the Task
Typical Task: Operating a forklift in warehouse loading area
Step 2 – Select Generic Task Type
Chosen type: Complex, time-dependent task requiring precision and attention
Nominal Human Error Probability (HEP)
Step 3 – Identify Error-Producing Conditions (EPCs)
| EPC (Error-Producing Condition) | Description / Example | EPC Weight | Possible Control / Improvement | |
|---|---|---|---|---|
|
Time pressure |
Driver rushed to meet loading targets |
2.0 |
Adjust shift targets, add buffer time |
|
|
Poor visibility |
Stacked materials block line of sight |
1.5 |
Maintain clear lanes, use mirrors |
|
|
Fatigue |
Long shifts or inadequate breaks |
1.3 |
Rotate drivers, ensure rest breaks |
|
|
Distractions |
Noise, radio calls, pedestrians nearby |
1.4 |
Set clear pedestrian zones, minimise noise |
|
|
Inadequate supervision |
Limited monitoring or feedback Are materials handled and stored safely? |
1.2 |
Increase spot checks, coaching feedback |
|
|
Inadequate training |
Driver unfamiliar with equipment |
1.6 |
Refresh BBS and equipment training |
Step 4 – Calculate Assessed Human Error Probability (EPCs)
Use HEART formula:
Assessed HEP = Nominal HEP × (Sum of EPC weights × Proportion of effect)
(Simplified for field use – use relative comparison rather than exact number.)
Step 5 – Plan Error Reduction
Key improvement actions:
- Redesign layout for visibility and flow.
- Reinforce behaviour based safety principles in daily briefings.
- Apply balanced reinforcement (acknowledge safe driving, correct unsafe behaviour).
- Conduct short bbs observation rounds for driving behaviour.
Use real incidents or near miss examples in coaching.
Step 6 – Monitor & Review
- Track near misses and unsafe acts monthly.
- Review HEART factors if conditions or layout change.
- Update human factors assessment annually or after major incidents.
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About the author
Director – Sustainable solutions at Consultivo
Madhabi Guha specialises in the domains of ESG, Social Compliance, Business and Human Rights, Development Projects and focuses on supporting go-to-market teams along with customer and partner relationships. Madhabi has been working in the sustainability & business excellence advisory business for over 14 years.
Madhabi has been developing individuals, teams, and organisations in the areas of leadership, excellence and Human Factors in the field of sustainability, people and community.
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