The concepts and philosophy of what was to evolve into the Positive Attitude Safety System (PASS) were introduced to Cominco’s Sullivan Mine in the mid 1980’s by James S. Burns, a Canadian consultant. This early and crude prototype achieved significant results and in the early 1990’s was refined into the Positive Attitude Safety System with the key process components and with Jim Burns’ unique implementation approach. PASS is based on the concepts of Learned Helplessness, Positive Reinforcement (shaping of behaviours) and Intervention Therapy, which Jim Burns studied for six years at the Universities of Victoria and Calgary.

Since then, Jim Burns and his colleagues have been working with tens of thousands of people in hundreds of Natural Resource and Heavy Industrial organizations, such as mining, manufacturing, stevedoring, transportation and construction operations in Canada, Australia, Indonesia, Vietnam, New Zealand, Jamaica, Tanzania, Malaysia, Argentina, Pakistan and the United States of America. PASS is a dynamic process that ensures the transfer of all PASS technology to the Client. The client’s dependence on the consultant’s content expertise is not desired nor is it an objective. The goal is to establish a relationship which fosters “ownership in” and “stewardship of” the PASS process by the client. The consultant provides training, coaching, monitoring and evaluation to the client’s organization. PASS consists of Safety Huddles, Charting of crew-defined Safe Days, A Logs, SupLex     White Boards,  the Report-Down System,and SupLex     Huddles and Dynamic Daily Safety Conversation.

The ultimate goal of PASS is the establishment of 'Continuous Improvements' in Safety,

thereby significantly reducing Lost Time Accidents and injuries to the employees.

The PASS process creates a positive Safety climate, improves work habits, increases line-management accountability for Safety, and generates greater crew involvement (which builds stronger employee commitment to Safety). This combination results in dramatic improvements in the Safety performance of the entire operation. Short-term success is achieved through the Management Team’s utilization of PASS, whereas, long-term success is assured by the development and establishment of systems within the organization to support PASS.

Two key factors for success in implementing PASS are, firstly, the Management Team’s commitment towards the process of positive management. Secondly, the involvement/development of the Supervisors towards a positive attitude and approach for achieving/facilitating improvements. It should be noted that PASS is not designed to be a “stand alone” safety system. Maximum results will be achieved when PASS is combined with “traditional” safety systems.  PASS is the first and crucial step towards “Positive Management” and would be considered a cultural-change vehicle. This process empowers employees, in all areas and at each level of the organization, to improve Safety performance and therefore positively impacts the job-climate of their operation.