Transcript Jason Rowley Carillion

Managing the Unexpected
…and keeping people safe at the same time
Jason Rowley
Group Health and Safety Director
Carillion
Key Issues
• Leadership
• Behaviour
• Engagement
Leadership
• Everyone “knows” that leadership is important but ….
• What does a good safety leader look like?
• Aware and knowledgeable
• Visible commitment
• Leads by example
• Confronts risk
• Considers themselves personally responsible
• Attends and contributes to safety events
• Engages and discusses safety issues with workforce
• Has ideas for improving safety
• Generates passion
• Integrates safety with other decision making
Safety Behaviour Standard
Very
Effective
• What makes the difference
between managers,
supervisors, members of the
workforce who are
• More effective at H&S?
• Less effective at H&S?
• We now have a clear idea of
what types of H&S behaviours
we need and want from
everyone, and those which are
unhelpful

Not
Effective
Whose Behaviour makes the
difference?
Reporting near misses
EVERYONE
• Immediately reports incidents,
near-misses, unsafe
conditions and mistakes.
SUPERVISOR
• Encourages the team to report
hazards, near misses and
incidents and gives good
feedback
• Seeks and listens to team’s
concerns and ideas on safety
• Acts fast on safety issues,
raising them with a manager if
necessary
and hazards
MANAGERS
• Makes sure that effective
mechanisms exist for people
to raise concerns, ask
questions and get answers
• Is approachable for informal
discussion about H&S
concerns
• Gives prompt, honest
feedback on concerns raised
by the workforce
Behaving Safely
Everyone
Follow rules
Speak up
Be aware
Get involved
Managers
Set high standards
Be open
Confront risk
Be proactive
Supervisors
Deliver H&S Excellence
Encourage others
Promote risk awareness
Involve your team
Supervisors’ Behaviours
I will
Visit the workplace often to
check on H&S
Explain to my team that we
expect H&S excellence
Help the team to solve any
conflicts between safety
and productivity or cost
Challenge other people’s
behaviour, and accept
challenges too.
I will not
Set a bad example by
breaking the rules.
Be weak, or hesitate to
intervene and show leadership.
Ignore the implications of
letting standards slip
Give the impression that
safety is less important than
productivity.
Deliver H&S Excellence
STANDARDS
What is Behaving Safely?
• A simple tool that describes the
type of behaviours that are:
• Helpful
• Unhelpful
• In itself Behaving Safely does
nothing
• We need to engage with our
managers/supervisors/ workforce
so that the behaviours are:
• Recognised (good & bad)
• Adopted (good)
• Rejected (bad)
What is Behaving Safely?
• “Behaving Safely is what turns
procedures and systems into
reality…”
• There is nothing wrong with
procedures and systems
• We need to keep doing what we
already do …
• But to keep improving we have to:
• Engage with our workforce
• Challenge our own and others
behaviours
Why Worker Engagement?
• Workers have a wealth of
experience and
knowledge about what
makes the difference
between work being safe
or risky.
• Workers take part in
safety discussions and
are involved in decision
making
“A Manager is just one person, whereas the workforce is 5060 with good ideas”
How are my
behaviours
perceived?
How should my
behaviours
change?
What are my behaviours?
How should they change?
I’m very good at learning
the rules where I work, but
often break them
If you stuck to the rules & set
an example it would make the
most difference to safety
I’m very bad at identifying
impractical rules or suggesting
improvements
I don’t think through “what
could go wrong now if….”
If you helped make rules
which were workable people would follow them
You should give more thought
at the planning stage about
what problems there could be
Someone should convince
you why you should act on
unsafe conditions and acts
I don’t always report
unsafe conditions, or
challenge unsafe acts
You should join in safety
discussions & share your
knowledge
I look out for my
workmates safety
Everyone
What are my behaviours?
I plan my work quite well, but
don’t re-assess it enough
when things change
How should they change?
You should take more time
to assess risks up front,
and explain what’s needed
You should be re-assessing
things more often when they
change
I get out to site a fair bit
I don’t challenge poor
behaviours enough, and I reward
good behaviours even less
Getting out on site more;
would make a real
difference to safety
I don’t support or coach
my team enough in
improving health & safety
Do more about poor
behaviours to show you’re
serious about safety
I don’t always listen to my
team’s ideas or concerns
Push the safety message
harder, encourage more
reporting
Supervisors
What are my behaviours?
I know & explain our standards;
and constantly emphasise safety
must come first
I don’t always provide prompt,
honest feedback to concerns, or
react quickly to resolve issues
I don’t always get behind ideas
intended to improve things
I don’t consider root causes,
or involve the workforce in
looking for prevention
How should they change?
Tackle poor behaviours more,
but reward where it is safe
Show commitment to people’s
ideas for improvement. Act on
them sooner
Be more approachable for
informal discussion
listen to the workforce more,
use their knowledge of ‘real’
problems to know what to fix
Treat your subcontractors
fairly and equally
I don’t always treat
subcontractors equally
or fairly
Managers
“Don’t Walk By”
1200
0.25
1000
800
0.20
0.15
600
400
0.10
0.05
200
0
0.00
Feb- Mar- Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan- 1110 10 10
10 10 10
10 10 10 10 10 11 Feb
Don't Walk By
Accident Frequency Rate
Linear (Don't Walk By)
Linear (Accident Frequency Rate)
AFR
DWB's
Don't Walk By & Accident Frequency Rate
Services Businesses - AFR / DWB Correlation
12,000
0.40
0.35
10,000
0.30
8,000
0.25
6,000
0.20
0.15
4,000
0.10
2,000
0.05
0
0.00
Mar-10
Apr-10
May-10
Jun-10
Jul-10
Aug-10
Sep-10
Oct-10
Nov-10
Dec-10
Jan-11
Feb-11
Mar-10
Apr-10
May-10
Jun-10
Jul-10
Aug-10
Sep-10
Oct-10
Nov-10
Dec-10
Jan-11
Feb-11
Series1
2,783
3,964
6,565
6,328
7,467
6,776
8,035
8,605
7,760
6,646
8223
10002
Series2
0.17
0.23
0.10
0.13
0.13
0.09
0.17
0.35
0.22
0.12
0.13
0.07
Don't Walk By Analysis for 200 - 2009
14000
12019
DWB OBSERVATIONS
12000
10000
8743
8619
8076
8078
7384
7181
8000
5491
5542
6000
3739
3769
4000
737
Jan-08
Jan-08
409
737
409
2225
2123
1715
2000
639
747
648
Feb-08
Mar-08
Apr-08
May-08
Jun-08
Jul-08
Aug-08
Sep-08
Oct-08
Nov-08
Dec-08
Jan-09
Feb-09
Mar-09
Apr-09
May-09
Jun-09
Jul-09
Feb-08
Mar-08
Apr-08
May-08
Jun-08
Jul-08
Aug-08
Sep-08
Oct-08
Nov-08
Dec-08
Jan-09
Feb-09
Mar-09
Apr-09
May-09
Jun-09
Jul-09
639
747
648
1715
2123
5542
8076
8078
7181
12019
8619
8743
7384
0
DWB
2008
3739AFR Tracking
3769
2225
- 09
5491
MONTHS
0.6
0.51
0.52
0.49
0.49
0.5
0.48
0.42
0.4
0.36
0.34
0.33
0.30
0.30
0.3
0.28
0.25
0.21
0.16
0.2
0.16
0.12
0.07
0.1
0.05
0
Series2
Jan-08
Feb-08
Mar-08
Apr-08
May-08
Jun-08
Jul-08
Aug-08
Sep-08
Oct-08
Nov-08
Dec-08
Jan-09
Feb-09
Mar-09
Apr-09
May-09
Jun-09
Jul-09
Jan-08
Feb-08
Mar-08
Apr-08
May-08
Jun-08
Jul-08
Aug-08
Sep-08
Oct-08
Nov-08
Dec-08
Jan-09
Feb-09
Mar-09
Apr-09
May-09
Jun-09
Jul-09
0.34
0.51
0.52
0.49
0.49
0.48
0.42
0.36
0.33
0.30
0.30
0.28
0.25
0.21
0.16
0.16
0.12
0.07
0.05
AFR / DWB Correlation
0.25
7000
6000
0.2
4000
0.15
3000
0.1
DWB
AFR
DWB
5000
2000
0.05
1000
0
0
Jan
Feb
Mar
Apr
Month - 2010
May
June
AFR
Linear (DWB)
Linear (AFR)
Week 4 – DWB, HOW ARE YOU DOING THIS YEAR?
When you reach the top it means that each person in your centre is raising at least 1 DWB per month
Half Way