Eric Wright is committed to improving the health, safety and well-being of its employees and subcontractors and firmly believes that Safe People make a Safe Place.
We have embarked upon a culture improvement programme which is based upon tried and tested behavioural safety techniques in particular those outlined in the HSE Contract Research Report CRR230/2002 "Strategies to promote safe behaviour as part of a health and safety management system" a copy of the report can be found here: HSE Contract Research Report CRR230/2002
We are in the early stages of our programme but will keep these web-pages up to date with progress and developments.
It was noted that 44% of the accidents reported in 2012 / 13 across the group identified that the root cause was a "personal factor". This means that the individual had the appropriate tools or equipment, relevant training and a safe system of work. There was further anecdotal evidence from health and safety inspections, quality and environmental inspections and Senior Manager Tours that in many instances when non-conformances were identified that "personal factors" were either a root cause or a contributory factor.
There is strong evidence from HSE research that properly implemented Behaviour Based Safety (BBS) strategies can improve health and safety performance of organisations. It was agreed by the board that we should adopt a behaviour based culture change programme.
The first step of our culture change programme was to carry out a climate survey using the HSL survey tool. This was undertaken during 2013 across the three operational businesses; EW Construction, EW Civil Eng. and EW Facilities Management. The results were analysed and an action plan was developed.
It was proposed that we revitalise the Positive Intervention initiative, which is based upon the HSE research contained with CRR430/220 "Strategies to promote safe behaviour as part of a health and safety management system". It was hoped that this would in some way start the improvements in two of the lowest scoring areas identified from the results of the survey. Across the group the two least favourable scores were "Usability of procedures" and "Accident and near miss reporting".
The culture change programme will require a long term sustained programme of initiatives to promote a positive health and safety culture.
Objectives of the revitalising of the Positive Intervention initiative are;
1. Reduction in the number of accidents and incidents
2. Reduction in the number of non-conformances
3. Increase in number of positive interventions (PI's)
4. Increase the number of non-confrontational discussions
5. Increase opportunities for workforce engagement
6. Promote and build on the positive culture within the business
To manage the strategic actions of the culture change programme we have established a steering group which is made up of a cross section of the management team, two representatives from our insurers and broker and two representatives from our supply chain.
The steering group is responsible for:
1. Reviewing the existing data from the business KPI's and other analysis.
2. Developing ideas into deliverable actions
3. Assisting with the implementation
4. Measuring success and evaluating the data
We have delivered eleven workshop events where we launched Positive Interventions.
At the events delegates saw actors from Keystone Training acting out some scenarios of unsafe behaviours.
The audience was encouraged to re-direct the actors to create a positive intervention.
The delegates were also asked to create the bullet list of safe and unsafe behaviours associated with the identified Key Risk Areas (KRA) of concern. These have been collated. We have developed several toolbox talks and posters based on the output from the workshops which are currently being rolled out across the business. We have received positive feedback from the workforce in connection with the use of the actors and the amount of involvement they were able to have in the development of the KRA.
We have filmed several examples of Positive Intervention to demonstrate to the workforce how easy it really is. These short films are used to reinforce the content of the TBT's.
We are delivering the CITB's Achieving Behavioural Change (ABC) course initially to all of our Site Managers, Foremen, Safety Coaches and Lead Hands for both the directly employed and for our subcontractors. The course is mainly focussed around at the workface risk assessments and encourages all employee engagement in the task at hand. Our hope is that we continue to deliver the course for any employee who wishes to understand more about behavioural safety and risk assessment.
We have begun the process of consulting with our line managers on the culture change action plan and it has been proposed that we hold workshops with the line managers across the business. These workshops are planned for early in 2015, with guest speakers from HSE.
We have recently engaged with our supply chain to encourage more to adopt a behavioural change programme with over 70 delegates attending our seminar. We had the following guest speakers: Jane Hopkinson of Health and Safety Laboratories (HSL), Paul Whitehead Operations Director at Ameon, Jo Raishbrook and Steve Crane of Keystone Training. Jeremy Hartley Group MD opened the event and Diane Bourne Group Technical Director and Civil Engineering MD summarised and brought the proceedings to a close.
We are in the process of recruiting Health & Safety Coaches for the business, these will become the champions for H&S out on site. They will become the voice for the workforce sending messages up as sharing and contributing towards the management's vision for improving compliance. If you are interested in becoming a Health & Safety Coach please contact Scott Ellis on 01772 229626 or email@example.com.