managing the unexpected

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

• 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

VeryEffective

NotEffective

Whose Behaviour makes the difference?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

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

Reporting near misses and hazards

ManagersSet high standardsBe openConfront riskBe proactive

Supervisors Deliver H&S Excellence

Encourage others Promote risk awareness

Involve your team

EveryoneFollow rules

Speak upBe aware

Get involved

Behaving Safely

Deliver H&S Excellence STANDARDS

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.

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.

I will I will notSupervisors’ Behaviours

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 50-60 with good ideas”

How are my behaviours perceived?

How should my behaviours

change?

Everyone

I’m very good at learning the rules where I work, but often break them

I’m very bad at identifying impractical rules or suggesting improvements

I don’t always report unsafe conditions, or challenge unsafe acts

I look out for my workmates safety

I don’t think through “what could go wrong now if….”

If you stuck to the rules & set an example it would make the most difference to safety

You should join in safety discussions & share your knowledge

If you helped make rules which were workable - people would follow them

Someone should convince you why you should act on unsafe conditions and acts

You should give more thought at the planning stage about what problems there could be

What are my behaviours? How should they change?

Supervisors

I plan my work quite well, but don’t re-assess it enough when things change

I get out to site a fair bit

I don’t challenge poor behaviours enough, and I reward good behaviours even less

I don’t always listen to my team’s ideas or concerns

Push the safety message harder, encourage more reporting

You should take more time to assess risks up front, and explain what’s needed

I don’t support or coach my team enough in improving health & safety

You should be re-assessing things more often when they change

Do more about poor behaviours to show you’re serious about safety

Getting out on site more; would make a real difference to safety


Managers

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 consider root causes, or involve the workforce in looking for prevention

listen to the workforce more, use their knowledge of ‘real’ problems to know what to fix

I don’t always get behind ideas intended to improve things

I don’t always treat subcontractors equally or fairly

Show commitment to people’s ideas for improvement. Act on them sooner

Be more approachable for informal discussion

Treat your subcontractors fairly and equally


Tackle poor behaviours more, but reward where it is safe

Don't Walk By & Accident Frequency Rate

0200400600800

10001200

Feb-10

Mar-10

Apr-10

May-10

Jun-10

Jul-10

Aug-10

Sep-10

Oct-10

Nov-10

Dec-10

Jan-11

11-Feb

DWB'

s

0.00

0.05

0.10

0.15

0.20

0.25

AFR

Don't Walk By Accident Frequency Rate

Linear (Don't Walk By) Linear (Accident Frequency Rate)

“Don’t Walk By”

0.00

0.05

0.10

0.15

0.20

0.25

0.30

0.35

0.40

0

2,000

4,000

6,000

8,000

10,000

12,000

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

Services Businesses - AFR / DWB Correlation

Don't Walk By Analysis for 200 - 2009

409 737 639 747 648

17152123

3739 3769

2225

5491 5542

8076 80787181

12019

8619 8743

7384

0

2000

4000

6000

8000

10000

12000

14000

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

MONTHS

DW

B O

BSE

RV

AT

ION

S

DWB 409 737 639 747 648 1715 2123 3739 3769 2225 5491 5542 8076 8078 7181 12019 8619 8743 7384

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-09AFR Tracking 2008 - 09

0.34

0.51 0.520.49 0.49 0.48

0.42

0.360.33

0.30 0.300.28

0.250.21

0.16 0.160.12

0.070.05

0

0.1

0.2

0.3

0.4

0.5

0.6


Series2 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

1000

2000

3000

4000

5000

6000

7000

Jan Feb Mar Apr May June

Month - 2010

DWB

0

0.05

0.1

0.15

0.2

0.25

AFR

DWB

AFR

Linear (DWB)

Linear (AFR)

Half WayHalf Way

Week 4 –Week 4 – DWB, HOW ARE YOU DOING THIS YEAR?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 monthWhen you reach the top it means that each person in your centre is raising at least 1 DWB per month

managing the unexpected

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