Continual Improvement of

HSE on nRAH

Behavioural Compliance –

Driving Change

Key Points

― nRAH has great HSE processes in place, safety essentials and working above the line SWMS.

― Next goal is to obtain 100% compliance to SWMS by all Contractors & HYLC.― To engage in behavioural safety by performing ongoing coaching with

groups are required. These discussions will be held by Project Managers, HSE coordinators, HSR’s & Supervisors.

― Non-Compliance to SWMS documented on form, name and induction number taken.

― Details placed on register for senior management review.― The register for non conformance easily identifies repeat offenders.― The site audits identify non conformance along with safety positives.

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Key Points

― A register for positive observations exists also.― Positive reinforcement is essential in creating a culture where

safety compliance exists in un-supervised situations.― This template has been incorporated into other site

inspections also ie; PM/SM weekly site inspections.― The process of taking a workers details following a safety

standard breach has an increased effect, compared to an informal reminder.

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ROLE OUT

― Get management approval― It s not about the man but about the mission.― Pilot project― Tabled at HSR Meeting

― Shift thinking from “What” to “Why”

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NEVER THINK OUTSIDE THE BOX

Sharing ideas

Improved compliance

Poor productivity Visible Felt Leadership

THE 4 ES – OF OUR PROGRAMME

Accidents

Behaviour AuditsManaging behaviour

badly

Education-Enforcement-Encouragement-Empowerment

ROLE OUT OF THE AUDIT

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THE EARLY DAYS

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Objective.

― Behavioural Compliance Audits (BCA) assess the level of compliance with agreed safe work method statement (SWMS), WHS Legislation and site safety rules (Minimum Standards). BCA’s are to regulate reasonable behaviour of site personnel. BCA’s are performed as follows:

― Series or an activity will be documented using the behavioural compliance audit form, document number HYLC-HS-REG-0148

― Engage with individual and or work group through conversation.― To instantly target non-conformance/s, unsafe acts and or conditions.― To instantly reinforce positive recognition to safety rules being. This

will be done by providing verbal feedback.

― Only personnel that have received on the job coaching/training from the HSE Department are authorised to complete BCAs unless they from part of a team with trained personnel

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Misconduct.

― The frequencies of breaches that constitute a potential written warning (Yellow Card equivalent) are as follows:

― 1) Any 2 breaches within a period of a month will be highlighted and discussed at monthly Safety Compliance Meeting.

― 2) Any 3 or more breaches within a period of a month will trigger discussions with the relevant HYLC PM and Contractor HSE/PM Manager representative regarding the issuing of a written warning.

― 3) The 3rd breach will only remain valid and be acted upon, in that the 1st and 2nd breaches were issued within a 3 month period of the 3rd breach being issued

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Serious Misconduct

―It is the responsibility of all managers and supervisors to monitor the behaviour of their employees and contractors. Managers will be responsible for determining appropriate, inappropriate and acceptable behaviour in particular to serious misconduct. ―For behaviour deemed to be serious misconduct the following procedures will be implemented:―1) Removal of the person from site not less than 3 months. A written notice issued to the HYLCJV confirming removal from site.―2) Subsequent access to the project will be subject to a 3 month probationary period during which any acts of misconduct or serious misconduct will be classified as serious misconduct

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Key Points

― A register for positive observations exists also.― Positive reinforcement is essential in creating a culture where

safety compliance exists in un-supervised situations.― This template has been incorporated into other site

inspections also ie; PM/SM weekly site inspections.― The process of taking a workers details following a safety

standard breach has an increased effect, compared to an informal reminder.

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The Form

MISCONDUCT REGISTER

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POSITIVE BEHAVIOUR REINFORCEMENT

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TRIFR LTI and MTI

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On site Examples

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On Site Examples

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SUCCESS FACTORS

― Active participation of management and workers in the process

― Active mentoring ― Structured approachA Blaned of enforcement and

encouragement― Communicate and |Monitor

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