running successful health & safety campaigns...case study -crh plc (safety kpi’s) crh europe...
TRANSCRIPT
Presentation to CRH Board, 2015
Running Successful Health & Safety Campaigns
SETTING YOUR CAMPAIGN’S OBJECTIVES
SETTING YOUR CAMPAIGN’S OBJECTIVES
An effective campaign requires a definite structure, usuallyexpressed in these nine elements
1. Situation analysis2. Goal / objectives3. Target audience4. Strategy5. Tactics6. Media of choice7. Calendar / timeline8. Budget, and9. Evaluation
Research plays a vital role within each of the nine elements.
SETTING YOUR CAMPAIGN’S OBJECTIVES
Sometimes, paying attention to the specific strengths,weaknesses, opportunities, and threats (SWOT) associatedwith the situation will bring about desirable insights.
SETTING YOUR CAMPAIGN’S OBJECTIVES
A clear analysis of the situation leads to specifying theoverarching goal and objectives that should be addressed bythe campaign
ENSURING YOU CREATE THE RIGHT CONTENT
ENSURING YOU CREATE THE RIGHT CONTENT
What can good campaign content / communication do?
Can:
• Increase knowledge and awareness• Influence and reinforce perceptions, beliefs, attitudes and
norms• Prompt action
Cannot:
• Compensate for inadequate or inaccessible systems /services
• Produce sustained change in absence of parallel changesin systems / services, technology and policy.
ENSURING YOU CREATE THE RIGHT CONTENT
The first thing you need to do is be very clear about youraudience:
• Who is your material intended for?• Keep in mind that the audience for a specific
communication piece may be different than the ultimateaudience for your program - Do you need seniormanagement buy-in
• What do you know about them?
This will drive the development of your messages andmaterials.
ENSURING YOU CREATE THE RIGHT CONTENT
Who are you trying to reach:
• Define and understand your target audience;
• Consider race, ethnicity, age, location and otherdemographics;
• Recognize barriers and challenges to reaching youraudience, getting their attention and ensuring theirunderstanding.
ENSURING YOU CREATE THE RIGHT CONTENT
Involve your audience at every phase
That way you’ll know what users want and need, instead oftaking your best shot and hoping you hit the mark;
You’ll have feedback that’s invaluable before it’s too late andyour product is done and on public display;
You’ll have solid, first-hand knowledge of who your usersactually are - what language they speak, how well they read,how skilled they are with technology, or if technology is evenavailable to them.
ENSURING YOU CREATE THE RIGHT CONTENT
Involve your audience at every phase
Know the purpose of your piece. Explain how the informationcan benefit the audience. Limit your content to informationthat supports your objectives;
Once you know more about your audience, think about thepurpose of your program or communication piece?
• What is its behavioural objective?• What do you want your audience to do?
You also need to think about what’s in it for them - not justwhat you think they should do. This should come from someof the insights you received in your audience research phase.
ENSURING YOU CREATE THE RIGHT CONTENT
Many of us feel like we need to thoroughly educate ouraudiences about all aspects of a health or safety issue orprove our point with fact after fact of supporting evidence
Only include information necessary to help the person takethe recommended action
Don’t over complicate….
ENSURING YOU CREATE THE RIGHT CONTENT
Campaign communications must be integrated into yourpolicies, systems, or environments. So that they canreinforce and support the messages in your campaign.
Boiled down, effective campaign communication is reallyabout two things:
• Informing, and• Inspiring your audience
ENSURING YOU CREATE THE RIGHT CONTENT
Inspire isn’t a lofty pie-in-the-sky type of feel-good term, butrather about a call to action, aim to motivate your audienceto do what you want them to do. Inspiring them to action
Convey the information in a way that people can understand
Should be clear, simple, accurate - what they need to know?
Ask yourself - Do your messages resonate? Are they relevantand inviting, respectful of culture, mindful of motivationalinfluencers?
Give them something to do?
BEST METHODS OF DELIVERY AND MATERIALS NEEDED
UK agency, purplefeather
http://www.youtube.com/watch?v=Hzgzim5m7oU&feature=player_embedded
BEST METHODS OF DELIVERY AND MATERIALS NEEDED
First I want to show a short video that reminds us of the power of words
UK agency, purplefeather
http://www.youtube.com/watch?v=Hzgzim5m7oU&feature=player_embedded
BEST METHODS OF DELIVERY AND MATERIALS NEEDED
Focus on behaviour
• What do you want your audience to do?
• Use action statements
• Use interactive formats where appropriate
Campaign advice, no matter how clear and true, will beuseful only if it is actionable.
Keep this top of mind. What do you want them to do? Make it clear. Make it prominent. Make it specific. Give them all the information they need to do it.
BEST METHODS OF DELIVERY AND MATERIALS NEEDED
Create motivation
Make the content meaningful and appealing to the intendedaudience
Suggest clear, specific behaviors that are doable by thetarget audience
Ask people to ask questions, take action steps, or write downaction they will try to do
Use testimonials and short stories.
BEST METHODS OF DELIVERY AND MATERIALS NEEDED
Behaviour theory
Many people base their decisions on emotion rather thanlogic
Most safety and health messages are based on fear appeals:afraid of getting hurt, getting a disease, or dying
Use of theory saves time and money because there is lesstrial and error
Theoretically based campaigns are more likely to succeedthan those developed from inspiration alone.
BEST METHODS OF DELIVERY AND MATERIALS NEEDED
Does fear work?
Fear appeals have been used since antiquity
Tend to be more effective with “copers” and “sensationseekers.”
Still widely debated…
Preachers, teachers, marketers. They are used by doctors,parents, police officers, and politicians - all in an effort to getindividuals to think or act in a certain way. Fear appears tobe a great motivator as long as individuals believe they areable to protect themselves.
Copers: people who are not anxious by natureSensation seekers (often youth)
BEST METHODS OF DELIVERY AND MATERIALS NEEDED
What about humour?
http://www.youtube.com/watch?v=m4agTavahEA
BEST METHODS OF DELIVERY AND MATERIALS NEEDED
User focused writing
Accessible to your target audience, given their use oftechnology or their particular needs
Useful to your audience
Relevant to their needs and concerns
Easy to understand, given your target users’ reading ability,dominant language, and prior knowledge of your topic
Sensitive to cultural issues, beliefs and backgrounds
BEST METHODS OF DELIVERY AND MATERIALS NEEDED
Plain language
Can the people who are the audience for the material quicklyand easily:
• Find what they need?
• Understand what they find?
• Act appropriately on that understanding?
BEST METHODS OF DELIVERY AND MATERIALS NEEDED
Tips for writing plainly
• Write for the average reader• Organize to serve the reader’s needs• Use helpful headings• Use “you” to speak to your reader • Use active voice• Use short sentences and short sections• Use concrete familiar words• Omit excess words• Place words carefully• Use no more than 2 or 3 levels
BEST METHODS OF DELIVERY AND MATERIALS NEEDED
Avoid excess words
BEST METHODS OF DELIVERY AND MATERIALS NEEDED
Simple is better
BEST METHODS OF DELIVERY AND MATERIALS NEEDED
Ensure you carefully vet all campaign images
What’s wrong with this picture?
HOW (AND WAYS) TO MEASURE SUCCESS
HOW (AND WAYS) TO MEASURE SUCCESS
A good strategy is critical to the success or failure of anycampaign because it provides the linkage between the howand why components.
It provides a roadmap and sense of direction for generatingthe essential messages while also offering a rationale for thevarious actions that are proposed.
The last step in a campaign process is evaluation, whichrelates back directly to the situation analysis, goal, andobjectives of the program. The measures of performancemust relate directly to the objectives of the campaign andshould use valid and reliable methods. Distinction must bemade between output (communication products) andoutcome (results and impact of actions taken).
SETTING KPI’S
SETTING KPI’S
A KPI (Key Performance Indicator) is simply a metric that istied to a target
Most often, a KPI represents how far a metric is above orbelow a pre-determined target
KPI’s usually are shown as a ratio of actual to target and aredesigned to instantly let a business user know if they are onor off their plan without the end user having to consciouslyfocus on the metrics being represented.
SETTING KPI’S
SMART is an abbreviation for the five conditions of good KPI’s
• Specific – It has to be clear what the KPI exactlymeasures. One accepted definition to make sure thedifferent users interpret it the same way and, as a result,come to the same and right conclusions which they canact on.
• Measurable – The KPI has to be measurable to define astandard, budget or norm, to make it possible to measurethe actual value and to make the actual value comparableto the budgeted value.
• Achievable – It is important for the acceptance of a KPIand Performance Management in general that any setnorm is achievable. Nothing is more discouraging thanstriving for a goal that you will never obtain.
SETTING KPI’S
SMART is an abbreviation for the five conditions of good KPI’s
• Relevant – The KPI must give more insight in theperformance of the organization in obtaining its strategy.If a KPI is not measuring a part of the strategy, acting onit doesn’t affect the organizations’ performance. Thereforean irrelevant KPI is useless.
• Time bound / phased – It is important to express thevalue of the KPI in time. Every KPI only has a meaning ifone knows the time dimension in which it is realized. Therealization and standardization of the KPI therefore has tobe time phased.
LEARNING OUTCOMES AND HOW TO IMPROVE FUTURE CAMPAIGNS
LEARNING OUTCOMES AND HOW TO IMPROVE FUTURE CAMPAIGNS
Review
Evaluation
Questionnaires
Question & Answer Sessions
Employee Observations
Have things changed / improved as you intended…?
Have KPI’s been met?
CASE STUDY - CRH PLC
37
Strategic Plan for Fatality Elimination
Management Briefing
July 2009
Target is zero fatalities
38
0
10
20
30
40
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
0.0
0.5
1.0
1.5
2.0
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
CRH Group Accident statistics continue
to improve
‘99 to ‘08▼11% p.a.
‘99 to ‘08▼11% p.a.
2008 vs 2007
• FR ▼20%
2008 vs 2007
• SR ▼27%
Accident frequency ratio
Accident severity ratio
39
…..and no improvement so far in 2009
8 fatalities already year to date…..
0 4 8 12 16
2009 YTD
2008
2007
2006
2005
2004
No. of fatalities
Subsidiaries
Joint ventures
40
Causes of accidents and fatalities are different
Mobile
plant: 32%
Lack of
isolation: 25%
Fall from
height: 20%
Causes of fatalities
(2001-2008)
Causes of accidents
(2001-2008)
Slips,
trips,
falls: 24%
Falling/moving
objects: 17%
Other:
45%
Other:
22%
Manual
handling:
14%
3 causes = 55% 3 causes = 78%
Disconnect between causes implies need for new focus
41
1.4
0.8
0.7
<0.2
-
0.2
0.4
0.6
0.8
1.0
1.2
1.4
1.6
CSI CRH OGP World
Class
Fa
tality
ra
tio
What can we learn from peers?
Fatality ratio comparison
(2008)
CSI: Cement Sustainability Initiative (all activities)
OGP: International Association of Oil & Gas Producers
Who sets the standards in fatality prevention?
� World class performers
�GE (diversified)
�UTC (diversified)
�DuPont (chemicals)
World
Class
<0.2
(FR = Fatalities per 10,000 employed)
42
What can we learn from peers?
Essential elements of fatality elimination strategies
� Major corporate effort
� Separate focus on fatalities
� Fatality elimination plan
…..step change required in our approach to fatality elimination…..
…..action over-and-above “normal” safety initiatives required…..
43
Group-led Fatality Elimination Plan
� Based on agreed Fundamentals for Fatality Elimination
� Group-wide, mandatory, non-negotiable
� Clear communication of top-down commitment
� Responsibilities defined
� Supported by training, monitoring & ongoing reinforcement
44
CRH Fundamentals for Fatality Elimination
Core fundamentals
�Risk assessment
�Mobile plant safety
�Isolation
�Machinery guarding
�Confined space entry
�Working at heights
�Lifting operations
�Utility dangers
�Use of PPE
�Conveying under pressure
�Blast safety
Specific focus on high risk causes of fatalities
Fundamentals:
� Built on existing
Divisional initiatives
such as the 16 Rules in
Europe Materials
� Rolled-out with tailored
training programmes
Mat’s Prod’s Dist’n
45
Plan development and communication
� 12th August 2009
� 19th August 2009
� 20th August 2009
� 24th – 28th August 2009
� 14th – 18th September 2009
�M. Keating briefing session to Northstone
Safety Directors and Health & Safety Advisors.
� Issue of posters prioritising the CRH Safety
Fundamentals
�Briefings of Northstone Board by J. Leitch
�Briefing of divisional management teams by
relevant Managing Directors /Health & Safety
Director.
�CRH Safety Fundamentals Week - including
issue of letter from Myles Lee, as well as
delivery of tool box talk
46
Plan development and communication
� 21st September – 31 October
� 1st November – 31st January
� January 2010
�Delivery of specific tool box talks on each CRH
Safety Fundamental
�VFL visits to focus on knowledge and
implementation of CRH Safety Fundamentals.
�CRH External Audits of Safety Fundamentals
implementation
47
CASE STUDY - CRH PLC
• Campaign delivered each year
• Based on agreed Fundamentals for Fatality Elimination
• Group-wide, mandatory, non-negotiable
• Clear communication of top-down commitment
• Responsibilities defined
• Supported by training, monitoring & ongoing reinforcement
48
USE OF DVD’s
CASE STUDY - CRH PLC
BACKGROUND
Level of fatalities in similar industries not reducing
Increase in Haulage and Contractor fatalities
Competitor fatalities 2014:
Holcim - 14 FatalitiesHeidelberg Cement - 8 FatalitiesLafarge - 7 FatalitiesCemex - 6 Fatalities
CASE STUDY - CRH PLC
Fatality Analysis Cement Sustainability Initiative (CSI) Data
0
5
10
15
20
25
30
0
50
100
150
200
250
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
H1Third Party Contractor* Employee # Companies Reporting
# Fatalities # Companies
The Cement Sustainability Initiative (CSI) is a global effort by 25 major cement producers with operations in more than100 countries who believe there is a strong business case for the pursuit of sustainable development.http://www.wbcsdcement.org/index.php/en
CASE STUDY - CRH PLC (SAFETY KPI’S)
CRH Europe Safety Performance
2013 2014 2015 (Nov)
Lost Time Accidents 246 149 85
Days Lost 5092 3373 1685
FR / SR 0.43/8.99 0.26/5.97 0.25/4.89
Training Hours 358,471 369,248 285,800
Safety Observations 11824 23009 21118
High Potential Learnings Events 44 548 404
Vehicle Safety Checks n/a 32901 26145
Employee Engagement % 40% 46% 51%
CASE STUDY - CRH PLC
Fatality/Serious Accident Prevention - A single focal point -16 Life Saving Rules
High Potential Learning Events - Focus on the high riskissues. FR and SR are only part of the story. Anacknowledgement that human error is inevitable.Responding constructively to system failures at the noninjury stage
16 LSR Audit program
Transport Checks KPI
Focus on Behaviour - Leadership Senior ManagementTraining Program. % Employee engagement KPI
CASE STUDY - CRH PLC
CASE STUDY - CRH PLC
CASE STUDY - CRH PLC