12 April 2016 Brookfield Masonic Hall Culture change in a mature organisation

Intro Scott Ellis 25yrs H&S in Construction, Civils & recently FM Our journey at Eric Wright

Purpose of the presentation To tell you: – How we started – What we did – What we’ve learnt – The next step

What is a mature organisation? The Eric Wright business What’s important is the VALUES of the business Eric has bequeathed his 51% to the charity Although run as tight as any other business our purpose is to keep the charity funded But we still have accidents!

Step 1 Active dissatisfaction Research – accident stats – root cause – Personal Factor = Behaviours

Investigation and reporting Why are loss events not reported? Purpose Robust and honest Increase in accident reports submitted It’s your fault!

Setting the targets

Improve productivity Reduce costs Reduce waste Improve our business model To be the provider of choice (for our clients) To be the client of choice (for our supply chain)

What is a Safety Culture? Individual and group Values Attitudes Perceptions Competencies Behaviours How we do things around here

Safety Culture Maturity Model Emerging Level 1 Emerging Level 1 Managing Level 2 Managing Level 2 Involving Level 3 Involving Level 3 Cooperating Level 4 Cooperating Level 4 Continual improvement Level 5 Continual improvement Level 5 Develop management commitment Realise the importance of frontline staff and develop personal responsibility Develop all staff to engage and commit to improving health and safety Develop consistency and fight complacency Increasing consistency Improving health and safety culture The Keil Centre 1999

Are people the problem or the solution? What does the word company mean to you? What is the most important asset in a business?

The challenge Multiple sites – each unique – Client, – Manager, – Contractors, (churn) – Location

Measure what you’ve got Step 2 Accident statistics Inspection records Listen to people – staff, clients, contractors HSL climate survey – Learning – take it to the troops & make them complete it while you’re there. – The future – hope we can gradually move away from this style (as our culture develops)

What have we done Step 3 Established a steering group – Look at results of survey – Come up with ideas – Deliver the interventions – Monitor progress – Review

HSL survey results

HSL results Some interesting insight into our people’s opinions – Usability of procedures between 32% & 45% favourable – Accident & near miss reporting between 45% & 55% favourable FM Civil’s Construction Celebrate the success

Our strategy Based upon HSE research – Strategies to promote safe behaviour as part of a health and safety management system CRR 430 / 2002 HSE Leadership & worker involvement toolkit

Our programme Gantt chart type programme Tasks with target dates Monitored by the steering group

Brand

Identifying Key Risk Areas (KRA)

The way we do things around here

Exercise Please get a brew Come back to your tables In your group – write down the observable safe behaviours for risk assessment

Tomo

Your brain The regular commute Forgetfulness Consequence HELP

Positive Intervention Encouraging ownership Encouraging observations Empowering people to take action Positive reinforcement Video’s available on Wrightway to show how to do a P.I.

Positive Intervention Neil Hancox idea for Positive Intervention. Peter Kelly at HSE suggested – Doing it right – Putting it right Observations against the Key Safe Behaviours (KSB) OUTPUT IS Take action and get a commitment

So what’s a Positive Intervention

Roll out Keystone Training Workgroups developed the KRB 11 x ½ shift sessions, over 1,100 delegates

Recording PI’s Approx. 80 PI’s each month 25% positive 75% negative

Consultation Guidance suggests worker engagement is vital We hold more staff engagement sessions than ever before – Stand down days briefings and interactive sessions – Workshops (utility damages) – Forums (PPE) We are encouraging feedback

Supply chain engagement Our supply chain contributes about 70% of our turnover Previously only engaged by the QS and project manager about costs, progress and quality What are we doing that’s not helping you? How can we do differently that will help you? You’re the expert help us.

Accident & incident reviews Thorough investigations Encouraging “looking in the mirror” and asking “What did I do that contributed?” Director led reviews – Next step is peer led reviews – First step taken two weeks ago Anticipatory regret

Leadership training What is leadership? Who is a leader? What makes a good safety leader?

The next step Safety coaches Volunteers Right aptitude Residential course – Coaching is a transferable skill – But the focus is on health and safety

Who is, a safety coach? Anyone from site They will be the champion Manager retains responsibility They are the eyes & ears They are the coaching coaches

At the workface risk assessment Trade hazards It’s the environment that’s different

In summary you must; Plan Have board buy in Get help, the more the merrier Understand what you want to improve Make a plan Review your existing data Do Carry out an employee survey Engage & listen KISS Be consistent & repeat Change it, if its not working

And you must also; Check Do another survey Listen to your employees Put measures in place (leading indicators are better) Feedback to the troops & board Act Respond to the feedback you get Develop new initiatives but keep to the theme – keep it fresh If it’s worth doing, do it & make it personal

Links Programme/Dimensions-of-safety-tool Programme/Dimensions-of-safety-tool If you want to contact Scott Ellis please do so via