1. Pete Davis EW Safety Team Manager
From Good To Great Safety Performance Energy Wholesale’s Safety Culture Project
Pete Davis EW Safety Team Manager

2. Diversity of Issues !
E.ON UK Energy Wholesale comprises -
3 coal, 1 oil, 4½ CCGT and I hydro power stations
13 Combined Heat & Power plants
19 operational Wind Farms (at last count!)
Coal import facility and gas transportation
Significant project development & construction activities
Head Office based staff

3. Project Background
In late 2004 EW Director called for a “step change” in safety performance.
Dupont Safety Resources Ltd engaged to conduct a safety culture maturity evaluation to:
Establish current position.
Provide guidance .
Principle Recommendations:
Establish a safety vision.
Fully utilise the rule.One concept.
Adopt the principle that “all injuries can be preventable”.
Focus on positive “leading” safety performance indicators.
Give safety leadership training to all line managers.
Implement a system of behavioural auditing.

4. Energy Wholesale Safety Vision.
Zero Injuries

5. How will we achieve this?
This is reinforced by the belief set that
ALL injuries and industrial illnesses CAN be prevented
Underpinned by focussing on leading indicators, peoples behaviours and determining the root causes of incidents

6. Safety Culture Change Injuries Time Team Culture
Team Building
Team Commitment
Development in Team
Help Others Conform
Value for Each Other
Team Goals
Organizational pride
Management Requirement
Safety as a condition of employment
Use of discipline/ fear
Enforcement of rules
Supervisory control
Training
Self Responsibility
Personal knowledge commitment, and standards
Internalized, personal value for safety
Care for self
Practice, habits
Individual recognition
Time
Dependent
Independent
Interdependent
So I Don’t
Get Caught
So I Don’t
Get Hurt
So No one
Gets Hurt

7. Why focus On Behaviours?
Visual
Strategies and Business Plans
Systems, Structures / Equipment
Policies and procedures
People and Injuries
Attitudes
Values
Skills
Feelings
Behaviors
Structure
Culture
Safety culture is about how people think, feel and interact in relation to Safety.
Less visual

8. ZERO Safety Culture Make Up Develop Belief Set Setting to work project
Behavioural
Auditing
H&S
Best Practice
sharing
Safety
Leadership
ZERO
Effective
Communication
DuPont
Report
Action
Plans
Enhance
Safety
organisation
and structure
Enhance
Injury
Investigation
Leading
Performance
Indicators
Further develop
common systems
& approach
Embrace
Our
Contractors

9. Is our Safety Culture stone age?

10. Behavioural Auditing – “mind set check”
Structured common approach.
Simple 5 step system
Observation
Discussion (starting with positive reinforcement)
Agreement
Other issues
Thanks
The aims of the interactions with employees are to:
Recognise and praise safe behaviour.
Correct unsafe behaviour.
Instil value for safety in the employee.
Raise awareness for safety.
Identify safety issues.
Demonstrate the manager’s commitment to safety.
Build the safety culture.
Prevent Injuries!

11. The Mind Set Check Reporting Tool

12. The Difference Between Safety Audits and Mind set checks
Safety Audits Mind set checks
Things People
Formal Structured
Can be passive (formal/one way) Interactive
Experts (Them and us) Everyone (We / Us)
Negative Positive and Negative
Document/Follow up Limited Document and Follow up
Mind set checks are not audits!

13. Progress to Date Safety vision developed.
Road show delivered to all management teams within EW
250 Managers and Leaders trained in the techniques of mind set check
A set of new performance indicators has been establish and in full use as of Jan 2007.
New system of compliance auditing in use.
A common induction system developed and in use across EW, version 2 in development.
Accident / incident investigation policy reviewed, updated and issued. Quality of investigations improving.

14. Has the project made a difference?

15. Behaviour is a function of its’ consequences
And Finally :-
B: f(C)
Behaviour is a function of its’ consequences

16. ~7m

18. Thank you