1. GORDON HICKS MEMORIAL DAY
SAFETY LEADERSHIP IN CONSTRUCTION
DOUGIE GUILDFORD
HEAD OF HEALTH & SAFETY
WILLMOTT DIXON CONSTRUCTION
(Cobham)

2. 12 months ago…………. A new journey began………….!
Protect the business legally, reduce reportable incidents, keep the workforce safe & comply with Group P&P
Re-new focus on safety within the business & recruit a new team
Develop & implement a clear H&S strategy for the business
Work to improve visibility of senior managers by increasing HS&E tours.
Improve guidance & support given to site teams
Engage & communicate with the WDC supply chain manager & supply chain partners
Improve induction for all new staff starting with WDC
Get closer to Pre construction & customer care departments to improve all areas of HS&E management & improve planning of all scopes of work

3. Where we are now - May 2014 H&S strategy in place for 2014/15
Linked in to the HSE construction division plan of work
Fully resourced HS&E department – very proactive
New staff - starter induction
72 hr ‘soft’ start on new projects
Coaching site managers
Workshops (new starter/All Safe/end of project)
Current 12 month rolling AFR – 0.23 ( )
Zero reportable incidents in 2014 (to date) – 4 reportables in 2013
nr PNs issued by GSI to date
2014 – 2 nr level 2 ‘near misses’ reported to date

4. So, how do we improve?

5. H&S Strategic Plan 2014- 2015 Strategic Aim:
Review and update in April and October to implement any new legislation as prescribed by the enforcing authority.
Link in to the HSE construction division plan of work
Review all current procedures and implement any changes necessary as required by site activities.
To reduce incidents of all types across the LCO by continuing to improve the safety culture and safety behaviour on all projects.

6. Key Strategy Components:
Demonstrate visible safety leadership at all levels within the LCO
Consistent robust HS&E leadership message communicated at all levels
Behavioural safety training awareness – External trainer (Dan Terry)
Site set up to be thoroughly planned, 72 hr ‘soft start period’ before contracted works start.
Buy-in to the ALL SAFE culture by WDC managers & supply chain partners.
Belief that ALL accidents can be prevented
Value the workforce
Sharing best practice across the LCO

7. Key Improvement Initiatives:
New starter inductions & site manager half day training course & pre project completion safety brief by HS&E dept
Consistent, professional induction process on all sites
HS&E team to meet with high risk supply chain partners on a regular basis – proactive not reactive.
Collaboration with supply chain management to improve behavioural safety on site – values & beliefs
Deliver pre completion safety briefings on all projects
HS&E team to develop & deliver Service Avoidance Plan (SAP) workshops with supply chain collaboration.
HS&E team to deliver MEWPs for managers course to site managers

8. Implementation Strategy:
PHSEM & Director of Safety to lead with full support from the MD & operations directors
HS&E dept to assist senior management, site managers & supply chain partners to understand the LCO ethos & safety culture comply with requirements
Training workshops for new starters & managers who may need to improve their HS&E management levels
Improve communication with Pre con teams, treat all site teams as an ‘internal’ customer & work closely with customer care on remedial/defective works
Advise & offer guidance to all projects & where necessary ensure incidents are thoroughly investigated and lessons learnt clearly communicated across the LCO/Group

9. Implementation Timescales:
Training workshops & inductions in place and running
SAP workshops to begin at the start of Q2
MEWPs for Managers to begin at start of Q2
Review progress at end of Q2
Behavioural safety training awareness – start Q3
Review progress at start of Q4
Plan 2015 start Q4
Success Measures:
Reduction in incidents/accidents reported
Reduction in 12 month AFR for 2014
Reduction in service strikes & fines
Minimum of 2 award winning projects at each 6 month period of group safety awards.

10. GOOD SAFETY LEADERSHIP
“Good safety means good focus, good discipline,
shared vision and the professionalism of our teams and our qualities as leaders.
Poor safety frankly means nothing else than a lack of leadership.”
Peter Voser - Chief Executive, Shell

11. Visible Safety Leadership
Respect
Example
Evolve
Consistency
Communicate
The message is clear – WDC Management, at all levels, need to demonstrate visible leadership if they are to influence the culture positively.
“When was the last time any of you carried out a safety visit / tour”?
Respect = Care, we are in it together, Trust and empowerment.
Consistency = All the time.
Example = Lead and set the highest of standards “The highest safety standard you set, is the lowest you walk past”.
Communication = Talk , listen to operatives on site.
Evolve = Learn from mistakes, strive for continuous improvement.

12. MANAGER OR LEADER…………?
The manager administers; the leader innovates.
The manager maintains; the leader develops.
The manager focuses on systems and structure; the leader focuses on people.
The manager relies on control; the leader inspires trust
“Management is doing things right……….leadership is doing the right thing”

13. Increased visibility of senior management
Senior manager safety tours (including MD, Commercial Director)
Full attendance at Group Safety conference (including Pre Con Director)
Support with ‘consequences’ where failing occur or improvement may be required.
Support with use & issuing of STOP or IMPROVEMENT notices
Increased visibility of middle management
Operations managers &project managers to carry out regular safety tours and complete managers inspection report
PM – weekly report
Ops – monthly report
Improve communication and engagement with site teams and the supply chain

14. It may not be an easy journey……….

15. Key Leadership Principles:
Don’t walk by – lowest standard you accept is the highest delivered
You MUST lead by example
STOP – Workforce empowered to stop if feel it is wrong/unsafe
A safe working environment drives safe behaviour – reduce potential slips/trips/falls (poor housekeeping)
Don’t blame the worker until you have accounted for all causes – Always start with WDC – we manage everything on site!
Use your workforce for ideas – SME, numerous other sites – good collaboration
Change does not usually happen overnight – It’s a ‘journey’
Knowledge is not enough – explain why wrong/unsafe
Encourage co-operation – communication/engagement
Don’t neglect occupational health – Dust/noise/stress

16. AS A LEADER ………. LEAD BY EXAMPLE …………. BE CONSISTANT……
AS A LEADER ……….. LEAD BY EXAMPLE …………..BE CONSISTANT…….. YOU NEVER KNOW WHO IS WATCHING…………..

17. What happens when it goes wrong?
Recent fall through a fragile roof light………..
Safety team on site to start investigation & provide support to the site team.
Thorough & immediate investigation, any failings identified discussed with site team and contractor.
Compile report & lessons learnt – NOT a blame culture
PHSEM & DofS hold discussions with WDC managers and the contractors – transparent & open meetings to review the incident start to finish.
Look to change/improve behaviour, re-train & re-educate all parties involved.
Held ‘leading & behaving’ safely session, key speakers who suffered life changing injuries.
6 sites in local area were shut, over 110 attended
Filmed as training DVD

18. Health & Safety - Achievements
WDC Cobham continue to maintain excellent H&S leadership standards across the business:
KPI’s
m man hours worked across Cobham sites
AFR reduction of 14% from 2012
Reportable’s Majors Over 7 day = 4
AFR (current) - 0
80% of projects completed so far in 2014 had a zero AFR
Service Strike Incidents:
2014 (current) – 1 (GHFS – double fine awarded)
Award Winners
2 attendees (4 awards) in Feb 2014 (Jul – Dec 13 period)
Accident rate continues to be reduced in Cobham
Service strike incidents are mainly down to a poor attitude towards breaking ground despite knowing services are in the area, WDC managers are not visible & many operatives are ignoring procedures and carrying on the work.
Merv Pollington, Tony Finney 18

19. There is no end to the journey………
It must be remembered :
H&S leadership is about PEOPLE and their daily ACTIONS
Commitment towards H&S leadership has to come from ALL levels within the organisation
ARE THERE
ANY QUESTIONS?