1. James Cousins Chairman British Precast Health & Safety Committee ROLE OF INDUSTRY LEADERS

2. History – can’t influence Future – can influence It is the decisions that we make right now as leaders that will influence the future safety outcomes in our businesses.

3. Recognise where you are, and then; Make a Plan 1.Face the facts – start measuring. 2.Get you systems and standards in order. 3.Investigate incidents properly. 4.Embed improvement plans. 5.Ensure ALL senior staff are engaged on safety.

4. DiscountedTerminated Leg Item for specific action Back Pain – Seat broke PeoplePlantProcess Operator Previous Incident History Op Weight Seat Adjustment Speed of Vehicle Adequate Training Defective Components Check With Capiita 22 Stone Capacity Refreshed xx/xx/xx No Evidence of Speeding Investigate with manufacturer Inadequate Seat Design History of Kalmar Seat Failure No Yale Seat Failures Seat Adjusted By Phil Within Limits PPM AI not recording repairs they do Fitness for role Road Conditio n Diverted Route Ongoing Repairs Used Route all Night Davis Derby on Lindy Investigate New Design Inconsistent Investigation Seat Belt No CCTV to Confir m Incident Investigation

6. Business Improvement Plans Strategy ElementObjectiveTargeted Achievement Performance Measurements Plant – our equipment and facilities  Structural Safety  Enhance site welfare facilities  Learning from incidents:  Loading and Tipping, Bulk Powder, Load Security and Bitumen Management.  Eliminate structural failures  Provide welfare facilities that reflect our commitment to our people  Fully implement and embed equipment improvement  Structural programme embedded  Feedback via H&S Culture Survey  Incident learning implemented Management Systems – our standards, procedures, forms, etc Items marked with “*” are the three 2014 H&S Objectives.  HSEQ Self Assessment  Manual Handling standard & training *  Road Risk standard & training *  Contractor Management, focus on audit and review *  HSEQ Self Assessment in day to day use at all sites  New Manual Handling and Road Risk Standards deployed into business  Consistent audit and review of supply chain  Reduction in non conformances raised by external auditors  Reduction in manual handling and road risk incidents  Enhanced Supply Chain performance

7. Improvement Plan ▪What actions should you see: IST’s Statutory inspections Risk Assessments Incidents/Near misses Objectives & Targets (HS Plan) HSEQ Self Assessment Holcim Critical Incident Alerts H&S Meetings Safety Concerns ▪How often do you review closure of actions? ▪Check closure of high risk actions – is there comments on progress? Has it been escalated?

8. Felt leadership * *) Concept developed by DuPont Doing the right things, so people feel your influence and drive directed at the right things and sense that you really have value for doing those things DOING

9. Felt leadership* *) Concept developed by DuPont Doing the right things, so people feel your influence and drive directed at the right things and sense that you really have value for doing those things DOING BEING SEEN

10. Felt leadership* *) Concept developed by DuPont Doing the right things, so people feel your influence and drive directed at the right things and sense that you really have value for doing those things DOING BEING SEEN BEING BELIEVED

11. Felt leadership* *) Concept developed by DuPont DOING BEING SEEN BEING BELIEVED

12. Felt leadership DuPont Quote: “People don’t hear what we say because they are deafened by what we do”

13. Video