Managing the Unexpected …and keeping people safe at the same time Jason Rowley Group Health and...
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Transcript of Managing the Unexpected …and keeping people safe at the same time Jason Rowley Group Health and...
Managing the Unexpected
…and keeping people safe at the same time
Jason Rowley
Group Health and Safety Director
Carillion
Leadership
• Everyone “knows” that leadership is important but ….
• What does a good safety leader look like?• Aware and knowledgeable• Visible commitment• Leads by example• Confronts risk• Considers themselves personally responsible• Attends and contributes to safety events• Engages and discusses safety issues with workforce• Has ideas for improving safety• Generates passion• Integrates safety with other decision making
Safety Behaviour Standard
• What makes the difference between managers, supervisors, members of the workforce who are
• More effective at H&S?• Less effective at H&S?
• We now have a clear idea of what types of H&S behaviours we need and want from everyone, and those which are unhelpful
VeryEffective
NotEffective
Whose Behaviour makes the difference?EVERYONE
• Immediately reports incidents, near-misses, unsafe conditions and mistakes.
SUPERVISOR
• Encourages the team to report hazards, near misses and incidents and gives good feedback
• Seeks and listens to team’s concerns and ideas on safety
• Acts fast on safety issues, raising them with a manager if necessary
MANAGERS
• Makes sure that effective mechanisms exist for people to raise concerns, ask questions and get answers
• Is approachable for informal discussion about H&S concerns
• Gives prompt, honest feedback on concerns raised by the workforce
Reporting near misses and hazards
ManagersSet high standards
Be open
Confront risk
Be proactive
Supervisors Deliver H&S Excellence
Encourage others
Promote risk awareness
Involve your team
EveryoneFollow rules
Speak up
Be aware
Get involved
Behaving Safely
Deliver H&S Excellence
STANDARDS
Visit the workplace often to check on H&S
Explain to my team that we expect H&S excellence
Help the team to solve any conflicts between safety and productivity or cost
Challenge other people’s behaviour, and accept
challenges too.
Set a bad example by breaking the rules.
Be weak, or hesitate to intervene and show leadership.
Ignore the implications of letting standards slip
Give the impression that safety is less important than
productivity.
I will I will not
Supervisors’ Behaviours
What is Behaving Safely?
• A simple tool that describes the type of behaviours that are:
• Helpful• Unhelpful
• In itself Behaving Safely does nothing
• We need to engage with our managers/supervisors/ workforce so that the behaviours are:
• Recognised (good & bad) • Adopted (good)• Rejected (bad)
What is Behaving Safely?
• “Behaving Safely is what turns procedures and systems into reality…”
• There is nothing wrong with procedures and systems
• We need to keep doing what we already do …
• But to keep improving we have to:
• Engage with our workforce• Challenge our own and others
behaviours
Why Worker Engagement?
• Workers have a wealth of experience and knowledge about what makes the difference between work being safe or risky.
• Workers take part in safety discussions and are involved in decision making
“A Manager is just one person, whereas the workforce is 50-60 with good ideas”
Everyone
I’m very good at learning the rules where I work, but often break them
I’m very bad at identifying impractical rules or suggesting improvements
I don’t always report unsafe conditions, or challenge unsafe acts
I look out for my workmates safety
I don’t think through “what could go wrong now if….”
If you stuck to the rules & set an example it would make the most difference to safety
You should join in safety discussions & share your knowledge
If you helped make rules which were workable - people would follow them
Someone should convince you why you should act on unsafe conditions and acts
You should give more thought at the planning stage about what problems there could be
What are my behaviours? How should they change?
Supervisors
I plan my work quite well, but don’t re-assess it enough when things change
I get out to site a fair bit
I don’t challenge poor behaviours enough, and I reward good behaviours even less
I don’t always listen to my team’s ideas or concerns
Push the safety message harder, encourage more reporting
You should take more time to assess risks up front, and explain what’s needed
I don’t support or coach my team enough in improving health & safety
You should be re-assessing things more often when they change
Do more about poor behaviours to show you’re serious about safety
Getting out on site more; would make a real difference to safety
What are my behaviours? How should they change?
Managers
I know & explain our standards; and constantly emphasise safety must come first
I don’t always provide prompt, honest feedback to concerns, or react quickly to resolve issues
I don’t consider root causes, or involve the workforce in looking for prevention
listen to the workforce more, use their knowledge of ‘real’ problems to know what to fix
I don’t always get behind ideas intended to improve things
I don’t always treat subcontractors equally or fairly
Show commitment to people’s ideas for improvement. Act on them sooner
Be more approachable for informal discussion
Treat your subcontractors fairly and equally
What are my behaviours? How should they change?
Tackle poor behaviours more,
but reward where it is safe
Don't Walk By & Accident Frequency Rate
0
200
400
600
800
1000
1200
Feb-10
Mar-10
Apr-10
May-10
Jun-10
Jul-10
Aug-10
Sep-10
Oct-10
Nov-10
Dec-10
Jan-11
11-Feb
DW
B's
0.00
0.05
0.10
0.15
0.20
0.25
AF
R
Don't Walk By Accident Frequency Rate
Linear (Don't Walk By) Linear (Accident Frequency Rate)
“Don’t Walk By”
0.00
0.05
0.10
0.15
0.20
0.25
0.30
0.35
0.40
0
2,000
4,000
6,000
8,000
10,000
12,000
Mar-10 Apr-10 May-10 Jun-10 Jul-10 Aug-10 Sep-10 Oct-10 Nov-10 Dec-10 Jan-11 Feb-11
Mar-10 Apr-10 May-10 Jun-10 Jul-10 Aug-10 Sep-10 Oct-10 Nov-10 Dec-10 Jan-11 Feb-11
Series1 2,783 3,964 6,565 6,328 7,467 6,776 8,035 8,605 7,760 6,646 8223 10002
Series2 0.17 0.23 0.10 0.13 0.13 0.09 0.17 0.35 0.22 0.12 0.13 0.07
Services Businesses - AFR / DWB Correlation
Don't Walk By Analysis for 200 - 2009
409737 639 747 648
17152123
3739 3769
2225
5491 5542
8076 8078
7181
12019
8619 8743
7384
0
2000
4000
6000
8000
10000
12000
14000
Jan-08 Feb-08 Mar-08 Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 Jan-09 Feb-09 Mar-09 Apr-09 May-09 Jun-09 Jul-09
MONTHS
DW
B O
BS
ER
VA
TIO
NS
DWB 409 737 639 747 648 1715 2123 3739 3769 2225 5491 5542 8076 8078 7181 12019 8619 8743 7384
Jan-08 Feb-08 Mar-08 Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 Jan-09 Feb-09 Mar-09 Apr-09 May-09 Jun-09 Jul-09
AFR Tracking 2008 - 09
0.34
0.51 0.520.49 0.49 0.48
0.42
0.360.33
0.30 0.300.28
0.250.21
0.16 0.160.12
0.070.05
0
0.1
0.2
0.3
0.4
0.5
0.6
Jan-08 Feb-08 Mar-08 Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 Jan-09 Feb-09 Mar-09 Apr-09 May-09 Jun-09 Jul-09
Series2 0.34 0.51 0.52 0.49 0.49 0.48 0.42 0.36 0.33 0.30 0.30 0.28 0.25 0.21 0.16 0.16 0.12 0.07 0.05
Jan-08 Feb-08 Mar-08 Apr-08 May-08 Jun-08 Jul-08 Aug-08 Sep-08 Oct-08 Nov-08 Dec-08 Jan-09 Feb-09 Mar-09 Apr-09 May-09 Jun-09 Jul-09
AFR / DWB Correlation
0
1000
2000
3000
4000
5000
6000
7000
Jan Feb Mar Apr May June
Month - 2010
DW
B
0
0.05
0.1
0.15
0.2
0.25
AFR
DWB
AFR
Linear (DWB)
Linear (AFR)
Half WayHalf Way
Week 4 –Week 4 – DWB, HOW ARE YOU DOING THIS YEAR?DWB, HOW ARE YOU DOING THIS YEAR?Week 4 –Week 4 – DWB, HOW ARE YOU DOING THIS YEAR?DWB, HOW ARE YOU DOING THIS YEAR?
When you reach the top it means that each person in your centre is raising at least 1 DWB per monthWhen you reach the top it means that each person in your centre is raising at least 1 DWB per month