Thames Water Behavioural Safety Briefing 1½ hour

1. Thames Water Behavioural Safety Briefing1½ hour

2. Logistics and Safety in the Room • This briefing will last 1½ hours • Phones off • All conversations are confidential, take the behavioural safety message away but not the names, otherwise it becomes story telling • One conversation at a time • Be in the room • In the event of a fire ………

3. Introductions Find your ‘other half’ ……. +

4. Behaviour + Culture Engineering / Equipment Where do we need to Focus? Enable people to make safe choices Major push for compliance Improving SAFETY Processes and systems New standards Time

5. HSE Vision Our vision is to send everyone (who works for us and with us) home safer and healthier than when they came to work, having a positive effect on both their working and home lives, and ensuring the safety of everyone else who may be affected by our work. We will achieve this through, being one team with one vision, enabling transformational change of behaviours to a culture of Zero Harm (AMP 5 Leadership Team)

6. Leadership Team • To provide clear and visible leadership that challenges and improves health &safety performance. • To influence working practices, systems and behaviours so as to make a significant improvement to heath & safety performance

7. Output from the Leadership Team

8. Thames Water Commitment to Safety A message from our COO – Steve Shine

9. The Injury Pyramid 1 Fatality There is a huge difference between the consequences of an unsafe act and of a fatality and in our response to them 400 Reportable Injuries 20,000 First Aid 240,000 Near Misses 2 million Unsafe Actions – At Risk Behaviour and Unsafe Conditions

10. Kieron Deeney It will never happen to me

11. 4 Key Obstacles • Observing my colleagues and myself “asleep at the wheel” or preoccupied • Speaking up when I see someone at-risk • Being open to change when someonespeaks to me • Changing our perceptions

12. Relationship of Competency to Risk “Scared Stiff” Knowledge & Skills Perceived Risk “Concerned and Competent” “Asleep at the Wheel” Low Experience

13. 4 Key Obstacles • Observing my colleagues and myself “asleep at the wheel” or preoccupied • Speaking up when I see someone at-risk • Being open to change when someonespeaks to me • Changing our perceptions

14. Our Challenge – Changing Perceptions Action Results Perception The way we look at things drives our actions

15. Completion Thank you for your participation and contribution Let’s all get home safely. Every day.