Winning Hearts and Minds Pt. 1 The Construction Industry’s H&S Culture and Behaviour

1. Winning Hearts and Minds Pt. 1The Construction Industry’s H&S Culture and Behaviour Eur Ing Kevin Fear, BSc(Hons), CEng, MICE, MIHT, MIOSH, RSP Head of Health, Safety and Environment

2. Introduction • Based upon research and other evidence we will describe the Construction Industry’s current H&S culture • We will outline why improvements in our H&S culture are directly linked to delivering improvements in H&S performance and other benefits

3. Starting point • At the beginning of 2005 statistical evidence was showing a slowing-down, a bottoming out of the industry’s accident incident rate. What evidence was there that might help explain this?

4. Initial research HSE Research Reports 231-235 “Improving H&S in Construction, phase 2, Depth and Breadth” published in 2004

5. HSE rr general conclusions • “In terms of compliance it is apparent that all sector workers take shortcuts in order to get the work done more quickly and easily either through human nature or management pressure”

6. HSE rr general conclusions • “Construction is dominated by two cultures: • Just get it done, and • It won’t happen to me”

7. HSE rr general conclusions • “in the majority of these cases (construction transport accidents) it was felt that the problem stemmed from a violation of known rules more than a lack of knowledge”

8. Additional supporting evidence • From construction • BAA Terminal 5 • 2005 H&S Summit (zero tolerance) • Strategic Forum’s code of good working H&S practices • From other industries – • Shell Exploration and Production “Hearts and Minds”

9. CDM Consultation Document Culture and behaviour “Clients’ attitudes and approach (“cheapest and quickest”) was seen as the second biggest hindrance to progress – industry’s culture being the first” HSC/HSE March 2005

10. CDM Consultation (CD) “Although this CD focuses on the proposed legal changes, we must not lose sight of the need to promote changes in attitudes and behaviour within the industry. Without such changes, no set of regulations can achieve the step-change in health and safety that we want to see” HSC/HSE March 2005

11. Technology and standards HSE Management Systems Improved culture HSE Performance over time • Behaviour • Visible leadership / personal accountability • Shared purpose & belief • Aligned performance commitment & external view • HSE delivers business value • Engineering improvements • Hardware improvements • Safety emphasis • Integrated HSE-MS • Reporting • Assurance • Competence • Risk Management Incident rate Time

12. CITB-CS H&S Mission • CITB-CS will educate, train and inform industry to bring about a positive change in its culture and behaviour so that everyone in the construction industry: • Has a safe and healthy workplace. • Is respected and heard and are able to influence the health and safety aspects of their working conditions. • Displays uncompromising behaviour that respects and protects the industry’s workers and others who might be harmed.

13. What are the possible benefits? • Make the step change needed for industry meet its H&S targets • Retain existing skills • Maintain a healthy workforce • Attract and retain workers into the industry • Improve the image that society has of the construction industry

15. End of part 1 • To further improve the industry’s H&S record we must address H&S culture and behaviour • But how should we do this and what lessons could we learn from other industries?