Managing the Unexpected

1. Managing the Unexpected …and keeping people safe at the same time Jason Rowley Group Health and Safety Director Carillion

3. Key Issues • Leadership • Behaviour • Engagement

4. 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

5. Safety Behaviour Standard Very Effective Not Effective • 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 

6. 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 Whose Behaviour makes the difference? Reporting near misses and hazards

7. Everyone Follow rules Speak up Be aware Get involved Managers Set high standards Be open Confront risk Be proactive Supervisors Deliver H&S Excellence Encourage others Promote risk awareness Involve your team Behaving Safely

8. Supervisors’ Behaviours I will I will not Set a bad example by breaking the rules. Visit the workplace often to check on H&S Be weak, or hesitate to intervene and show leadership. Explain to my team that we expect H&S excellence Ignore the implications of letting standards slip Help the team to solve any conflicts between safety and productivity or cost Give the impression that safety is less important than productivity. Challenge other people’s behaviour, and accept challenges too. Deliver H&S Excellence STANDARDS

9. 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)

10. 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

11. 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”

12. How should my behaviours change? How are my behaviours perceived?

13. How should they change? What are my behaviours? Everyone If you stuck to the rules & set an example it would make the most difference to safety I’m very good at learning the rules where I work, but often break them If you helped make rules which were workable - people would follow them I’m very bad at identifying impractical rules or suggesting improvements You should give more thought at the planning stage about what problems there could be I don’t think through “what could go wrong now if….” Someone should convince you why you should act on unsafe conditions and acts I don’t always report unsafe conditions, or challenge unsafe acts You should join in safety discussions & share your knowledge I look out for my workmates safety

14. What are my behaviours? How should they change? Supervisors You should take more time to assess risks up front, and explain what’s needed I plan my work quite well, but don’t re-assess it enough when things change You should be re-assessing things more often when they change I get out to site a fair bit I don’t challenge poor behaviours enough, and I reward good behaviours even less Getting out on site more; would make a real difference to safety I don’t support or coach my team enough in improving health & safety Do more about poor behaviours to show you’re serious about safety Push the safety message harder, encourage more reporting I don’t always listen to my team’s ideas or concerns

15. What are my behaviours? How should they change? Managers I know & explain our standards; and constantly emphasise safety must come first Tackle poor behaviours more, but rewardwhere it is safe Show commitment to people’s ideas for improvement. Act on them sooner I don’t always provide prompt, honest feedback to concerns, or react quickly to resolve issues Be more approachable for informal discussion I don’t always get behind ideas intended to improve things listen to the workforce more, use their knowledge of ‘real’ problems to know what to fix I don’t consider root causes, or involve the workforce in looking for prevention Treat your subcontractors fairly and equally I don’t always treat subcontractors equally or fairly

16. “Don’t Walk By”

20. Week 4 –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 month Half Way