Managing the Unexpected

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Managing the Unexpected

• and keeping people safe at the same time
• Jason Rowley
• Group Health and Safety Director
• Carillion

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Key Issues

• Leadership
• Behaviour
• Engagement

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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

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Safety Behaviour Standard
Very Effective
Not Effective

• What makes the difference between managers,
  supervisors, members of the workforce who are
• More effective at HS?
• Less effective at HS?
• We now have a clear idea of what types of HS
  behaviours we need and want from everyone, and
  those which are unhelpful

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

• 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 teams 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 HS
  concerns
• Gives prompt, honest feedback on concerns raised
  by the workforce

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Behaving Safely
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Supervisors Behaviours
I will
I will not
Set a bad example by breaking the rules.
Visit the workplace often to check on HS
Be weak, or hesitate to intervene and show
leadership.
Explain to my team that we expect HS 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 peoples behaviour, and accept
challenges too.
Deliver HS Excellence STANDARDS
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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)

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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

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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
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How are my behaviours perceived?
How should my behaviours change?
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Everyone
How should they change?
What are my behaviours?
If you stuck to the rules set an example it
would make the most difference to safety
Im 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
Im 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 dont think through what could go wrong now
if.
Someone should convince you why you should act on
unsafe conditions and acts
I dont always report unsafe conditions, or
challenge unsafe acts
You should join in safety discussions share
your knowledge
I look out for my workmates safety
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Supervisors
What are my behaviours?
How should they change?
You should take more time to assess risks up
front, and explain whats needed
I plan my work quite well, but dont 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 dont challenge poor behaviours enough, and I
reward good behaviours even less
Getting out on site more would make a real
difference to safety
I dont support or coach my team enough in
improving health safety
Do more about poor behaviours to show youre
serious about safety
Push the safety message harder, encourage more
reporting
I dont always listen to my teams ideas or
concerns
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Managers
What are my behaviours?
How should they change?
I know explain our standards and constantly
emphasise safety must come first
Tackle poor behaviours more, but reward where it
is safe
Show commitment to peoples ideas for
improvement. Act on them sooner
I dont always provide prompt, honest feedback to
concerns, or react quickly to resolve issues
Be more approachable for informal discussion
I dont 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 dont consider root causes, or involve the
workforce in looking for prevention
Treat your subcontractors fairly and equally
I dont always treat subcontractors equally or
fairly
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Dont Walk By
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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
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