The Behavioral Based Safety Journey British Sugar - Wissington Ivan Searle Health, Safety & Environment Manager Keith Jackson Health & Safety Specialist.

The Behavioral Based Safety JourneyBritish Sugar - Wissington

Ivan SearleHealth, Safety & Environment Manager

Keith JacksonHealth & Safety Specialist

30/10/2015

Agenda

1. Where we were

2. What we wanted to achieve

3. How its going

4. What went well

5. Peel Your Bananas

Culture Change Program – overall aim

3

Changing the British Sugar Culture

Compliance.What the law

requires us to do

Physical Safety.Plant, Fabric &

Equipment

Human Factors / Behaviours.

What people do and why they do

it.

Zero LTI aspiration

• Fire Risk Management• Process Safety• Engineering/Electrical/• DSEAR• Work at Height• Workplace Transport

• Culture Change • BBS programme• Line Management

Leadership and Objectives

• Safety Rep Development & Training

• Incident Investigations – Root Causes

Leadership workshops

Safety conver- sations

“Awareness for all” Workshops

Safety Improve-

ment Process

(SIP)

Application of key role model leader behaviours:- Culture- Role modelling- Communication- Fairness- Safety balance- Challenge- Assess risks- SIP process overview

Peer-to-peer and by leaders:- Challenge- Support- Reinforce- Hazard recognition- Constant awareness- Working safely

Identify and address root causes of unsafe behaviours and conditions- Site group(s)- With site support- Proactive addressing of issues- Five step DMAIC process lean sigma aligned- RM coached/facilitated

Safer Working:- Behavioural understanding- Corporate commitment understanding- Hazard recognition- Safer working skills- Reinforce key elements and behaviours- Understanding of consequences

Our behaviour based safety programme

6

Culture Change - progress

• 37 months into 60+ month programme• Leadership, Awareness & SIP Workshops

– Completed at all factory locations and– Other business areas – logistics, agriculture, central office– Over 1800 people trained to date, including regular contractors– Sharing with and including key contractors

• Challenge now to embed and make it “what we really do”– Line Management ownership and application the key– Tools to support - including line management led reviews, “safety game”,

more consistent communications– Personal objectives– Local “charters”

8

Wissington Safety Charter

How Are We Doing?

• The gut feel is getting better• Most people know we are not there yet• Recognition and acknowledgment that people are human• Reactive stats increased initially? Now showing signs of reducing• Severity has reduced especially this current year• The hard yards have now started – embedding

• Training• Dedicated SIP coordinator• Continuous Improvement Alignment• Contractors involvement and buy in• Psychology• Acceptance and expectance to be challenged• Safety charter development• Safety charter messaging, e mails, mouse mats, stress balls,

pens, torches, everywhere

What Went Well?

• The Behavioural Based Safety Cake• Sell & Tell• Senior team must lead – values & beliefs• SIP team make up• Dedicated resource• Look them in the eye when you shake their hands• Give people time• Use the tools• Make sure you are ready for it• Magic Wand• The journey is the important part • Don’t forget to focus on behaviours

Peel Your Bananas