L E A D E R S C O M M U N I C A T E E N G A G E C U L T U R E & B E H A V I O U R C O M P E T E N T P E O P L E D E S I G N F O R S A F E T Y E F F E C T I V E P R O C E S S E S P E R F O R M A N C E A U D I T Promoting and reinforcing safe behaviours Lessons learnt from accident/ incident investigations proactively shared Actively encouraging honest performance feedback Workforce routinely provides feedback on hazards, close calls, improvement opportunities or observations Active use of Raising the Bar (RTB) and HE Safety toolkit Effective briefings on risk assesment Safety Committee meetings with Supply Chain Reward and recognition for contribution to health and safety performance Health and safety performance management across the Supply Chain Operative led safety meetings to review and identify health and safety improvement- Safety circle/Voice meetings Health and safety performance informs selection/promotion Living the “Personal Safety Commitments” Safety Culture Surveys undertaken periodically to inform safety improvement plans Near miss reporting promoted and visible action taken Just culture where people understand the implications of their actions Open and timely reporting of incidents, learning and actions taken Leading by example Effective plans in place for delivering Highways England health and safety obectives Highly visible safety leadership from Highways England and delivery partners Advanced planning of works with appropriate change control Robust Safety Management System Comprehensive and effective risk assessments Controls appropriate for site and activity-specific risks Engaging Toolbox Talks and training Personal Health, safety and wellbeing performancey Use of leading H&S indicators s Achieving good scores from HE audits Health and safety perfomances Open and timely reports of incidents, learning and action taken Relentless hazard elimination through design Competent and trained supervisors and people Drugs and alcohol tested and health screening and surveillance Inducted staff and workforce briefed daily before starting work CSCS or equivalent qualifications for the activity undertaken Competent Designers, designing for lifecycle safety w ho a n d t o d e liv e r a of w ho a n d a p p ly d e m o n st r at e d b y revie w ed by Residual construction and maintenance hazards identified Planning and designing for safe construction, operation and maintenance Buildability reviews (designer/ contractor/CDM Co-ordinator) include maintainability reviews ) Appropriate standards selected and clearly communicated Elimination of all fatalities, serious injuries and long term ill health Recognition as world class in Health & Safety Exemplar Client L E A D E R S H I P C A P A B I L I T Y D I R E C T I O N & G U I D A N C E A S S U R A N C E Effective communications using a variety of media Safety Excellence Wheel Health and Safety
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Transcript
LEADERS
COMMUNICATE
ENG
AG
E CULTURE & BEHAVIOUR COMPETENT PEOPLE
DESIGN FOR SAFE
TY
EFFE
CTI
VE P
ROCE
SSES
PER
FORMANCE AUDIT
Prom
otin
g an
d re
info
rcin
g sa
fe b
ehav
iour
s
Less
ons l
earn
t fro
m a
ccid
ent/
inci
dent
inve
stig
atio
ns p
roac
tivel
y sh
ared
Activ
ely
enco
urag
ing
hone
st p
erfo
rman
ce
feed
back
Work
forc
e routin
ely p
rovid
es fe
edbac
k
on haz
ards,
close
calls
, impro
vem
ent
opportuniti
es o
r obse
rvat
ions
Active use
of Raisi
ng the Bar (R
TB)
and HE Safety to
olkit
E�ective brie
�ngs on ris
k assesm
ent
Safety Committee meetings with Supply Chain
Reward and recognition for contribution to
health and safety performance
Health and safety performance management
across the Supply Chain
Operative led safety meetings toreview and identify health and safety improvement- Safety circle/Voice meetings
Health and safety performance informs
selection/promotion Living the “Personal Safety Commitments”
Safety Culture Surveys undertaken periodically
to inform safety improvement plans
Near miss reporting promoted and visible
action taken
Just culture where people understand the
implications of their actions
Open and tim
ely reporting of incidents,
learning and actions taken
Lead
ing
by e
xam
ple
E�ec
tive
plan
s in
plac
e fo
r del
iver
ing
Hig
hway
s En
glan
d he
alth
and
safe
ty o
bect
ives
Hig
hly
visi
ble
safe
ty le
ader
ship
from
Hig
hway
s Eng
land
and
del
iver
y pa
rtne
rs
Advanced planning of works with
appropriate change control
Robust Safety Management System
Comprehensive and e�ective risk assessments
Controls appropriate for site and
activity-speci�c risks
Engaging Toolbox Talks and training
Personal Health, safety and
wellbeing perform
ancey
Use of leading H&S indicators s
Achieving good scores from HE audits
Health and safety perfomances
Open and timely reports of incidents,
learning and action taken
Rele
ntle
ss h
azar
d el
imin
atio
n
thro
ugh
desig
n
Competent and trained supervisors
and people
Drugs and alcohol tested and
health screening and surveillance
Inducted sta� and workforce briefed
daily before starting work
CSCS or equivalent quali�cations for the
activity undertaken
Competent D
esigners, designing for
lifecycle safety
who
and
to deliver a
of
who
a
nd a
pply
d
emon
strat
ed by
reviewed by
Resid
ual co
nstruct
ion an
d main
tenan
ce
hazar
ds iden
ti�ed
Planning and designing fo
r safe
constr
uction, o
peration and m
aintenance
Buildability reviews (designer/
contractor/CDM Co-ordinator) include
maintainability reviews )
Appropriate sta
ndards selected and
clearly communicated
Elimination of all fatalities, serious injuries and long term ill health
Recognition as world class in Health & Safety
Exemplar Client
LEADERSHIP
CAPABILITY
DIRECTION & GUIDANCE
A
SSU
RAN
CE
E�ective communications using a variety
of media
Safety Excellence Wheel
Health and Safety
aiming for zeroOne workforce, zero harm
ObjectiveTo ensure the Health and Safety Excellence Wheel is completed correctly and within the defined timescales. The purpose of the wheel is to ensure the Highways England delivery partners monitor health and safety performance, have effective systems and develop improvement plans which will assist in the elimination of workplace injury and ill health.
Background The Safety Excellence Wheel was originally issued in June 2011 and was linked to the four key components of the then Highways Agency’s Construction and Maintenance Strategy.
n Leadership – to provide continual leadership and direction at all levels within Highways England and to our supply chain.
n Direction and Guidance – to responsively provide guidance and policy relating to this strategy and communicate best practice both within Highways England and to our external stakeholders.
n Assurance – the ability to demonstrate compliance with policy and deliver best practice and continual improvement.
n Capability – build and strengthen the capability of the Highways England and our supply chain to meet current and developing health and safety competency needs.
These components were broken down further into eight focus areas
n Leadership
n Communications and information
n Employee and supply chain engagement
n Culture and behaviour
n Competent and capable people
n Designing for safety
n Effective operating controls and procedures
n Audit and performance management
The eight elements were built into a wheel as the areas need to be worked within a continuous improvement environment, in that we need:Leaders who communicate and engage to deliver a culture and behaviour of competent people who design for safety and apply effective processes demonstrated by performance audit reviewed by leadership who…[based on the results achieved start the performance improvement cycle again].
Against each area, there are a set of best practice performance level statements that describe what ‘good looks like’ – 40 in total and these can be found in the Excellence Matrix Template.
Putting the wheel into practice and actions requiredRemember the emphasis is on improving performance and therefore an honest and self-critical approach should be used. Future team performance will be measured on the rate of improvement; not the absolute position – with the exception that no one should be below the minimum expectation for each level.
The wheel should be reviewed at the beginning of the project (within the first three months of construction) in a formal meeting by a review team made up of a cross discipline and organisation team, including representation from the Highways England (National health and safety team, Highways England project manager), designers, delivery partner and key supply chain to complete a self-assessment to reflect the current status on the project.
Using the wheel matrix templateReview each area in turn and identify evidence that satisfies each performance level statement for each focus area. Mark off each section as complete until the project review panel agrees a performance level statement is not being achieved. This statement should form part of an action plan that sets out the objective of the project going forward. Use this to identify the team’s strengths and weaknesses and inform an improvement plan. The improvement plan actions, owners and timescales can be recorded on the safety excellence scoring sheet with supplementary details appended as required.
The performance level statements are numbered one to five and should be reviewed in ascending order. For example if the project is not able to evidence that it is fully achieving performance level three of a particular focus section, then the project is scored as fully satisfying performance level two even if the project is able to evidence that they are achieving performance level four and five for that focus section.
Evidence to satisfy each performance level statement should be retained and readily available for future assessments.
Following the self-assessment process, the wheel matrix template will produce a histogram to demonstrate where the project currently sits against best practice; this should be prominently displayed around each project.
Periodically, (at least quarterly), the review panel should follow up the improvement plan to test whether actions have been implemented, assess the current status to see whether previous weak spots have been addressed and / or have changed and based on the re-assessment what new actions need to implemented.
The Highways England Project Manager will work with project teams to ensure that this approach is adopted but all cross discipline and organisational members are responsible for contributing to and developing the actions and reviews.
By way of good practice, delivery partners may wish to issue bespoke sections of the wheel to their 2nd and 3rd tier suppliers, to not only bring on their own supply chain but help feed evidence into their own.
Peer reviewBy way of good practice, delivery partners may wish to issue bespoke sections of the wheel to their 2nd and 3rd tier suppliers, to not only bring on their own supply chain but help feed evidence into their own.
Safety Excellence Matrix
Safety Excellence Scoring Sheet
If you need help accessing this or any other Highways England information,please call 0300 123 5000 and we will help you.
This document is also available on our website at www.highways.gov.uk
If you have any enquiries about this publication email [email protected] or call 0300 123 5000*. Please quote the Highways England publications code PR06/15.
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