HUMAN AND ORGANISATIONAL RESPONSIBILITY€¦ · 06 Human and Organisational Factors: Behavioural Safety And Personal Responsibility Powering Improvement However, companies will need

HUMAN AND ORGANISATIONAL FACTORS: BEHAVIOURAL SAFETY AND PERSONAL

RESPONSIBILITY

VISION

The UK Electricity Industry will be a world leader in health and safety performance by 2015.

CONTENTS

Introduction 02

Part1–Humanandorganisationalfactorsintheelectricityindustry 03

Highlevelprinciples 06

Part2–Casestudies 10

02 HumanandOrganisationalFactors:BehaviouralSafetyAndPersonalResponsibility PoweringImprovement

INTRODUCTION

ThisisaspecialeditionoftheSHEReviewinsupportofthePoweringImprovementthemeof‘HumanandOrganisationalFactors:BehaviouralSafetyandPersonalResponsibility’.Thisfocussedontheactionsofindividualsandhowtheyworkwithincompanies,lookingatthebehaviours,competencyandabilityoftheworkforceatalllevels,andimprovingthemanagementapproachtotheseissues.

Theaimwastoensurethatbytheendoftheyearthatworkersintheelectricityindustry(fromseniormanagerstofrontlineemployees)weremoreawareofhowtheirbehaviourcouldimpactonthehealthandsafetyperformanceoftheircompany.Bydoingsocompaniesandtradeunionsworkedtogethertoensurethatemployeesarecomfortableandsupportedinchallengingunsafeactsandconditions.

Thiswasachievedbylookingatcurrentandpasttechniquesusedbycompaniestoaddresstheseissuesandtherehasbeenarealopennessinsharingexperiencesofcompanybehaviouralsafetyinitiatives.Thereisalsoanongoingneedtoapplythosepracticesthatprovedtobemosteffectiveandtoadoptbestpracticeprincipleswhendevelopingbehaviouralsafetyprogrammes.

ThisSHEReviewoutlinesthehighlevelprinciplestobeconsideredbeforeintroducingsuchaninitiativefollowedbyawidevarietyofcasestudiesfromEnergyNetworksAssociation(ENA)andEnergyUKcompanies.Acompletesetofallthecasestudiesisavailableunderthe2013CaseStudiessectionofthePoweringImprovementwebsiteandanextendedversionofthisreviewissimilarlyavailableintheBehaviouralSafetysection.

ThroughoutthedocumentHSE’sdefinitionofHumanFactorsisused:“theenvironmental,organisationalandjobfactors,andhumanandindividualcharacteristics,whichinfluencebehaviouratworkinawaywhichcanaffecthealthandsafety”.Thisdefinitionincludesthreeinterrelatedaspectsthatmustbeconsidered:thejob,theindividualandtheorganisation.“Behaviouralsafety”isusedasshorthandforthewiderangeofinitiativesandprogrammesdesignedtoinfluenceworker’smotivationandabilitytomakedecisionsandactinwaythatensuressafety.

Mike LeppardSHEAdviserEnergyNetworksAssociation

PoweringImprovement HumanandOrganisationalFactors:BehaviouralSafetyAndPersonalResponsibility 03

PART 1 HUMAN AND ORGANISATIONAL FACTORS IN THE ELECTRICITY INDUSTRY

BACKGROUND

TheHealth&SafetyLaboratory(HSL)wascommissionedin2009tocarryoutindependentresearchtogainagreaterunderstandingoftheunderlyingbehaviouralandsafetyculturewithintheelectricitynetworkssector.Anumberoftargetedareaswereidentifiedasbeingparticularlyrelevant:

> RolesandresponsibilitiesTheneedforeveryonetounderstandtheirresponsibilities,whichmustbeclearlydefinedandcommunicated.

> CompetenceandtrainingBothoperationalandrefreshertraining,andtoensurestaffdonotworkbeyondtheircompetency.

> ProceduresEncourageownership,communicatethevalueofsafetyoverperformanceandremoveanyproductionincentivescouldencouragepeopletoviolatesafetyprocedures.

> ResourcesEnsurethatstaffareequippedwiththenecessaryresourcestocarryouttheirworksafely.

> SeniormanagementSitevisitsshouldbedesignedtobeinformalandenabletwo-waycommunicationwithstaff.

> TechnicalhealthandsafetycommunicationTheneedfororganisationallearningratherthanapportioningindividualblame,andsupporttostopworkonsafetygrounds.

> ContractorsSetthesamestandardsforcontractorsandemployees.

Thisresearch,combinedwithknowledgeofregulatoryandexpertguidanceinthisfield,helpsbuildanunderstandingofsafetycultureanditsbenefitstoorganisations.Thiscanpotentiallyleadtoreducedlevelsofinjuriesandcoststhroughculturalchange.ThereportwasalsoamajorcontributortothedevelopmentofthePoweringImprovementStrategy.

HSLdefinesSafetyCultureaspartofthejourneytowardsimprovingorganisationalreliability.Safetymanagementsystemsdeterminewhetheranorganisation’sprocesses,standardsandsystemsareadequatelydesignedandimplemented,andhelpidentifyandprioritiseanyimprovementsneeded.Thedevelopmentofbehaviouralsafetyprogrammestoaddressunsafebehaviourscanthenbeintroducedoncethisorganisationalreadinesshasbeendeterminedleadingtoasafetyculture,whichisdefinedas“theproductofindividualandgroupvalues,attitudes,perceptions,competencies,andpatternsofbehaviourthatdeterminecommitmentto,andthestyleandproficiencyof,anorganisation’shealthandsafetymanagement”(HSC,1993).Ourattitudes,orourculture,become“thewaythingsaredonearoundhere”andinturninfluenceallofourbehaviours.Thesebehaviourstheninfluencetheimpactandeffectivenessoftheexistingriskcontrols,therebyinfluencingoverallhealthandsafetyperformance.


THEORYAnunderstandingofthetheorybehindbehavioursisfirstnecessarytohelpusplanhowandwhereimprovementscanbemade.

Humanerrorsandviolationscanbebroadlydividedintoskillbasederrors,mistakesandviolations.Theactionsneededtopreventfurtherfailingswilldependonwhichtypeoferrorandviolationisinvolved.Apportioningblameonindividualsiscounter-productiveandrunstheriskofalienatingtheworkforceandunderminingthesafetyculture,whichiscrucialtocreatingandmaintainingasaferworkingenvironment.Soweneedtounderstandwhyerrorsaremadetohelpdeterminethebestmethodsofavoidingorcorrectingthem.

InformationisavailablefromHealthandSafetyExecutiveguidanceincludingHSG48‘ReducingErrorInfluencingBehaviour’andINDG468‘InvestigatingWorkplaceAccidentsandIncidents’.

Skill-basederrorsSkillbasederrorssuchasslipsandlapsesareusuallyassociatedwithfamiliartasks.Theerroroccursifattentionisdiverted.

SlipsSlipsaregenerallysimple,frequentlyperformedphysicalactionsthatgowrong.

LapsesTheseappearasshort-termmemorylapseswhereanindividualforgetstoperformarequiredaction,whenanactionisperformedoutofsequence,orastepinasequenceismissed.

MistakesMistakescanbedividedintotwoareas,RuleBasedandKnowledgeBased,andarenormallydecisionmakingfailuresorerrorsofjudgementleadingtothewrongcourseofactionbeingtaken.

Rule-basedmistakesThesehappenwhenapersonhasasetofrulesforcertainsituations,butappliesthewrongrule.

Knowledge-basedmistakesThesehappenwhenapersonisfacedwithanunfamiliarsituationforwhichheorshehasnorules,useshisorherknowledgeandworksfromfirstprinciples,butcomestoawrongconclusion.

Violation (rule breaking)Adeliberatefailuretofollowtheruleswhenanindividualknowsit’sthewrongthingtodo,cuttingcornerstosavetimeoreffort,orduetothepressureofproductiontargets.

Therearethreetypesofviolation–Routine,SituationalandExceptional:

RoutineInthissituationnon-compliancebecomesthenormandthereisageneralconsensusthattherulenolongerapplies.

SituationalNon-complianceisdictatedbysituationalpressuressuchastimeconstraints,workloadorunsuitabletoolsandequipment.

ExceptionalTheseeventshappenwhensomethinghasalreadygonewrongandacalculatedriskistakeninbreakingtherules.

Ifhumanfailingsareidentifiedasacauseofanadverseevent,wethenneedtoconsiderthefollowingfactorsthatcaninfluencehumanbehaviourtohelpfindasolutiontoaddressthem.


Jobfactorsdividedattentionordistractionsarepresent;inadequateoroverlycomplexprocedures;insufficienttimeavailable.

HumanfactorsPhysicalability;competence(knowledge,skillandexperience);fatigue,stressandmorale.

OrganisationalfactorsWorkpressures;availabilityofsufficientresources;qualityofsupervision;peerpressure;thepervadingsafetyculture.

PlantandequipmentfactorsClearandsimpletoreadcontrols;correctequipmentdesign;workplaceergonomics.

AIMS

Anunderstandingofbehaviourhelpsdeterminewhetherthereareissuestoaddressinthebusinessandtheformatoftheprogrammeorinterventionthatcanbeintroducedtotacklethem.BehaviouralSafetyProgrammeswillleadthebusinessfurtherdowntheBradleyCurvefromBasicLegalCompliance,toSelfDirectionandthentoeffectiveBehaviouralSafety.Thiswillalsoshowhowfarupthe‘CulturalLadder’theorganisationis,withtheaimtobetomovefromaReactivetoCalculativetoProactiveandultimatelyGenerativeleveloftrustandaccountability.

Thisrequiresanintegratedapproachtooccupationalhealthandsafetymanagement,whichincorporatesandlinkstogetherorganisationalcontrolsandmanagementbehaviour.Thecompanywillalsoneedtoestablishaclearcommitmenttoemployeewellbeing,setexpectationsforallstaffandbeclearonthebusinesscase(safetyversuscompetitiondrivers).Managementwillthenneedtosetout

clearrolesformanagersandstaffand,inhighlightingthatsafetyandorganisationalchangeaffectseveryone,identifyroutestobothinvolvingpeopleanddevelopingpositiveworkingrelationshipsacrossthewholeorganisation.Thisprovidestheplatformforcooperationbetweenmanagementandemployees.

Behaviouralsafetyprogrammesshouldexisttochallengeandimprovethebehaviourofemployeesandmanagersalike.Thisshouldleadtoacultureofconstructivechallenge,theidentificationofdangeroussituationsandthesystemsofworkandsolutionsthatareneededtoaddressthese.Managersareencouragedtolearntolead,butultimatelythefocusshouldbeonachievingimprovementsinsafetyperformancethroughtheengagement,involvementandactionsofallstaffandcontractors.Therewillalsobeopportunitiesforthesebehaviourstobeappliedinwidercontexts,includingengagementwithcustomersandthegeneralpublic.

Companiesneedtoworkwithallstafftounderstandthebarrierstosuccessandprioritiseareaswithinthebusinessthatcanbeimproved.ThereisaneedtoDiscuss,Debate,DecideandDoinordertodeliverwhathasbeenplanned,andthenmonitortheprogressthathasbeenmade.Asthecultureisdevelopedandembeddedwithintheorganisationtheneventuallyitwillbecomebusinessasusual.

Anincreaseinreportinglevelsthroughamoreopencultureandareductioninthenumberofaccidentsandincidentsreportedshouldresult.Withinthisreportingframeworkthereisaneedwithintheindustrytomovetoa‘FairBlame’andnota‘NoBlame’culture.


However,companieswillneedtorememberthatbehaviourchangetakestime.Neverthelessorganisationsneedtodemonstrateaninvestmentinpeopleastheirmostvaluableresource.Companiesneedtohaverealisticexpectationswhenintroducingabehaviouralprogrammeandbemindfuloftheimpactandlifetimeofsignificantorganisationalchanges.Feedbackanddiscussiononprogresscanbeelicitedviafocusgroupsandsurveys,butcompaniesmustbepreparedtoabsorbbothnegativeandpositiveresponses.Asatoolbehaviouralsafetyhasahugepotentialtodeliverimprovementstooverallsafetyperformancebutitrequiresbothalongtermcommitmentandawillingnesstoconstantlyreviewandreviseanyinitiativethatisintroduced.

HIGH LEVEL PRINCIPLES

INTRODUCTION

Therehasbeenalargeuptakeof“behaviouralsafety”approachesoverthepastdecadeinawiderangeofindustriesincludingtheelectricitysector.Thereisawiderangeofbehaviouralsafetyprogrammesavailablebuttheygenerallyinvolvethedefinitionofsafe/unsafebehaviours,observationsofbehavioursbytrainedobserversandfeedback/reinforcementofbehaviours.

Itisrecognisedthatmanagementandorganisationalfactorshavealargeinfluenceonaccidentsandincidents,eitherdirectlyorthroughtheirimpactonthebehavioursofemployees.Goodbehaviouralsafetyprogrammesgettotheheartofunderlyinginfluencesandchangethese.

POTENTIAL BENEFITS OF SUCH PROGRAMMES:

> Managementdemonstratetheircommitmenttoimprovingsafety.

> Theworkforceandmanagementareactivelytalkingtoeachotheraboutsafetyissues.

> Thereisanincreasedprofileofhealthandsafetywithinthecompany.

> Thereisanincreasedvisibilityofmanagementintheworkplace.


> Itpotentiallyleadstoimprovedemployeeengagementinsafety.

> Managersandsupervisorslearntoreactpromptlytounsafeacts(andhavealegitimatemechanismfordoingso).

> Managersandsupervisorspotentiallyimprovetheirsafetyleadership.

POTENTIAL PITFALLS

Injustifyingbehaviouralinterventions,itisoftenclaimedthat70-80%ofincidentsarecausedby‘humanerror’.However,managersoftenseethe‘human’inhumanerrorasreferringtofrontlinepersonnel.Behaviouralsafetyinterventionsneedtogobeyondthebehavioursoffrontlinestaff.

Afocusonindividualoperatorsignoreslatentconditionsthatunderlieincidentsandimpliesthatincidentscanbepreventedsimplybyoperators“takingmorecare”.However,thisisnotastrategywhichcanbeeffectiveindealingwithhazardsaboutwhichworkershavenoknowledgeandwhichcanonlybeidentifiedandcontrolledbymanagement.

Itisimportanttoconsiderexactlywhichaspectsof“healthandsafety”abehaviouralinterventionmaybeabletoinfluence.

Behaviouralsafetyinterventionscansometimesbeintroducedinisolationfromothersafetyinitiatives.

Manysupportersofbehaviouralsafetyprogrammesstatethatlargeimprovementsinsafetyhavebeenmadeinthepastdecadeorsoinengineeringandsafetymanagementsystemsandthatnewapproachesarerequiredtoencouragefurtherimprovement.Althoughlargeadvanceshavebeenmadeinthese

areas,majoraccidentsarestilloccurringduetofailuresintheseaspects.Itisthereforenotappropriatetoconcludethatwehave‘solved’engineeringcausesofaccidents,nortoassumethatnofurtherfocusonmanagementsystemsisrequired.TheStepChangeinitiativeintheoffshoreoilandgasindustryacknowledgesthat:‘addressingbehavioursmustnotbeseenasanalternativetoensuringthatadequateengineeringdesignandeffectivesafetymanagementsystemsareinplace’(StepChange,2000,p.5).

Thereisadangerthatbehaviouralprogrammesmaydrawresourcesandattentionawayfromotherhealthandsafetyissues.Behaviouralinterventionsshouldbeseenasanintegratedpartofarobusthealthandsafetymanagementsystem.

Organisationsembarkingonbehaviouralprogrammesshouldretainabalancedapproachandconsiderwhetherabehaviouralinterventionisrightfortheircompanyatanyparticulartime.

BEFORE INTRODUCING A BEHAVIOURAL SAFETY PROGRAMMECulturalorbehaviouralinterventionswillonlybesuccessfulifengineering,technicalandmanagementsystemsareinplaceandworkingwell.Therefore,beforeabehaviouralsafetyprogrammeisintroduced,companiesneedtoensurethattheyhavesatisfiedthefollowingconditions:

> Allhazardshavebeenidentified.

> Humanperformanceissueshavebeenidentifiedandmanaged(particularlyinrelationtosafetycriticalrolesandactivities).


> The“hierarchyofcontrol”hasbeenappliedtopreventtherealisationofidentifiedhazards,orminimisetheirconsequencesshouldtheyoccur.

> Thesitehastherequiredengineering,operatingandmaintenancecapabilityandexperience(includingappropriatestaffinglevels).

> Accurateoperatingproceduresareavailableforalleventualities,includingprocessupsetsandemergencies.

> Operatorsarefullypreparedtodealwithallconditions.Thiswillincludeidentificationoftrainingneeds,training,assessment,rehearsalandre-assessment.Thistrainingshouldnotjustprovidetheminimumknowledgerequiredtooperatetheplant.Thiswillhelptomanage‘residualrisk’arisingfromhazardsthatwerenotidentifiedoreffectivelyaddressed.

> Lessonshavebeenlearntfromsite,companyandindustryexperience.

> Successionplanningensuresthatcorporateknowledgeisretained.

> Safetymanagementarrangementsandriskcontrolmeasureshavebeenreviewedtoensurethattheyremainusableandrelevant.

TIMING

Timingisimportant.Oncetechnicalandsystemsissueshavebeenaddressed,thecompanyneedstoaskwhetherabehaviouralapproachistherightapproachatthistime.Onlywhenthetechnicalandsystemsissueshavebeensuccessfullyaddressedcanitbeassumedthataccidentsareduetoculturalorbehaviouralfactors.Inorderforabehaviouralinterventiontoprosper,thereareseveralaspectsthatmustbeconsidered,includingthat:

> Thereexistsanappropriatebalancebetweenproductionandsafety.

> Thereisvisibleandrealmanagementtohealthandsafety.

> Thereismanagementcommitmentandtheresourcestoseeitthrough.

> Thereisahighleveloftrustbetweenmanagementandemployees.

KEY PRINCIPLES

> Managementandorganisationalfactorshavealargeinfluenceonaccidentsandincidents,eitherdirectlyorthroughtheirimpactonthebehavioursofemployees.

> Theminimumrequirementforchangingbehaviouristhatthetargetaudiencehasthecapability(theyareabletochangebehaviour),theyaremotivated(wantittohappen),andthereistheopportunityforbehaviourchangetooccur(thatitcanhappen).

> Behaviouralsafetyinterventionsneedtogobeyondthebehavioursoffrontlinestaff.


> Itisimportanttoconsiderexactlywhichaspectsof“healthandsafety”abehaviouralinterventionmaybeabletoinfluence.

> Behaviouralsafetyinterventionsshouldnotbeemployedinisolation.

> Thereneedstobeamanagementcommitmentandtheresourcestoseesuchaprogrammeorinterventionthrough.

> Thereneedstobeahighleveloftrustbetweenmanagementandemployees.

> Suchaprogrammeisnotaone-offexercise,butanewwayofworkingthatmustbemaintainedforanypositiveresultstobesustained.

> Notallinterventionsarecompletelysuccessfulintheirmainaim.Highexpectationsmayleadtolaterdisillusionment.


> Beclearaboutwhatyouwanttoachieveandhowyouwillknowthatyouhaveachievedit.

> Pilottheintervention(e.g.toensurethattheapproachisworkable,thatthefacilitators/observersunderstandwhat’srequiredandthattheappropriatedataisbeingrecorded).

> Behaviouralinterventionsareonlyoneaspectof‘humanfactors’.

> Behaviouralsafetyprogrammesareonlyonetoolinthesafetypractitionerstoolbox.

> Knowthelimitsofsuchinterventionsandpreparethegroundbeforehand.

> Talktoothersimilarcompanies/tradeassociationsabouttheirinterventionsandexperiences.

> Listentoyouremployeesandusetheprocesstoimprovedialogue–involveemployeesearlyinthechoiceofprogramme.Engagingwiththeworkforceisvital.

> Makethelanguage,styleetc.oftheprogrammeyourown(off-the-shelfpackagesmaynotbeappropriateforyourneeds).

> Usestrongon-sitefacilitators–thesuccessofsuchinterventionsisgreatlyhelpedbypersonable,experiencedandrespectedsitepersonnelasfacilitators.

> Ensurethatthefocusisontherootcausesofbehaviours.

> Onmajorhazardsites,don’tneglectprocesssafety;(beware‘whatgetsmeasuredgetsdone’).

> Shareknowledgewithpeers.

> Learnfrompastincidents.

> Managersatalllevelsneedtodemonstrategoodleadership.

PART 2 CASE STUDIES

Thefollowingexamplesoutlinethekeyprinciplesthathavebeenemployedbyanumberofcompanieswhichhaveintroducedbehaviouralsafetyinitiatives.AcompletesetofallthecasestudiesisavailableonthePoweringImprovementwebsiteat:www.poweringimprovement.org/case-studies/behavioural-safety-and-personal-responsibility-case-studies

DOOSAN BABCOCK – HUMAN PERFORMANCE

PerformancehasalwaysbeenatthetopoftheagendaatDoosanBabcockforefficientproductivitywithintheirindustry.ThiscasestudywillillustratewhenandwhereDoosanstartedtofocusonHumanPerformancewithintheirtraininginitiatives.


In2009aSeniorManagementsteeringgroupconsideredastatementthatread:

“We still have events that have an adverse impact on our business and our people”

Thisstatementempoweredthebusinesstoexploreideasthatcouldbeincorporatedintothecompanywayofworkingthatwouldbenefitnotonlyhealthandsafetyandperformancebutacrossallthattheydo.IndoingsoDoosanlookedattheworkalreadyachievedbytheEDFProgramme.FromtheknowledgeandexperiencegainedfromthatprogrammeDoosandevisedtheirownspecific‘HumanPerformance’programmebrandedfocus2Zero–‘AnErrorPreventionJourney’.Thiswasinitiallylaunchedin2010andsupportsthePoweringImprovementthemeofHumanandOrganisationalFactors:BehaviouralSafetyandPersonalResponsibility.Itisaimedatfocussingonhumanperformanceandstandardsandexpectations,withthefocusonerrorpreventionandworkingtowardsexcellenceinbusinessdelivery.

ThethemebyDoosanhighlightedareasofimprovementthatcouldbemadebyrecognisinghumantendenciesandweaknesses.ThroughthistheywereabletoidentifytheprinciplesofHumanPerformance:

> Humansarefallible.

> Errorispredictable.

> Organisationinfluencesbehaviour.

> Behavioursarereinforced.

> Eventsareavoidable.

Totacklesomeoftheseissues,theirapproachaimedtoengenderapreventativeandeffectiveapproachtoErrorPreventionthroughtheuseoftheirErrorPreventionTools.

Doosanapproachedanumberofexternalorganisationsthatspecialisedinspecificprogrammetrainingtoaidthemwiththeirtrainingcourses,suchas:

> TheKeilCentre‒limitedcompanyofCharteredPsychologistsandRegisteredErgonomists.

> eOrigen‒AmarketleaderineLearning.

> tdr‒Aprofessionaltraininganddevelopmentcompany.

Someofthetrainingthatwasprovidedtoemployees(includingseniormanagement)wasundertakeninaspecificmannertosuitthe‘focus2Zero’journey.Itisimplementedthroughtrainingstaffintheprinciplesofhumanbehaviouranderror/violationtheory.Itisthereforeimportanttofirstdevotesufficientresourcestofoundationtrainingforallstaffandleadershiptrainingformanagers;thisprovidestheenvironmentforallstafftodevelopanunderstandingofactiveandlatenterror,errortrapsandthepreventiontoolsthatcanbeimplementedtohelpmitigatesuchrisks.

Oneofthekeyconceptsconveyedduringtrainingishelpingemployeestolearntheconceptof‘ErrorTraps’andunderstandhowtheycanbeavoidedinworkscenarios.

‘ErrorTraps’isaphraseDoosanBabcockdevelopedtodescribeanythingthatallowsanerrortobecomemoreprevalentorlikelytooccur,througheitherintentionalorunintentionalbehaviour.


Oncetraininghadtakenplaceforallemployeesthemessageof‘HumanPerformance’and‘ErrorPrevention’wasthenreiteratedthroughtheuseofinspirationalposters,thesearenowdisplayedacrossmanyDoosansitesandusedtoaidmotivationamongstemployees.Doosanalsoproducedahandbookthatcouldbegiventoemployeesonerrorpreventiontohelpremindthemoftheirtrainingandwhatisexpectedfromthematwork.Thehandbookalsoincludedfamousquotesfrominspirationalfiguresofthepast,againtokeeptheprogrammeentertainingandrelatable.TherearealsoHumanPerformanceLeadershiptoursforseniormanagementandarecentlydeveloped

onlinesystemthatallowsSteeringGroupstorefinetheprogrammeandtargetsupport,promotionandeffort.Italsoallowsbusinessareastoanalysetheirownapplicationwiththeneedtobeclearonstandardsandexpectations.

Changeinauditingandrecordingalsoimprovedthroughthisinitiativewiththeuseof‘CriticalTaskAnalysis’.Doosanundertakesthisactivitywhere,ifafailureweretooccur,theoutcome(severity)couldveryeasilyresultinaverysignificantinjury.AsupervisedauditwouldtakeplaceandTake5workforceassessmentsarecarriedoutpriortocommencementofatask.


2013/2014

TotaketheprogrammeforwardDoosanBabcocknowhavetargetedworkstreamsthatwillfurtherembedtheHumanPerformancestrategy.Thenextstagewillbetoestablishthedegreetowhichchangedattitudesandbehaviourshavehadapositiveimpactonthebusinessandassesswhetherthedesiredresultsonoverallsafetyperformancehavebeenachieved.Thiswillshowhowfarupthe‘CulturalLadder’theorganisationis,withtheaimtomaintaintheproactiveapproachthatgeneratesthecorrectleveloftrustandaccountability.

SUMMARY

ThroughDoosan’sHumanPerformanceProgrammetheyrecognisedthatHumanErrorispredictableandpreventable.ThroughtheirtrainingtheywereabletoraiseawarenessofHumanPerformanceexplainingwhyitwascriticaltothewaytheywantedtoworkinthefuture.Throughthistheytraintheiremployeestorecognisecommon‘ErrorTraps’andhowtorecognisethemintheworkplace,byequippingtheiremployeeswithErrorPreventionTools,theyreinforcethemessagethatHumanPerformancecanbeappliedtoallaspectsofwork.

ThecontrolofhealthandsafetyriskwithinElectricityNorthWestLimited(ENW)isheavilyreliantonthebehaviourofworkersundertakingoperationalactivities.Primarilythisriskcontrolfactorisduetotheperipateticanddynamicnatureofmuchoftheworkundertakenwithinthebusinessandthesubsequentneedforworkerstocontinuallymakeriskbaseddecisions,interpretestablishedrulesanddetermineandapplyappropriatecontrols.

WhilstmanyaspectsofinfluencingbehaviourshavebeenconsideredinthedevelopmentoftheproceduresandcompetencecriteriautilisedinENWoperationsandareinherentintheHS&Emanagementsystem,aspecificprogrammelookingatpositivelychanginghealthandsafetyrelatedbehaviourswasinitiatedin2011andwhichcontinuestorun.

Theprogrammeisbasedoncurrentresearchintoimprovingsafetyculturesandinparticularthe“AffectiveSafetyManagement”ASM®conceptdevelopedbytheInternationalInstituteofRiskandSafetyManagementandcontinuedthroughtheworkofDrTimMarshofRyderMarshLtd.AkeypartoftheprogrammeisbehaviouralsafetytrainingdeliveredbyRyderMarshwithchangebeingdeliveredbytheENWindividualsandteamsinvolved.


ProgrammeTheprogrammeoriginallyinvolvedtheestablishmentofworkforceprojectteams,selectedfromwithinbusinessareasandmadeupofpeopleidentifiedaskeysafety“leaders”inthatarea.Theteamsthenattendedafourdaytrainingcoursecoveringbehaviouraltheory,safetyculturetheory,behaviouralanalysismodels,justculture,leadingbyexample,challengingeffectively,coaching,andbehaviouralobservationandfeedback.Fromthetrainingtheprojectteamthenappliedthelearningintheworkplacebyidentifyingandprioritisingpositiveornegativebehavioursthattheyortheircolleaguesdemonstrate,identifyingrootcausesandtheninitiatingchanges.

Atthesametimeasthespecificanalysisandchangeactivitieswereundertaken,theprojectteamutilisedtheirlearninganddevelopmenttoobserve,analyseandchallengeeverydayunsafebehavioursandindoingsodeveloptheoverallsafetyculturewithintheirarea.

Underpinningtheworkforceprojectswasthedevelopmentofthewidercorporatesafetycultureandinparticularleadershipbriefingsforboardandseniorteams,thedevelopmentofaprocessforescalating,implementingandcommunicatingchangeideas,thedevelopmentofa“justculture”andthedeliveryoftheoverallpeopleandleadershipchangeprogramme.

InNovember2011areviewoftheprogrammewasundertakenwithfeedbackfromattendeesandRyderMarshanalysed.Feedbackfromdelegateswasverypositiveandthegeneralconsensusamongthosewhoattendedwasthattheprogrammeisveryimportant,leadingedgeandcouldmakearealdifferencetosafetyperformance,butthetrainingistoolong

whichwillproveablockertothewiderroll-outoftheprogrammeandthereforeitseffectiveness.

ItwasalsoidentifiedduringthereviewthatthereisaverycloselinkbetweentheleadershipandcoachingelementsofthebehaviouralsafetyprogrammeandthewiderElectricityNorthWestleadershipanddevelopmentprogramme.

Tomaintainthemomentumoftheprogramme,andensureitswiderimpact,itwasdecidedtosplitthetrainingintothreemodules,allofwhichwouldbelinkedintothewiderElectricityNorthWestleadershipanddevelopmentprogrammetoensureanypotentialsynergieswererealised.

Module1:UnderstandingCulture

Thisisaonedaycourseaimedateveryoneinthecompany.Itlooksattheeffectsofcultureandhelpsparticipantstostepbackandlookatthecultureoftheorganisation.Thecourseintroducestheconceptofbehaviouralsafetyandhowwecanusethistoimprovethesafetyculturewithinthecompany.

Withinthiscoursewelookat:

> TheParker&Hudsonmodelofsafetyculture.

> TheBradleyCurve,withanemphasisontheimportanceofdevelopinganInterdependentculture.

> ThejustcultureprocessandhowitappliestoElectricityNorthWest.

> Tounderstandthejustcultureprocesswelookatthehumanbrainanditslimitations.

> Anintroductiontobehaviouralobservations.


Theemphasisofthecourseisoncreatingandinterdependentculture,wherepeoplearewillingtochallengeunsafebehavioursandimportantlywillingtobechallengedtokeepeachothersafe.

Module2:AnalysingSafety

> Thisonedaycourseoffersdelegatestheopportunitytogainpracticalskillstoenablethemtounderstandandanalysebothcultureandbehaviour.Thiscoursewilllookat:

> TheABCbehaviouralanalysismodel.

> TheSwissCheeseModel.

> FiveWhy’sAnalysis.

ThiscourseisaimedatManagers,Supervisorsandthosewhowouldliketovolunteertocontinueontheprogramfromthefirstcoursewithanaimtobecomingasafetyleaderwithinthebusiness.Delegateswhohaveattendedthiscoursewillcontinuetheformalanalysisandcorrectionofunsafebehavioursinworkforceprojectteams.

Module3:CoachingforSafety

Thisisaoneandahalfdaycourse,whichisaimedatdevelopingthecoachingskillsofleaderswithinthebusiness.Thecoursewilllookat:

> Theprinciplesofcoaching.

> Thepowerofownership.

> Providingfeedback.

> Communicationandquestioningskills.

Thiscourseisaimedatthosewhohavebeenthroughthefirstandsecondcourseandthereforebuildsonthetechniquestheparticipantshavegainedthusfar.Thehalfdaysectionofthecourseisamentoredopportunitytoputtheirskillsintoactionbyconductingobservationsandprovidingfeedback.

In2012over700employeesattendedtheModule1trainingwiththeremaining900employeesattendingthisin2013‒2015.

Atthesametimevoluntaryteamsfromacrossthebusinesswillattendtheanalysingsafetymodulein2013.Theseteamswillthenbegintheworkofanalysingunsafebehavioursandimplementingorproposingchangestoreducethefrequencyoftheseactionswhilstincreasingthefrequencyofsafeacts.

Thecoachingforsafetymoduleiscloselyalignedtotheleadershipdevelopmentprogrammeandwillgivetheopportunitytosupportthatprogramme.Theroll-outofthismoduletoallmanagers,teamleadersandsupervisorswillbelinkedtothewidermanagementdevelopmentprogrammeandwillbedeliveredin2013-14.

Methodsformeasuringsuccessoftheprogramme,intermsofrecordingbehaviouralchangesandpositiveinterventionsbyemployees,willalsobedevelopedandimplementedin2013.


LearningIntermsofwhathasworkedwellandwhatcouldbeimprovedintermsoftheprogramme,asmentionedabovewhentheprogrammestarted,itquicklybecameapparentthatfourdaystrainingwastoolongformanydelegatesandwouldinhibittheabilityoftheorganisationtoexposeallemployeestotheprogrammeinareasonabletime.Therewerealsothecostimplicationswhichwerenotsustainable.

Bysplittingthetrainingintomodulesthishasallowedfarmorepeopletoattendtrainingandbegintoputthelearningintopractice.

Overallthefactthatthetrainingfocusesontheindividual,humanbehaviours,howindividualsinfluenceeachotherandthedifferencetheycanmake,hasresultedinthevastmajorityofdelegatesenjoyingthetrainingandcomingawaykeentoputtheirlearningintopractice.Mostdelegatesattendtheseeventsexpectingtobe“told”abouthealthandsafety,butactuallygoawayhavinglearnedaboutpeopleandempoweredandmotivatedtochangetheirownbehaviours.

Themajorchangethatneedstobemade,andwhichprobablyappliestoallsimilarprogrammes,istheabilitytomeasuresuccessintermsofdifferentbehaviours.Thisdoeshappenbutitwouldbebettertohaverealevidencetosupporttheinvestmentintheprogrammeandtodemonstrateactualriskreductionratherthanjustrelyonaleapoffaith.

Why Behavioural Safety was developed as the way forward for safety at Fiddler’s FerryStatisticalanalysisofnearhitsandincidentsatFiddler’sFerrydemonstratedthatfurtherimprovementsinsafetyexcellencerequiredafocusonthebehaviouralaspectsafety.

Itwasfoundthatthestationhadreachedapointwheretherelevantsystemswereinplace,buttofurtherdrivedowntheriskofincidentsfurtherinitiativeshadtobedeveloped.

WorkingtogetherundertheSiteinitiative‘OneSiteOneTeam’acontractorpartnersuggestedalinkwiththeKnowledgeTransferPartnership(KTP)toaddresssafetycultureacrossthesite.AbehaviouralsafetyKTPprogramme,inpartnershipwithPJDouglasEngineeringandManchesterMetropolitanUniversity,wasdevelopedtoaddressbehaviouralaspectsofincidentsandencourageamoreproactiveculturetowardssafety.Thisschemewascalled‘One2One’andwasincorporatedintotheumbrellasafetyschemeofSSE,called‘Safety Family’.

One2One ethos and objectivesThekeyelementsofOne2Onearetostepawayfromblameandfear,developPositiveConversationsaboutSafety,andamoreproactive,mindfulsafetyculturethatmakessafetytheresponsibilityofeveryone.


How does One2One achieve this?Bytrainingallstaffinhowtoconductpositive,constructivesafetyconversations,safeactsarepraised,unsafeactsarechallengedatpoint,andkeylearningistakenforwardfromtheinformationrecorded.Thislearningisusedinmakingthechanges,forexampleintraining,whichimprovesbehaviourandfurtherdrivesdownrisk.

Ourtraininginsafetyconversationsencouragesemployeestochallengeunsafeactsandpraisesafeones.Crucially,itemphasisesenquiriesabouttherootcausesbehindthebehaviourandgetspeopletoengageinconversationsatemotionallevel-notjust‘thinking’aboutcausesandconsequences,but‘feeling’thesethingsatadeeperlevel.Trainingalsoencouragesreflectionwiththepersonaboutwhatthepotentialaccidents/incidentscouldbeandtheconsequences.

Mentorswerekeytostartinguptheprocess.Thesearevolunteersafetychampionswhoaregivenextratraininginhowtoconducteffectivesafetyconversations.Thesechampionshelpedencourageotherstoengagewiththescheme.Mentorsarenotatanyspecificlevelortrade,butwerechosenfromeveryroleandlevelacrosssite.Thishasencouragedemployeestoconductconversationsnotonlywithotherteamsandcompaniesbutacrossdifferentemploymentlevels.

Thiscombinationtobehaviouralsafetyofstrongleadershipfromthetop,andeffectivebottomupengagement,differsfromotherapproachesinthatitfindsoutaboutthesituationinaholisticway,emphasisingpositiveengagementandpositiveconversations.

The One2One ProcessAllemployeesconductsafetyconversations,followingasix-stepguidelineonsafeandunsafeactsaroundsite.Theconversationshelpestablishthebehavioursobserved,thelocation,timeandrootcauseforobservedbehaviour.Thisconversationisrecordedandenteredintoadatabasethatismaintainedbyasiteteam.Dataisthenusedinanumberofwaystoidentifythefocusforchangeinbehaviours,byareaandatdifferenttimes.

Everyoneonsiteisexpectedtoconducttheseconversations,whicharekeptanonymous.Theconversationsleadtoabetterunderstandingofeachperson’sandeachteam’sworkingenvironment,andisaneffective,productivewayformanagersandsupervisorstoengagewithemployeesaboutsafety.

Relevanttrendsarecommunicatedtoasteeringcommitteeandbacktoteams,e.g.throughteamcommunicationmeetings,speciallydesignednoticeboardsandtoolboxtalks.Theseareteamspecific(e.g.employeesintheboilerhouseareshownboilerhousetrends,managementshownoverviewsetc.).Thesteeringcommitteeusestheinformationtoassesspotentialsolutionstoissues,identifypraiseworthyactsofproactivesafetybehaviouranddrivethequalityoftheinitiative.

Informationisalsogiventospecialfocusgroupsthatcentretheirattentiononanyissuesraised,conductrootcauseandhumanfactorsanalysesanddeveloppotentialsolutionstoissues.


ThesecyclesofactionandreflectionsupporttheOne2Oneprocesstoevolveorganicallyalongwithsiteculture.InformationreacheseveryoneonsiteandinturninformstrainingneedsanalysisandthewayOne2Onesareconducted.

How does One2One differ from other behavioural safety conversations? One2Onecombinesknowledgefromseveraldisciplines.Itsscientificbasishasamainfocusonthepsychologyofsafety,inter-personalinteraction,motivationandlearning.Recognitionforthisapproachhasbeenevidencedbythestation’sDuPontSafetyAwardfor‘InnovativeApproaches.’

Inaddition,One2Onemakesbehaviouralsafetyanactivityinwhicheveryoneisinvolved.Managersandsupervisorsvisiblyengagewithsafetyasacorevalue.Theyalsoleadtheinitiativeandshowotheremployeesthatitisacceptabletochallengeunsafeacts.Atthesametimeallworkersareabletomakeanimpactonhealthandsafety.Theirinputengagestheminhealthandsafetydirectlyanddrawsmanagers’attentiontopotentialincidentsinawaythatotherapproachescannotdo.

NationalGridhasundertakenanumberofdifferentapproachesandwillcontinuetofocusonleadershipbehavioursgoingforwardstodriveSafetyCulturewithintheirbusiness.

Human Elements Workshops - Electricity Transmission Operations: September 2011 to February 2013Seventytwo(circatwohour)messroomworkshopswerecompletedwithintheElectricityOperationsanddeliveredbySafetyPerformancePartners.Theirpurposewastoraiseawarenessacrosstheteamsaboutbehaviours,situationalawareness,theimpactofdistractions,fallibility,reliability,etc.AllOperationsfieldstaffwereinvolvedincludingDeliveryEngineersanditwasdeliveredasanextensiontomonthlyTeamTalks.Theworkshopswereverywellreceivedastheyweredeliveredinmessroomstylewithsmallteams.

Safety Representatives Conference, October 2012.AcentralpresentationwasdeliveredbyGuestSpeakerDrTimMarsh,ofRyderMarshwhotalkedaboutSafetyLeadership,HumanBehaviourandJustCulture.TheaimwastoengageandempowerSafetyRepresentatives.

Leadership and cultural change programme Thiswaspilotedinearly2013andisnowbeingrolledoutacrossthewiderbusiness.Itcomprisesaonedaysession.Itfocusesontheleadershipcommunityandensuresthatchangeisdriventhroughalllevelsofleadershiptoeffectivelyengagewithstafftochangebehaviours.

ThisissupportedbySafetyperformancePartnersthrougha90dayperiodwithbusinessunitstoembedthebehavioursandprincipalsfromthetrainingcourse.


Front Line leadership programmeThisisbeingdeliveredacrossElectricityOperationsthrough2013and2014.ThisprogrammeisbasedononealreadyrolledoutinNationalGridCapitalDeliverytwoyearsago.ItfocusesonbehaviourawarenessforfirstlineLeadersinElectricityOperations.Itisathreedayeventdesignedtoincreasetheskillsandknowledgeofleadersinthefieldonmanagingteammemberstoimprovesafetystandardsacrosstheorganisation.

Itisnotdesignedtolookatthepracticalaspectsofhealthandsafety-it’smoreabouttheattitudeandbehaviourstowardshealthandsafetyandhowthemanager/leadercanchallenge,changeandimprovethesebehaviours.Itisdeliveredusingamixoftheoryandpracticalsessionsalongwitharangeofgroupdiscussions.

NorthernIrelandElectricity(NIE)recognisestherequirementtodevelopinitiativestointroduceachangeinbehaviours.Subsequently,theyhavenot‘branded’a‘BehaviouralSafety’programmeorcampaigninordertoensurecontinuitybeyond2013.

Behavioural Safety Initiatives > Establishtheprinciplethat‘safetyisourNo.1priority’isnotalwaysarealisticmessageSafetymustbeclassedasa‘value’andbeembeddedineveryonewithinNIE.Aninherenthealthysafetyculturealreadyexistswithintheorganisation.

> LeadershipSafetyPrinciplesBehavioursandvalueshavebeenbriefedandpublishedtoensureDirectors,Managers&Supervisorsareawareoftheirrole,actasrolemodelsandareempoweredtoset

theexample–‘observeandchallenge’.ManagersarebeingsupportedatalocallevelbyDirectorsandSeniorManagerswhoattendSafetyMeetingsandcompleteregularsiteinspections,therebydemonstratingseniormanagementcommitment.

> LeadershipSafetyNIEandESBareworkingtoestablishgroupprinciplesandidentifypinch-pointswherebusinessprocessappearstohavetakenpriorityoversafety.

> SafetyStructureDefinedrolesofSafetyCoordinatorsineachbusinesstoensurevisibilityandensuresafetyis‘managed’atlocallevel.

> UpdatedSiteSafetyInspectionformsDesignedtoensureon-sitebehaviouralaspectscanbeassessedandvariancesidentifiedtoassisttargetedtraining.

> WorkSafetySeminars–theoryandpracticalAimedtoensurethatfieldstaffunderstandtheirsafetyresponsibilitiesandestablishtheprinciplesrelatingtotheeffectsofminordeviationsandhownormalhumanbehaviouristobetemptedtotakerisks;–thisconstitutesincreasedconsultationandinvolvement.

> UpdatedpresentationofCompanyBriefNowincludessafetyasaleadingarticleeachmonth;–notstatisticsbutmessagesthatrelatetoeveryone.Thisaimstoincreasethecredibilityofinformationsuppliedandmakeitacceptabletoawideaudience.

> Updatedpresentationof‘MonthlySafetyNewsletter’Collatedfrominformationsourcedthroughoutthecompany.ThisisusedasthebasisfortoolboxtalksandLocalSafetyBriefs.


> FocusontheroleofTUAppointedSafetyRepresentativesTURepresentativeswereconsultedandaskedtoverifytheaccuracyoflists.InternaltraininghasbeenorganisedforeachSafetyRepresentative&theirdetailshavebeenpublishedthroughoutNIE.

> TeamManagerstrainingFormalNEBOSHtrainingtoenableTeamManagerstoincreasetheirskillsbytakingonacourseofstudy–NEBOSHConstructionCertificate.

> ‘BreachversusViolation’seminarsHeadedbyHSE(NI)anddeliveredtoNIEHESACMeetings.

> SafetyTrainingModulesNowincludedaspartofeverytrainingcourseateachTrainingCentre,regardlessofcoursecontent.Thisprinciplehasalsoidentifiedsomebasictrainingrequirementsinothersafety-criticalareas.

> SafetyCommunicationsQuestionnaireIssuedtoeveryonetoincreasedialogueandenableanassessmentofcurrentprocessestobecompleted,andanactionplandeveloped.

> ConsistentapproachtooperationalincidentsH&SGuidanceissuedtoensurevisibility&consistency.

> RevisedapproachtolanguageandterminologyusedinBulletins,Briefingnotesetc.Thisreflectsamoveawayfromreferencesto‘employeesmust’,‘operativesarereminded.’etc.therebyavoidingdirectivemanagementstyle.

> Revised‘essential’and‘desirable’criteriaonJobAdvertisements,forbothinternalandexternalvacancies.Thisincludesaspecificreferencetobeingabletoestablishasafetyvalue,andinterviewquestionsarestructuredtoexplorethecandidates’approachtothis.

> EuropeanSafetyWeekseminars,behaviouralsafetybriefings,personalhealthchecksandpracticalH&SfeaturesMEWPs,vehiclechecks,treecutting,workingatheightetc.

TheNorthernPowergridSafetyandHealthImprovementPlanincludesanumberofbehaviouralsafetyprogrammesandinitiativesrelatingtotasks,individualsandorganisation.InPoweringImprovementterminologytheimprovementprogrammeachievesabalancedapproachtothethreeimportantprinciplesofleadership,competenceandworkerinvolvement.NorthernPowergridhaspreparedsolidfoundationsovermanyyearsasaresultofimplementingprogressivebehaviourbasedprogrammesaspartoftheplan.Thissummarythereforeincludesreferencetosomeoftheimportantbehaviouralsafetyfoundationsalreadyputintoplaceinthelead-intothe2013PoweringImprovementfocusonthisspecifichealthandsafetytheme.

TheSafetyandHealthImprovementPlanhasservedthecompanywellfornearlyadecadeandfocusesontheareaswheretheriskisdeemedtobethegreatest.Theplanistheretoprovideaguidetoimplementprocedural,technologicalandbehaviouralchangestoimproveriskmanagementanddevelopapositive,co-operativeandforwardthinkinghealthandsafetyculture.Itcontainsinitiativesdesigned


toensurethatpoliciesandproceduresarefollowedanddevelopedinordertoassistininjurypreventionandhealthpromotioninthefollowingsevenareas:

1.RiskAssessment,HumanFactorsandBehaviouralSafetyInitiatives.

2.EmployeeEngagement.

3.AssetManagementandMaintenance.

4.RoadRiskManagement.

5.OperationalPerformance.

6.OccupationalHealth.

7.PublicSafety.

Thetopthreeprioritiesfor2013were:

Priority1‒RiskAssessmentandBehaviouralSafety-Measurestoincreaseparticipationintheprocess,improvedhazardidentificationandthereductionofriskthroughbettertrainingawarenessandmanagementoversight.

Priority2‒EmployeeEngagement–Employeeandcontractorengagementinthefieldviaenhancedaudit,supervisionandmanagementtoursandsurveysinordertoreinforceleadershipandapositiveandcompliantsafetyculture.

Priority3‒AssetManagementandMaintenance-Asignificantamountofresearch,planningandorganisationwasachievedbothnationallyandinNorthernPowergridtolaythefoundationsforenhancingassetmanagementcompetenceandbringingadditionaloperationalfocustobearonsafelyandeffectivelymanagingtherisksandliabilitiesassociatedwiththenetworkinspection,maintenanceandremedialprocesseswillfeatureasimprovementinitiativesin2013.

Thefollowinginitiativessupportedbehaviouralsafetyimprovements.

> ChangestoCommunication,AuditingandRoutineTraining.

> BehaviouralCoachingtoImproveonSiteRiskAssessments.

> RecognitionofGoodSafetyBehaviour(SafetyChampionsScheme).

> EngagementProgrammethatseeksto:

Getmanagement,employeesandcontractorstalkingsafetyonthesamelevel.

Provideopportunitytolook,listenandrespondtoH&Smatters.

Discover,commendandpositivelyreinforcegoodpractice.

Detect,confrontandremediatetheweaknessesinH&Spractice/performance.

> BespokeBehaviouralSafetyTrainingSolution‘UsingBehaviouralAspectstoInfluenceHealthandSafetyPerformanceintheWorkplace’wasdeliveredtomanagementandTUsafetyrepresentativesviaanexternaltrainingproviderandwassubsequentlyregisteredwithIOSHasacertificatedcourse.

> ConcentrationSkillsTrainingAsaresultofinvestigationsofoperationalincidentspointingtowardsdistractionandconcentrationissuesbeingprimaryortertiaryfactors,NorthernPowergridandanexternalconsultantdevelopedaconcentrationskillstrainingcoursefordeliverytoHVauthorisedoperationalstaff.Thecoursewasspecificallytargetedtoimproveoperationalstaffawarenessof


concentrationanddistractionissuesaswellasprovidingtechniquesformanagingandimprovinganindividual’sperformanceinthisarea.

ScottishPowerhasfocussedonbehaviouralsafetyissuesforover10years.TheirapproachoriginatedintheGenerationbusinesswheretheyworkedcloselywithDuPontintheearly2000’sembracingtheirSTOPprogrammefully.ScottishPowerwasabletoadaptthisinitiativetosuitthecompany’sspecificenvironment.Thiswasfollowedstrictlyforaroundfiveyearswithsomesignificantimprovementsinsafetyperformance.Thefocuswasonthe4%ofincidentscausedbyunsafeconditionsandthe96%causedbyunsafeacts.Overtheyearsthisapproachhasbeenchallengedsomewhatbyindustry,notleastduetoplantageingissuesandsomeseriousprocesssafetyincidentsaroundtheworld.Itwasidentifiedthataculturalchangewasneeded,whichwasillustratedwellthroughScottishPoweradoptingthephrase“Ifyoudowhatyou’vealwaysdone,you’llgetwhatyou’vealwaysgot”.(W.EdwardsDemming).

The Golden RulesTheculturewasshiftedtoacceptbehaviouralconversationsandreallyencourageincreasedinteractionthroughtheworkoftheNetwork’sGoldenRules.

Thesespecificrulescouldthenbesimplifiedandmadeeasilyreadableonsitesafetycardsthatcouldbegiventoemployees.Theseruleswereusefulandhelpedemployeesandcontractorstoconsidertheirbehavioursatwork.

IntheeventofabreachoftheseRules,atoolknownas‘BehaviouralAuditing’isused.Fivesimplestepsmusttakeplace:

> Observediscreetlyandthengettheperson’sattention.

> Introduceyourself,strikeupafriendlyconversation.

> Discussthepossibleconsequencesofanyunsafeacts,trynottogivethepersonthesolutionandcongratulatethoseworkingsafely.

> Getanagreementtoworksafelyinfuture.

> Thanktheperson.

Thisapproachhasprovedtobesubstantiallybeneficialovertheyears,howeverScottishPowerhaverecentlyidentifiedthattheirapproaches,albeitinnovative,arebecomingdated.Itwasidentifiedthatthecurrentmeasureslookedindepthintoquantitativelyassessingandreviewingprogrammesinrelationtobehaviouralsafety,yetconceptsofaqualitativeaspectwerebeingignored.Therewasafivepointlistthatwasrequiredtobemetforanybehaviouralsafetytourtobedeemedacceptable.Thisfixationwithmeasurementcausedtheprogrammetostumbleforayearorsoandbroughtabouttheneedforqualitativeaswellasquantitativemethodstobeincorporated.

Refresh, Rebrand and Universal FocusesTheintentionforbehaviouralsafetyinitiativesistotackletherelativelylowimpact,highprobabilityevents,whileprocesssafetytacklesthehighimpact,lowprobabilityevents.Thisalsorepresentstheapplicationofaccepted


principlesandprioritiesasillustratedbytheBradleyCurveapproachtoimprovinghealthandsafetyperformance.Bothoperationalbusinesses,GenerationandNetworks,continuetorunbehaviouralbasedsafetyaspartoftheiroverallapproach.

Generationhavealsobeenfocussingonoperationalintegrityandprocesssafety.Thenumberofsafetytours/auditscarriedoutisalsomeasured.ScottishPowerisnowintheprocessofrefreshingtheirexistinginitiativesandadaptingthemtosuitcurrentsituationsandculturedenvironments.

ScottishPower’sparentcompanyisIBERDROLA.WithregardtotherecentPoweringImprovementprogrammefor2013,‘HumanandOrganisationalFactors’,ScottishPowerarenowlookingtolearnfrombestpracticeinotherIBERDROLAcompaniesoperatingincountriessuchasUSA,Brazil,MexicoandSpain,andthisapproachmayalsoproducebenefitsinotherPoweringImprovementtopicareas.SimilarlytheinvestigationofhumanfactorissuesthatarespecifictotheelectricityindustryhasbeenundertakeninconjunctionwithexpertisefromtheHealthandSafetyLaboratory.

AparticularfocusofScottishPoweroverthepastyearhasbeentherevitalisingofexistinginitiativesanditbecameapparentthatiftheyweretorefreshtheirinitialapproaches,whynotrebrandtheentireschemetoputthefocusmoredirectlyontothebehavioursandresponsibilityoftheirworkforce?ToincorporateEnvironmentandHealthintotheprogramme,itwasdecidedtorebrandtheinitiative‘BehaviourMatters’toformakeycomponentofthecompany’sHealthandSafetyStrategy.

Thefocusonemployeesbeingincreasinglyawareoftheirbehaviourandtheideaof‘lookingoutforoneanother’isverymuchafocusofScottishPower.TheyhavealsobeenlookingathowtheaviationindustrymanageshumanerrorriskswiththeintentionthatsuchbestpracticecanbeincorporatedintotheBehaviouralSafetyprogrammesintheenergysector.

AparticularfeatureintherevampingofScottishPower’sprogrammewasdevelopinganin-houseDVDtobeshowntoallinternalstaffatthecompany.TheDVDconveysdetailsoftheScottishPower’sBehaviouralSafetyJourneyovertheyearsandinformsemployeesofthenewinitiativesthatwillbeputintopracticeinthefuture;itisverymuchaimedatdrivingconsistencyinregulativebusinessforemployees.

OnlinetrainingandawarenessprogrammeshavebeenintroducedthatfocusonspecificrisksandhazardsassociatedwithScottishPowerbusinessactivities.Thisincorporatesacertainamountoffocusrelatingtothebehavioursofemployeesatworkandinturnhighlightstheimportanceofpersonalresponsibility.

Effectiveroutestoengagingtheworkforcewiththesemessageshaveincludedtheuseofcompanyroadshowsattrainingcentres,usingbehaviouralpsychologistsandpowerfultestimoniesontheconsequencesofincidentsthrougherrororviolation.

Oncetheseprogrammesareintoforce,theireffectivenesswillbemeasuredwiththeuseof‘CompetencyAssessments’inregardstothenew‘BehaviourMatters’approach.Assessorswillbeintegratedintotheexistingpersonaldevelopmentplanprocess.


SSE - The Safety FamilyTheSafetyFamilyisanon-goingprogrammededicatedtoimprovingSSE’ssafetyperformancethroughthepromotionofsafebehavioursinallareasandatalllevelsofthebusiness.SincetheintroductionoftheSafetyFamilyin2011,

all20,000employeesacrosstheSSEGrouphavebeenintroducedtotheprogrammeandhadtheopportunitytohavetheirsay.Theprogrammeoverlaysfoursetsofbehavioursonthreeinterdependentgroupsofcolleagues–Managers,SupervisorsandEveryone.

ThefoursetsofbehavioursthattheSafetyFamilyisbuilton–Standards,Communication,RiskManagementandInvolvement–arethekeyelementsofarobustsafetyculture.

TheSafetyFamilyismorethan“justanotherinitiative”.TheSafetyFamilyisamindset,anewwayofthinkinganditisunderpinnedbytheBehaviouralSafetyphilosophy.ItisfullybackedbytheManagementBoardand“it’sthewaywedothings”.IntimeitwillhelpusmeetourgoalofmakingSSEthesafestplacetowork.

BehaviouralSafetyisawayofachievinggreaterimprovementsinsafetyperformancebyencouragingeveryonetochallengeunsafebehavioursintheworkplace.Byopeningcommunicationschannelsitcreatesanenvironmentinwhichcolleaguessharefeedbackonriskmanagement,creatinganearly-warningonpotentiallyunsafeincidents.

TheSafetyFamilyprogrammeisalsoavailabletoSSE’scontractors.Theywillhavebeeninvitedtotakepartintheroll-outprogrammeand,insituationswheretheyfollowtheirowncompany’sbehaviouralsafetyprogramme,theyareencouragedtotakeelementsofbestpracticefromeachschemeandworkwithintheSafetyFamilyframework.

Theroll-outtoallareasofthebusinesswascompletedbyNovember2012,butthejourneyhasjustbegunasthiswasonlythefirststageintheprocess:

> Theroll-outstagewasaboutmakingsurethateverysinglepersoninthe


companyunderstoodwhattheSafetyFamilywasaboutandgivingeveryoneanopportunitytohavetheirsayabouthowsafetyworksintheirbusiness.Basedonfeedbackfromstaffsurveysandroll-outworkshops,thebusinessthendrawsupactionplanstohelpcreateandsustainanimprovedsafetyculture.

> Thenextstageistodemonstrateconsistentapplicationofthenewbehavioursunderpinningthenewculture.Leadersandmanagersaretosetthetoneanddemonstratethestandards,whilstbusinessteamsprogressandupdatetheirplans.Plansincludeup-skillingstaff,streamliningprocessesandclarifyingsystems.Everyoneworkstogethertoimprovecommunicationsandensurethateveryonecangetinvolvedandhavetheopportunitytomakechangesforthebetter.

> Thefinalstageistoembedtheculturesuchthatitbecomes“businessasusual”and“thewaywedothings”.SSEanticipatesthefinalstagetocompletearound2016.

> StaffinSSEcanalreadyseerealmeaningfulchangeintheshorttimesincetheSafetyfamilyhasbeenintroducedwithmanymorechangestocome.Twoprimeexamplesare:

> InitialfeedbacksuggestedthatLocalSafetyGroups(LSGs)wereeithernotvisibleorappearedtobeinactive.AninformalguidetoLSGswasproducedtohelpLSGmembersandothersunderstandtheimportanceoftheirrolesandempowerLSGstotakemoreofaleadinmanagingSHEissues.IthasbeenprovenovertimethatrisksarebettermanagedbythosethatcreatethoserisksandthisexercisewasviewedaspivotalwithintheSafety

Familyframework.ThreeLSGConferenceswereheldforallmembersofLSGsinthePowerDistributionandTransmissionbusinessesinAutumn2012,whichhavedeliveredvisibleimprovementsinLSGeffectiveness;

> Otherfeedbackfromtheroll-outworkshopshighlightedthatsomemanagersandsupervisorsneededmorecoachingandsupportformanagingsafetywithintheirteams.InresponseanewSupervisorCoachingProgrammehasbeentrialledwithinbothPowerDistributionandThermalGenerationbusinesses.Initialdelegatefeedbackhasbeenoverwhelminglypositiveanditwillbedeliveredtothewidergroupofoperationalsupervisorsoverthenexttwotothreeyears.Theprogrammeisdeliveredacrosstwodays;dayoneisclassroombasedandintroducesdelegatestotheconceptofbehaviouralbasedcoachingforcolleaguesinsupervisoryroles.Theuseofdramadeliversstrongmessagesthatpowerfullyhighlighthowreallifescenarioscanhappen.Ontheseconddaydelegatesaregiventheopportunitytotryouttheirnewskillsoncolleaguesintheirbusinessarea.Coachingfacilitatorsaccompanythemtohelpandsupportasrequired,ensuringtheskillsarepractisedwhiletheyarefreshintheirminds.

Othersareasbeingaddressedincludechangingprocessesinrelationtoincidentinvestigation,reportingandrecordingofincidents,on-siteSHEengagement,increasingvisibilityofleadersandseniormanagers,givingpraiseandimprovingtheeffectivenessofcommunications.


CULTURE IMPROVEMENT PROGRAMME – STAY SAFEUKPowerNetworks’(UKPN)visionofbeinganemployerofchoice,arespectedcorporatecitizenandsustainablycostefficientcontinuestobethemeasureagainstwhichprogressisjudged.

OneofthethingswhichwilldrivesuccessisthedevelopingUKPNculture–‘thewaywedothingsaroundhere’,thebehavioursandvalueswedemonstrateatworkwitheachotherandcustomers.AsUKPNcontinuestomatureasacompany,thesebehaviourswillbecomemoreclearlydefinedandwillbecomepartofthe‘DNA’.Acommonsetofbehaviourswhichareconsistentlyappliedinallcontexts,particularlywheresafetyisconcerned,willplayanimportantpartinbuildingontheprogressalreadymadeandimprovingperformance.

UKPNhavebeenworkinginpartnershipwithacompanycalled‘Setters’overthelast12monthstoformasafetytrainingprogrammewhichaimstoraisethesafetyawarenessofallandprovidetools,techniquesandinsightswhicharedesignedtosafeguardpersonalsafetyandthatofcolleagues.

WHY?

AUKPNemployeeengagementsurveyandtheHealthandSafetyLaboratory(HSL)SafetyClimatesurveycarriedoutin2012indicatedthatanimprovementinSafetyCulturewasneeded.UKPNthereforewentouttothemarketplaceandlookedatseveralprogrammes,settlingwithSettersaftertheusualtenderingprocess.

HOW DOES IT WORK?

Allstaffattend‘LaunchDays’-TheLaunchDayshelppeopleunderstandthechoiceswhichtheymakeandinspirethemtomakebetterchoices.Thisinturnwillenableindividualsandteamstosignificantlyimprovetheirsafetyculture.

FrontLineCoaches-ThesearevolunteersfromtheLaunchDaysandundergoafurtherthreedaystrainingwhichbuildsontheconceptsoftheLaunchDayandteachescoachingskills.ThisisalsopartofallSupervisor’sdevelopmenttraining,sotheyareautomaticallyincluded.

OrganisationalCoaches-Thesestaffareselectedfromthegroupaboveandundergoafurthersixdaysintensivetraining.Goingforwardstheyhelpdevelopthequalityofcommunicationandeffectivelylinkuptheorganisationasasupportedcoachingcommunity.

AllapprenticesarecapturedwithadedicatedLaunchDayaimedatayoungeraudience.


WHAT ARE THE MAIN FEATURES OF THE PROGRAMME?

> AllstafffromtheCEOtofieldstaffgothroughtheprogramme.

> It’saboutcreatingagentsforchangeatalllevelswhichiscriticalininfluencingthewholeorganisation.Thisinturncreatesagroundswellofpeerinfluencewithintheorganisation.

> Sustainable–UKPNstaffwillenduprunningtheprogramme.

Progress to date > Over2000staffhavenowattendedLaunchdays.

> 500plusvolunteersforFrontlinecoaching.

> MarkedimprovementintheSafetylanguagebeingusedandthequalityofconversations.

> NumbersofLTIreportsaredown,OperationalAssurancescoreshavebeenimprovingandnearmissreportingissteadilyincreasingwithqualityissuesbeingraised.

> Commentsbelowfromstaffregardingtheprogramme…


WesternPowerDistribution(WPD)hasdevelopedastrongbehaviouralsafetyculturewithintheirbusinessoveralongperiodoftime.Itstemsfromaclear,genuineandvisiblecommitmenttosafetyfromallstaffincludingourchiefexecutive.

TheWPDcompanystatementsetsoutourobjectivesandarrangementstoachievehighexpectationsandacleartargetofzeroaccidents.

Thecompanymakesprovisionforallstafftocontributetosafetyandissetupwithshort,open,clearlydefinedlinesofcommunicationbetweenallstaff.

Managementofsafetyisalongestablishedprioritythatisingrainedintothethinkingofallstaff.Itisdevelopedasalongtermstrategyfromtheearlystagesofrecruitmentandre-iteratedthroughoutthetrainingprocesssothatitbecomessecondnatureforallstaff.Allstaffaremadeawareoftheirpersonalresponsibilitiesandaccountabilitiesupontheirrecruitmentandtheyareremindedtoconsidersafetyastheirnumberoneprioritybyvariousmeansthroughouttheircareer.

Opencommunicationaboutsafetyisactivelyencouragedduringeverydayoperationsaswellasduringmoreformalsitesafetyvisits.Proceduresareinplaceforstafftoraiseconcernsornewideasaboutimprovementstosafemethodsofworkingandfortheseideasorconcernstobeaddressedinatimelymanner.

Itisrecognisedthatinadditiontotrainingthereisaneedtoremindallstafffromtimetotimeoftheimportanceoftheirbehaviourtotheachievementofsafeworkingsystems.

WithinWPDthereareanumberofmethodsusedtoreinforcethesemessagestostaffinadditiontothenormalconversationsthattakeplace;companypoliciesandproceduresareregularlyreviewedandre-issuedtorelevantstaff,anannualreviewofsafetyisbriefedtoallsafetyrepresentativesatformalsafetyhealthandenvironmentmeetingsandthechiefexecutivepresentsasummarytoallstaffatlocaldepots.TheWPDpolicystatementissenttoallstaffattheirhomeaddressandkeymessagesarealsoreinforcedwithintheinformalcompanymagazine‘Powerlines’.

Lessonslearnedfromsafetyrelatedinvestigationsareswiftlyincorporatedintopolicieswhererequiredanddeliveredtostaffattheirregularteammeetings.Asummaryofsuchlessonsispublishedmonthlycompanywide.

LocalteammanagersareencouragedtointroducelocalsafetyinitiativeswhicharerelevanttotheirownteamsandtheWPDsafetyteamofadvisersannuallylaunchinitiativestorefocusstaffawarenessonkeyissues.

Recentannualinitiativesinclude‘SafetyMatters’,‘TimeOut’,‘SafetyFundamentals’and‘Cheese&Pickle’.TheseinitiativessupportthePoweringImprovementobjectivesandservedtoremindstaffoftheroletheyplayinestablishingsafesystemsofwork.Theyincluderemindersofkeyissues,suchastakingtimeoutatregularintervalstore-assesshazards,tochallengeincorrectpracticesandassistotherstocarryoutactivitiesaccordingtothetrainingtheyhavereceivedandtoensuretheyhavesufficientlayersofappropriatecontrolmeasuresinplacetoensuretheirownsafetyandthesafetyofotherswhomaybeaffectedbytheiractivities.

During2013/14WPDisinvestigatingtheprovisionofanexternalprovidertoreinforcetheirbehaviouralsafetymessages.


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IanBarker EDFEnergyJoeBoucher NationalGridPhilCurrie ScottishPowerEnergyNetworksJaneEccleston ElectricityNorthWestLtdSteveGarnett NorthernPowergridKevinMcDowell NorthernIrelandElectricityDudleySparks UKPowerNetworksPaulWoodward WesternPowerDistributionIanCrawley SSEPeterMcCormick EnergyNetworksAssociationBonnieMcBride(UntilNovember2013) EnergyNetworksAssociationJamieReeve(AfterNovember2013) EnergyNetworksAssociationMikeLeppard EnergyNetworksAssociation

With thanks to members of the ENA SHE Managers Group:

www.doosanbabcock.com www.enwl.co.uk www.nationalgrid.com www.nie.co.uk

www.northernpowergrid.com www.scottishpower.comwww.sse.co.uk

www.ukpowernetworks.co.uk www.westernpower.co.uk

PARTNERS

EnergyNetworksAssociation(ENA)istheindustrybodyfortheUKelectricitytransmissionanddistributioncompanies.

EnergyUKisthetradeassociationfortheUKelectricitygenerationcompanies.

TRADE UNIONS:

GMBProspectUnisonUnite

GOVERNANCE

PoweringImprovementismanagedanddirectedbytheNationalHealth,SafetyandEnvironmentCommittee(HESAC)comprisingrepresentativesfromEnergyUKandENAmembercompanies,theindustrytradeunions(GMB,Prospect,UnisonandUnite)andHSE.

ExecutivedecisionsonbehalfofENAmembercompaniesrestwiththeENASHECommitteeandultimatelytheENABoard.

ExecutivedecisionsonbehalfofEnergyUKcompaniesrestwiththeEnergyUKHealthandSafetyForumandultimatelytheEnergyUKBoard.

Forfurtherinformationseewww.poweringimprovement.org

HUMAN AND ORGANISATIONAL RESPONSIBILITY€¦ · 06 Human and Organisational Factors: Behavioural Safety And Personal Responsibility Powering Improvement However, companies will need

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