Cambridge Center for Behavioral Studies Accreditation Site Visit … · 2019-12-15 · • Leadership at Costain demonstrate visible and active support of its behavioral safety

CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 1

CambridgeCenterforBehavioralStudiesAccreditationSiteVisitReportTo:ClaireFryerCostainHouseVanwellBusinessParkMaidenheadBerkshireSL64UBUnitedKingdom

April8,2018CommissiononBehavioralSafetyAccreditationCambridgeCenterforBehavioralStudies(CCBS)P.O.Box7067CummingsCenterSuite340FBeverly,MA01915Reviewers: TimothyD.Ludwig,Ph.D.(ReviewChairperson)

AngelicaLebbon,Ph.D.(ReviewCommissioner)CambridgeCenterforBehavioralStudies(CCBS)MissionToadvance the scientific studyof behaviorand itshumaneapplication to the solutionofpracticalproblems,includingthepreventionandreliefofhumansuffering.


ACCREDITATIONDECISIONThe Cambridge Center for Behavioral Studies’ Commission on Behavioral Safety Accreditationreviewed the Costain application for Re-Accreditation and performed a site visit. Based on datareflectingexemplarysafetyperformanceandsupportedbyobservationsduringourvisittosampleprojects, Dr. Ludwig and Dr. Lebbon found that the Costain Cultural Behavioural Safety (CBS)programmeets the 3 basic criteria of the Commission onBehavioral Applications forBehavioralSafetyAccreditation:1)it isabehavioralprocess,2)theprocesshashadavisiblepositiveimpactonsafetyperformance,and3)theprocesshasproducedsustainedpositiveperformanceover3ormoreyears.TheCommission site visitors recommended to theCommission that that theCostainCulturalBehavioralSafetyProgrambeRe-Accreditedat thePlatinumLevel foraperiodof threeyears.ThismotionwasapprovedbytheCommissionunanimouslyonMay10,2018.TheCambridgeCenterforBehavioralStudiesRe-AccreditsCostainCulturalBehaviouralSafety(programfortheperiodofthreeyears(May2018–May2021).

TableofContents

ACCREDITATIONDECISION..................................................................................................................................................2OVERVIEW....................................................................................................................................................................3Strengths.............................................................................................................................................................................4Recommendations...........................................................................................................................................................5

SAFETYPERFORMANCE..........................................................................................................................................................5ACCREDITATIONSTANDARDSREVIEW..........................................................................................................................8

SAFETYTEAM..................................................................................................................................................................8MANAGEMENTSUPPORTANDENGAGEMENT........................................................................................................10WORKERKNOWLEDGE,SKILLS,ANDINVOLVEMENT...........................................................................................13RISKANALYSIS,PINPOINTING,ANDBEHAVIORALOBSERVATIONS...................................................................14GOALSETTINGANDINCENTIVES..............................................................................................................................18EFFECTIVECOMMUNICATIONANDPERFORMANCEFEEDBACK..........................................................................19CONTINUOUSIMPROVEMENT(CI)ANDSUCCESSIONPLANS..............................................................................21EXTENDEDAPPLICATIONSOFBEHAVIORALTECHNOLOGIES..............................................................................23CORPORATERESPONSIBILITYANDOUTREACH......................................................................................................24

SAMPLINGMETHODOLOGYOFCOSTAIN’SCULTURALBEHAVIORALSAFETYPROGRAMREVIEW..............................27ReviewItinerary............................................................................................................................................................27


OVERVIEWThephilosophyandstrengthofCostain’sCBSsystemistheactivemanagementofmultiplelevelsofriskcontrolthroughconstantantecedentdeliveryviasafetymanagementsystemsandinterlockingconsequence delivery throughout the management hierarchy ultimately producing an on-thegroundenvironmenttodiscriminateandshapethesafebehaviorsoftheirconstructionoperators.Inshort,theyexcelindesigningtheworkerenvironmenttopromotesafeperformance.CostainLtd.isanengineeringsolutionsproviderthatprovidesadiverserangeofservicestotheirclients. The company delivers projects from the design phase, through contracting andconstruction, to ongoing maintenance, demolition, and re-designs. Projects are delivered byCostain’sworkforcebutmorelikelybycontractedworkforceswhereCostainservesastheGeneralContractor.CostainhascontinuedtogrowsinceCCBS’initialreviewstoover4000employeesandasmanyas20,000subcontractoroperators.ProjectswithinCostain’stwoOperatingDivisions(Infrastructure&NaturalResources)containingmajorSectors(Infrastructure:Highways,Rail,Nuclear;NaturalResources:Water,Power,Oil&Gas)haveprojectswhoselifecyclespansfromafewmonthstodecadesandphysicallytakeplaceallovertheUnitedKingdom.Further,CostainengagesinanumberofJointVentureswithothercompaniesto deliver larger projects and hasmore recently engaged in allianceswith other companies thatcreatenearindependententities.Costain’s Cultural Behavioral* Safety (CBS) process is led by the Behavior Management Team(BMT)consistingoftwelveBehaviorManagementspecialswhoservethecompanyandit’ssupplychainwithCBStrainingandcoaching.Costain’sSafety,Health,andEnvironment(SHE)Team,madeupofaround180SHEsalariedprofessionalsaretaskedwiththeexecutionoftheSHEmanagementsystemsincludingtheCBSprocess.Inaddition,contractedprojectsareencouragedtodesignateaBehavioralChampionforimplementationofCBSandotherbehavioraltacticson-site.A number of safety management systems make up Costain’s core CBS and larger SHE programbeyond the extensive training and coaching of the BMT. These include Hazard Observations,behavioral “Near Miss” and Positive Observations, Risk Assessment Method Statement (RAMS),ContractTargetedRiskMonitoring,PointofWorkRiskAssessments,ABCPre-StartChecks,andapiloted “Take 5” point-of task risk assessments. Because of the complexity of variablescharacterizingdistinctdifferencesbetweencontractedprojectswithinCostain’songoingportfolioof work, the Project and SHEmanagers have latitude over the specific implementation of thesesafetymanagement systems. Thisoften results indifferentmanifestationsofCostain’sprocessestargeting different risks and hazards across projects. Regardless, performance on thesemanagementsystems ismonitoredbySHEScorecards,CBSRatioscores, “DeepDive”SHEScoredInspections,FrontLineSupervisor(FLS)Assessments,andEngagementToursbyexecutives.*Note:“Behaviour”willbespelled“Behavior”throughthisreport.


Strengths:• Costain’s historical corporate injury rate that includes incidents within its contractor workforceshows a sustained decrease over 17 years corresponding to various manifestations of behavioralsafetyprograms.•Costain’sbehavioralobservationsystemhasbeendesignedtobeeffectivewithinitscomplexmixofprojects, specialties, supply chain, clients, and evolving worksites. There is ample evidence thatobservations generate meaningful actions to mitigate hazards and risk. Feedback is postedabundantly on observation rates and resulting actions thereby strongly reinforcing the process.Costain’s SHE Dashboard consisting of leading indicators for safety (i.e., CBS Ratio) is collected,monitored, and used throughout its operations with demonstrated integrity checks andaccountabilitychains.Costain’scountofobservation-basedreportinghasrisenapproximately500%fromitsinitialAccreditationlevelsin2011toover115,000observationsin2017.•Constain’sgreaterSHEprogramthatprovidesfortheactivemanagementofmultiplelevelsofriskcontrol through constant antecedent delivery via safety management systems and interlockingconsequence delivery throughout the management hierarchy ultimately producing an on-thegroundenvironmenttopromptthesafebehaviorsoftheirconstructionoperators.• Leadership at Costain demonstrate visible and active support of its behavioral safety programswhilevigilantlymonitoringobservationmetrics. Thebehavioral safetyprogramhasgrown intoanoverall behavioral management enterprise informally applying behavioral science into operations,organizationaldevelopment,processsafety,businesssysteminitiatives,andjointventures.•TheCostainBehavioralManagementTeam(BMT)representsastrategicassetforCostainwiththeirexpertise in behavioral management and their proven ability to coach managers across theenterprise.Theteamisentirelyself-fundedandteachesbehavioralmanagementcoursesleadership,operational managers, and front-line supervisors within the supply chain. The BMT’s trainingprograminbehavioralsafetyisconsistentwithbehavioralscience,shapeslearnersthroughmultiplemodulesandpractice,usesgamification,andrequiresanapplieddemonstrationofbehaviorchangeusingpinpointing,contingencyanalysis,anddatacollection.•ThesafetycultureatCostainisperceivedbythesupplychainworkforcepositively. In interviewswith operators they indicate that Costain cares about their wellbeing and this is exemplified bymanagers’willingnesstolisten,usepositivereinforcement,correctproblemsinano-blamemanner,consistentlyapplysafetymanagementsystems,andencourageengagement.ManypointtoCostain’sfocusonmentalhealth(includingsexualhealth),spendingonsitewelfare(breakrooms),andqualitypersonalprotectiveequipment(PPE).• Costain is a visible leader of construction safety in the United Kingdom through the delivery ofmultiple conferences (e.g., Cultural Behavior Management Conference), training academies (e.g.,Supply Chain Academy), extension CBS courses, and active participation in safety trade andindependentorganizations(e.g.,ConstructionHealthandSafetyGroup).•CostainisimplementingMentalHealthsupportinitiativesthroughoutitssupplychainthatwillbeamodel for the construction industry and beyond. Mental Health First Aid Training graduates“accredited”individualsbethefirstlineofaidtoemployeesneedingemotionalsupport.Thementalhealth“conversation”isbeingintegratedintoshiftmeetings,stand-downsandmanagementbriefings.


Recommendations:The Commission on Behavioral Safety Accreditation recognizes that its Accredited companies areleaders in the application of behavioral science in industry. These companies are in an excellentpositiontoenhanceourunderstandingofappliedbehavioralsciencewhileinnovatingnewtoolsandprocesseswithinbehavioralsafety. Therefore,theCommissionchallengesitsAccreditedcompanieswithrecommendationswiththeaimoffosteringevidence-basedpracticesinbehavioralsafety.Thefollowing summary suggested recommendations are offered to Costain (more detailedrecommendationsappearinthereport).• Advance understanding and CBS application of behavioral analytic principles beyond direct

contingenciesthoughadvancedtrainingformembersoftheBMT.Page9• The BMT should pinpoint the executive behaviors (verbal behaviors) to execute during

engagement tours and institute a metric of Engagement Tour performance based on 360feedback.Page11

• Extend theConsequenceChain to an experiencedworking operator through training, practiceand feedback within each work crew. The BMT should enhance FLS assessments based onactualpinpointsandobservationofbehaviorscritical for their role in theconsequencechain.Page11

• Whennewinitiativesaredesignedconsiderinvolvingasampleofusersincludingoperativesandforeman.When addingnew initiatives consider reviewingpotentially outdated, redundant orlesservaluetools.Page13

• TheBMTshouldconductexercisestopinpointspecificobservablebehaviorssothatplethoraofrisk management tools (e.g., RAMS, CTRM, POW-RA) have behavioral exemplars as a morespecified layer below the current condition/targeted planned behavior items currentlyassessed.Page15

• The Point-of-Task meetings (e.g., Take 5) should become regular, planned events during thecourseofashiftwhentaskschange.FLSshouldbetrainedtoconductthesemeetings,throughpractice and reinforcement, to pinpoint discretionary behaviors to be engaged by operatorsduring the task. SSR Observations should then be conducted on these pinpointed behaviorsduringthetasktoprovideimmediatefeedback.Createaleadershipmetricfortracking.Page19

• Avoidtheuseof“climatesurveys”asbehavioralanalyticassessmentandevaluationtools.Page16

• Costain should engage in statistical analyses to better understand and exploit relationshipsbetween leading indicators,operationaldata, andoutcome incidentswithagoalof creatingadynamiccanonicalformulathatdirectsactions(e.g.,deepdives,CTRM,etc.)toemergentissuesmostpredictiveofinjuries.CriterionforredamberandgreenintheCBSratioshouldbebasedonactualtriggerpointsforhigherprobabilityofriskbasedondataanalyticresults.Page21


SAFETYPERFORMANCEThis section reviews the evidence of corporate safety performance as well as the integrity andvarianceacrosstheCostainBehavioralSafety(CBS)program. England’sgovernmentrequiresthereporting of an Accident Frequency Ratio (AFR)with is calculated as the number of incidents x100,000/total laborhours. InEngland,anincidentisrecordediftheindividual isoffworkfor7days. Inaddition toCostainemployee incidents, it isnotable thatallofCostain’scontractorandjointventureincidentsareincludedwithinCostain’sAFRandotherdata.Costain’s historical corporate AFR shows a substantial and sustained decrease over 17 yearscorrespondingtovariousmanifestationsofbehavioralsafetyprograms. CostainhasmaintainedarationearandAFRof .1since the initialAccreditationdecision throughRe-AccreditationandhasbeenunderanAFRof.1inthepastthreeyears. Toputinaclearercontexttherehavebeenlessthan 40 annual incidents with lost time over 7 days while 300,000-500,000 labor hours werecompletedbyapproximately20,000people.Thismeansoperatorsare99.84%likelytonothaveaninjurywhileworkingwithCostain,anumberhigherthantheprobabilityofsustaininganinjuryinavehicularwreck.

ThefollowingtablerepresentsthevarianceinAFRacrosssectors suggesting a range of 0.0 to .39 over the pastthree years with 6 of the 9 sectors below the .07 AFRmean in 2017 (range 0.0 to .19). AFRs of the individualsitesvisitedinthisreviewappearintheitinerary.

AFR 2015 2016 2017 2018YTD

CostainGroup 0.08 0.09 0.07 0.03

Water 0.06 0.14 0.08 0.00Waste 0.00 0.00 0.00 Nuclear 0.07 0.00 0.09 0.00Highways 0.12 0.12 0.06 0.09Tunnels 0.00 0.00 0.00 0.00Rail 0.06 0.11 0.08 0.00Legacy 0.21 0.39 0.00 0.00Offices 0.00 0.00 0.00 0.00OilandGas 0.09 0.07 0.19 0.00

Power 0.05 0.00 0.00 0.00


Because the AFR is becoming statisticallyinsignificant to track safety performance,Costain also tracks a Lost Time Injury ration(LTI),andAllAccidentFrequencyRatio(AAFR)that includesall firstaids,andaHigh-PotentialRatio (HIPO) on its significant near miss thatcouldhaveotherwisebeensevere.Thesethreeratios suggest downward trends in injuriessince the last Re-Accreditation in themidst ofsubstantiallyraisinglaborhours.This continuing positive trend in outcomeinjury rates is associated with a concurrentsubstantial and sustained increase in Hazardand SHE (CBS) Observations indicatingparticipation in Costain’s CBS program by its20,000 extended workforce across multiplesupplychainandjoint-venturecompanies.ThequantityofobservationsisroughlyequivalentacrossCostain’sProjects.ThefollowinggraphshowsthevarianceinCBSRatio(CloseCalls+Hazards+Observations/AllAccidents),aLeadingvs.Laggingindicator.ThegoaloftheCBSRatioistobeabove100andthisdatashowsthatroughly¾ofCostain’sprojectsin2017meetorexceedthisratioofLeadingtoLaggingindicators.ThefollowinggraphshowstheEngagementRatio[(HIPO+CloseCalls+Hazards+Observations)*100,000/HoursWorked],anindicatorofparticipation.ThegoaloftheEngagementRatioistobeabove200andthisdatashowsthatroughly60%ofCostain’sprojectsin2017meetorexceedthisratioofparticipationintheCBSprogram.


ACCREDITATIONSTANDARDSREVIEWTheCCBSCommissiononBehavioralSafetyhasadoptedtenstandardsascriteriaforAccreditationdecisions. The review team assesses and reports evidence of progress within each of thesestandards. In the following material, we assess Costain’s Cultural Behavioral Safety Programthroughapplicationofthetenstandards.

SafetyTeamBehavioralManagementTeam(BMT)andGroupSafetyHealthandEnvironmentTeam(SHE)a. CostainseesgreatvalueintheBehaviorManagementTeam(BMT)• The BMT has increased to 12 members. The previous director of BMT is now the Group

Operations SHE Director further integrating Behavior Management into the SHE operations.TheBMTownsacostcenterforcontinuedlearningandseekoutcontinuousimprovementwithexpertassistancethroughconferencesandconsultantassistance. ItisnotablethattheBMTisentirelyself-fundedthroughitspaidbehavioralconsultingoutreachtoEuropeanindustry.

• MembersoftheBMTareresponsibleforvariousprojectsandtraveltositestoprovidetrainingtomanagers and frontline supervisors. BMT teammembers are sought out by sitemanagersand company leadership toprovidebehavioral coaching in the analysis of CBS/SHEdata, thecreationofactionplansbasedonbehavioralprinciples,andimprovesitemanagerstrainingtoforemanandoperatives.

• MembersoftheBMTarefluentinbehavioralterminologyandstrivetouseitintheireverydaylanguage when talking with management. This serves as a model for management to usebehaviorallanguageintheirownverbalizationsandsafetyleadershiptalks.

b. The Corporate Safety, Health, and Environment (SHE)management team is engaged and are

beingequippedtoserveastrainersandcoaches• TheExecutiveGroupSHEDirectorGavinBye’sstrategyistomovehisSHEteamfromtechnical

safety experts to behavioral problem solvers, meeting facilitators and coaches. For thisparadigm shift he has created succession plans for his retiring professionals, has soughttraining for coaching competencies, and is adapting SHE performance appraisals to providefeedbackoncoachingskills,competencyseeking,useofleadingindicators,andpinpointing.

• The BMT is a parallel team to the 180 strong Safety, Health, and Environment (SHE)managementteam.StrongintegrationbetweenSHEteamandBMTwasevidentwithrespectto


goals,sharedinitiatives,andcontinualreviewofstronglaggingandleadingsafetymetrics.Mr.Byeestimatesthatapproximately70%ofSHEprofessionalsinCostainhave“boughtin”toCBS(upfroma40%estimatethreeyearsago)asaneffectiveapproachtoreduceinjuries.ThiscanbeattributedtoBMTcoachinghavingturnedaroundstrugglingprojectsandreducing“chaos”during SHE Meetings. The twice-annual SHE conference within Costain has “influencingsessions” where the tools of Behavior Management (e.g., pinpoints, use of data) are taught.ManymembersoftheSHEteamalsohaveapproachedfluencyinbehavioralterminologywhileothersarewillingtopracticetheirverbalizationsandreceivefeedback.Thisservesasamodelfor Costain and supply chain management to use behavioral language in verbalizations andsafetyleadershiptalks.

• Managementhasprovidedsupportandresourcestotrain1300employeesonRAMStoimprovecontrol and response to risks across their business. Additionally, more than 250 trained asqualifiedmentalhealthfirstaidresponderstogiveattentionandresourcestoamentalhealthissuethatdisproportionallyaffectstheconstructionindustryinEngland.

Standard1Performance:ThereviewteamfindsCBSperformanceonthiscriteriontobeconsistent

withthestandardofPLATINUMLevel.Standard1Recommendations:Progresscanbedemonstratedby:• Advance understanding and CBS application of behavioral analytic principles beyond direct

contingenciesthoughadvancedtrainingformembersoftheBMT.

• Continued focuson coachingon the accurateuseof behavioral languageandprinciples tobeabletoapplyeffectivelytosafetymanagementsystems.


ManagementSupportandEngagementb. CBSenjoysstrongmanagementsupportandengagementcascadedthroughalllevels• Executive knowledge is acquired through 20 hours of in-class CBS training in addition to

ongoing online training. Executives get refresher training on behavioral contingenciesanalyzinganincidentregardingbarrierstomanagementsystemsthatledtoanincident.Non-executive management engages in 12 hours of CBS training. Executives get continuouscoaching from the CBS Director and CBS team members continuously coach managers.Managers engage in activities to consider their biases and cognitive limitations that lead togroupthink.Behavioral lexiconevidentinall interviewswithutterancessuchas“pinpointing,”“negative reinforcement,” “extinction,” and “shaping”. All levels of management mustdemonstrate competency through OBM-type Behavior Improvement Projects (BIP). Someprojectsrequiremanagers/engineerstoconductaB.I.P.everymonth.

• Managersconsistentlylookforhiddenlatentfactorsimpactingsafety.Duringthisreviewthesefactorswere engaged through initiatives such asmental health and fatigue riskmanagementsystems. Initial analysis has created actions based on hours worked, task load andcomplication,medicalhistory(hearingloss,depression),andobservationsofinteractionswithothers.

c. Program success is held accountable and sustainability through documentation in safety and

otherareasoftheorganization• Costain actively designs and

implements what it calls the“consequencechain”of interlockingbehavioral contingenciespresent intheir management structure.Higher levels of management areresponsible to manageconsequencesoftheirsubordinates’decisionsandactions.

• During injury and HIPO Close Callinvestigations managers seek tounderstanding of the consequencespresent at the time of the incidentfrom the standpoint of theoperative, supervision,professionals, and managers directly and indirectly involved. Training, measurement, andappraisals are designed to shape effective leadershipbehaviors that build an environment ofconsequences around safe behavior, especially for the front line supervisor who theyacknowledgeistheprimaryconsequenceproviderforoperatorsafetybehaviors.Ininterviewssupervisorsandmanagersacknowledgedthattheir“behavioreffectthebehaviorsofoperators”and that this is importantbecause theiroperators are “always indifferent environments andbehaviorschangewiththeirenvironment.”Mostmanagersinterviewedcharacterizedoperatorinjuriesasafailureontheirparttomanagetheirconsequencechain.


• Similarly,Costain’sCBSandSHEprogramsrelyheavilyonFrontLineSupervisors’(FLS)activeobservation and management of at-risk behaviors as they happen on-task. The systemmanagingbehaviors through theConsequenceChain is a strong factor inCostain’s success inreducing injuries in their supply chain. All interviewed acknowledged that all FLS will “saysomething, when they see something” and that the conversation is more often than not“positive”.Operatorsalsonotedthatifthey“don’tfeelcomfortable”doingatasktheyjusthavetostopandtheirFLSandmanagerswill“backyouup”.

• ManagementconsequencesareprimarilyexecutedthroughSHE/CBSScorecardsthatdocumentweeklychangesinleadingandlaggingindicatorsacrosseachsegmentoftheenterprise.Thesescorecardsarereviewedbyallmanagerswithintheirsphereofinfluenceandarereadilyabletobesegmentedtoreviewsubordinateperformancetoprovidefeedbackandproblemsolving.

d. Keyleadersaresystematicallyengagedinthesafetyoftheirworkforce.• Executivesconduct12engagementdayseachwheretheygotositestoshowsupport,learnand

engage in problem solving. Executives review safety data and share information and bestpracticesacrosstheirprojects.

• Competency and performance assessments are cascaded down the consequence chain withsometimes-objective criteria and feedbackmechanisms. Costain recently established a FirstLine Supervisor Assessment to build competencies and behaviors consistent with theirbehavioralculture.

• Management is beginning to analyze how hazards and risks are created due to theirmanagement system. Management is beginning to drive this type of discussion and analysisdownwardsthroughrolemodelingasawaytocoachotherleaders.


withthestandardofPLATINUMLevel.Standard2Recommendations:Progresscanbedemonstratedbythefollowingrecommendations:• SomemanagersdescribedtheEngagementToursasa“daywasted”showingexecutivesjustthe

bestsideoftheiroperations.Managerssuggestedplannedstructuredopportunitiestodiscussconcernsandneedstohelpleadersunderstandreal issuesontheground. It isrecommendedthatCostainenhancethemeasuresassessingtheeffectivenessofEngagementTours.Currentlythe executive gets credit for conducting a tour, regardless of the quality of interaction andinformation shared. TheBMT should pinpoint the executive behaviors (verbal behaviors) toexecuteduring these tours and institute ametricofEngagementTourperformancebasedonfeedbackonexecutiveperformancefromtheprojects.

• Although the active management of the Consequence Chain in Costain’s system providespowerful consequences in operator environments to shape safe behaviors most FLSinterviewed admitted that they could pay attention to operator behaviors about 20% of thetime. It isrecommendedthattheConsequenceChainbeextendedtoanexperiencedworkingoperator through training, practice and feedback within each work crew. The BMT shouldenhance FLS assessments based on actual pinpoints and observation of behaviors critical fortheirroleintheconsequencechain



WorkerKnowledge,Skills,andInvolvementa. Costainprovidesstate-of-the-artbehaviormanagementcoursesinitCBSTraining

• Reviewers witnessed CBS training being completed with managers at a site. The learning

environmentwasrichwithquestioning,practice,andreinforcement.Keybehavioralprinciplesare taughtwith stepwise in a type of errorless discriminationwhere participants frequentlyanswercorrectlyandreceivereinforcementfromthetrainers.

b. Theentireworkforceisengagedinthebehavioralsafetyprocess• Operatives experiencea seriesof “formal”discussionswithkey leaders and sitemanagersvia

meetingsandobservationsinadditionto“informal”conversationswithsitemanagementinthefield via praise, safety reminders, feedback and verbal correction, and problem-solving tomitigatehazards.

• Operativesareabletodiscuss,onarudimentary level,behavioralprinciples.Morespecifically,employeescaneasilyandquicklycommunicatethesafetyprocess’purpose,risksofthedayandkeycomponentsoftheirsafetyprocess.

• Employeesareabletocommunicatethattheirsuggestionsdolead to safety improvements. Operatives said they arerewarded for their participation in the observation process(25 pounds for turning in one card per month) however, atsome sites, operatives are not sure how the winners areselected.At other sites, theyknowmanagement choosewhatthey think were the best cards, while others allow theoperativestovoteonthetop5cards.Noquotasorpressureisplacedonoperativestocompleteacertainamountofcardspermonth.

• Onenotablesite involvesoperativesbyhavingthemconductpre-jobhazardassessment(Take5) in the field, which is run by the crews mainly, but at times the foreman will lead theassessment.Inthisassessment,theyreviewthejobsfortheday,whatcanhurtthemandwhatsubsequentcontrolmeasurestheywilltakebetokeepthemsafe.Othersitesmentionedabriefreview of each gang’s tasks in the fieldwith some general safety concerns reviewed for theirarea.Anothersiteconducted“PointofWorks”,which isdiscussionsconductedby the foremanontask-specificsafety issues for5-10mineveryday;sitemanagersperiodicallyobserve these


discussionsforoccurrenceandquality.Variationsofthistacticoccurinmostprojectsalthoughnotinasformalaformat.

c. Operatorinductionislimitedtoshorter“stock”courseswithmosttrainingon-the-job• Recognizingthetransientnatureofcontractorwork,Costaincontractstheirsupplychainforthe

earlyarrivalofworkers tocomplete training insafetyprocedureswithat least30minutesofintroduction toCBS. Afterward,newworkersarepairedwithexperienced forcontinuingon-the-jobtrainingthatincludesobservationsandreporting.Individualcontractorcompaniesaddtheir own versions of safety training that are monitored and scored by Costain. Workersundergoanassessmentofcompetenceusingatrainingmatrixspecificforthejobtobeengagedin.

• There are some examples of enhanced behavioral training taking place at some of the biggerJointVentures. Onesuchtrainingprograminvolvesvideotapingoperatorswhileworkingandthemeetingwithoperatorstoobservethevideosandallowingthemtoverbalizethebehaviorsthatputthemat-risk.Similarly,someprojectshaveengagedinvirtualrealitytrainingwherealloperatorshaveachancetoidentifyhazardsintheVRenvironment.


withthestandardofGOLDLevel.Standard3Recommendations:Progresscanbedemonstratedbythefollowingrecommendations:• Whennewinitiativesaredesignedconsiderinvolvingasampleofusersincludingoperativesand

foreman. More involvement will give foreman and operatives a sense of ownership in theprocess, and themore knowledge they have on how decisions occur, the easier it will be tospreadcomponentsofthebehavioralsystem.

• Enhance training in observing and recording behaviors, instead of just conditions, withoperatives


RiskAnalysis,Pinpointing,andBehavioralObservationsa. CostainemploysanumberofantecedenttoolstoidentifyhazardsandriskstodiscriminateFLS

andOperatorbehaviors• All supply chain companies conduct risk reviews at the time of

contracting.RiskmanagementplansarecreatedandRisklogsarecollected throughout project lifespans. Construction designsundergoanaudittoidentifylatentrisksandaRiskAssessmentandMethod Statement (RAMS) comes with project designs. Finally,PointofWorkRiskAssessments is completedat thebeginningofeachshiftwithallhandsonsite(witnessedbythereviewers).

• Inaddition,CostainhasimplementedasystemofContractTargetedRiskMonitoring (CTRM). Specific inspection questions (n=10-20)for each of the 94 specific tasks (e.g.,HighPressure JetWashing,Open Excavations) are made available for project management’smonitoring. EachprojectreviewsCBSDatatrendsandotherSHEmeasurestoidentifythetop5specifictaskstobemonitoredoverthenextmonthusingtheinspectionquestions.Risksaremitigatedanddatalogged.

• TheCBSprogramconsistsofanumberofopportunitiesforsafetyreporting.

“Seeit-Sortit–Reportit”(SSR)CardsareusedforObservationsandvaryper project site but most are open ended. Operatives can submit anobservationbutmostinterviewedsaidtheydescribetheirobservationtoaFLSwhothensubmitstheobservationforthem.Observationswillbereadduring the Point ofWork Risk Assessment and posted publically on site.TheCBSchampionontheprojectwillreviewobservations,categorize,andenterthemintotheCAPTUREdatabaseasanObservation(SafeBehavior),Hazard (condition), Near Miss (At-Risk Behavior), and/or HIPO (a NearMiss that could havebeen a severe injury). Observation rates havemorethan doubled since the last Re-Accreditation Review (see graph inoverview)!!!!

• A pilot “Take 5” initiative is taking place in one project that compels a pre-task discussionbetween FLS and operators to identify anddocument hazards in the environment and“key controls” and “actions” tomitigate therisk. Completed Take 5’s provideinformation for other risk analyses (CTRM,RAMS). To shape quality Take 5discussions, Supervisors are trained usingpractice and reinforcement. Foremen willwatch Supervisors’ Take 5 conversationsandgivefeedback.FLSarescoredonTake5performance weekly and as part of theirformal FLS Assessment. Samples ofcompleted Take 5 cards showed somebehavioral actions (‘e.g., “signal plantoperator with hands and receive a thumbs


up response before entering into the dangerous area”) but most items werecondition/behavioral outcomes (e.g., “fencing aroundwork area,” “Suitable precautions usingShihl saw,” “correctPPE for the task”)orpencilwhipped. TheTake5 carddoespromptSSRreportingatthetimeofthebriefingbutnotduringthetaskitself.

• BMT Coaches rotate around to different projects to conduct Pre-task ABC Analysis to bothpinpointsafebehaviorsneededforthetaskandusetheanalysistomitigateat-riskbehaviors.Operators, FLS, and managers will participate in the analyses. Reviewers saw evidence ofsuccessfulanalysistargetingsystemvariablesformitigation(e.g.,“changepermitdesignsonottobeconfusingtooperators”).

• Costainhascontinuedtouseadministrationsofa“ClimateSurvey”developedandimplemented

by the projects and BMT. These surveys are used as means of analyzing cultural risksthreatening safety performance with the intention of directing more strategic actions forimprovement. Most of the evidence reviewed revealed that Person variables (e.g.,“Complacency”,“Values”)aremost likelytobe identifiedascausesrisk.Mitigationactionsarethenderivedfromtheresultsofthissurvey. Thesuccessoftheseactionswastobeevaluatedthroughfollowupsurveys.

Standard4Performance:ThereviewteamfindsCBSperformanceinthiscriteriontobeconsistentwiththestandardofGOLDLevel.

Standard4Recommendations:Progress toPlatinumLevel canbedemonstratedby the following

recommendations:• The abundance of SSR cards submitted by operators and FLS contained “Welfare” items (e.g.,

locationofCellStation,conditionofbathrooms)orotherworkcondition issues(Traffic,PlantandEquipment,Housekeeping). Otherwise,P.P.E.wasnotedoncards.Additionally, the itemsontheabundantantecedentriskmanagementtools(e.g.,CTRM)aresimilarlyconditionbased(e.g., “Has evacuation been checked as a confined space?”). Similarly, Point of Work Riskassessments in pre-job briefings alertworkers to hazardous and changing conditions. All ofthese items are conditions in thework environment or are the product of targeted “PlannedBehaviors” such as permitting, guarding, and inspections designed into the work plans as aresultofriskassessments.

However, pinpoints ofDiscretionaryBehaviors that occurduring executionof the actual taskarehighlyvariableandmostlyabsent.Thus,thespecificbehaviorsneededtoworksafeinthepresenceofhazardsarenotdiscriminated(identifiedbyantecedents).Thiscreatesvarianceinthe execution of the work contingent on the independent discretion and experience of theoperator and the occasionally-present FLS. A comment during an operator interviewexemplifies this issue: “They tell uswhat the hazards are butwe have to figure it out fromthere.” A few of the Project Managers interviews also noted point-of-task operator-specificbehaviorsareanareaofimprovement.

1. We recommend that the BMT conduct exercises to pinpoint specific observablebehaviors so that plethora of risk management tools (e.g., RAMS, CTRM, POW-RA) havebehavioral exemplars as a more specified layer below the current condition/targetedplannedbehavioritemscurrentlyassessed.Forexample,anoperatorataCrossrailprojectvisitedinthisreviewdescribedanABCAnalysisonservicestrikeswhichproactivelywentbeyond the procedures listed in RAMS and pinpointed specific discretionary behaviors


along with antecedent solutions (e.g., less complicated procedures), immediate verbalreinforcement, and interlocking planning with engineers to design the work to optimizepinpointedbehaviors.2. We recommend that theBMTdesign and adopt a Point-of-Task toolwherebyFLSaskoperatorsforthespecificdiscretionarybehaviorstheyshouldengageintoworksafeinthe midst of the assessed hazards. The Take 5 pilot at Severn Trent Water is a goodopportunity for this type of on-the-spot pinpointing if the tool is adapted to solicitbehavioral-levelactions.AdequatetrainingandfeedbackwillberequiredforFLSpersonneltobecomefluentineffectivepinpointing.

• Manyprojectsuse“ClimateSurveys”to“pinpoint”risksandbehavioraltrends.Avoidtheuseofsurveysasbehavioralanalysisandevaluationtools. Surveyscanbeunreliable, invalid,reflectbiases,and,evenwhenwelldesigned,directactionstowardfixingPerson-Factors(e.g.,Values)insteadofthesystemvariablesthatcauseat-riskbehavior.


GoalSettingandIncentivesa. GoalsforleadingindicatorreportingarecombinedwithweeklyfeedbacktoProjectManagers.• Individual projects receive feedback on their leading indicators through their CBS/Hazard

Ratios. Thesereports-to-incidentratiosaregradedonastandardcriterionandmanagersaregivenfeedbackincomparisontothisgoalstandard.Similarly,managersaregivengoalsaroundscored inspections, SHE data use, and dedicated observers. For example, one project visitedhad a “yellow” (needs improvement) ratio andbroke the ratio downby individual project toprovidefeedback.Thisresultedinanincreaseinobservationstothe“green”leveloverthenextsixmonths.

b. Supply Chain companies who meet Costain’s safety standard are given preference in futurecontracts.

• WithinCostain’scontractingprocessaself-assessmentmeasureiscompletedbyeachcompanyin the supply chain contractor network. Performance on this measure ranks companies forfuturecontracts.Safetyperformance,includinginjuryratesandriskassessment,isaweighteditem on this assessment, in addition to their culture and leadership to determine levels andalignmentwith Costain’s goals. The totalmetric system is 1000points, and safety counts for300ofthosepoints.

c. Behavioralsafetyprocessgoalsarenotestablishedforoperativesorcontractors• The high-level safety metrics are not communicated with operatives, as it is seen more as amanagementtoolforevaluationofmanagementactions.

• Quotasarenotcommunicatedtomanagersbutitappearsthatmostsitemanagers&supervisorscomplete about 2 observations perweek. Quotas are also not communicated to operatives tocomplete observations; however, operatives are encouraged to sort and report issues whenobserved. Itwasestimatedbymanagement that theratioofobservationconductbymanagersversusoperativesis5:1or10:1,dependingonthesite.

d. Incentiveuseisminimal• Some sites provide trivial incentives for quality observations turned in by operatives every

month, however, there didn’t appear to be a clearly communicated definition of “quality” foroperatives.

Standard5Performance:ThereviewteamfindsCBSperformanceinthiscriteriontobeconsistent

withthestandardofPLATINUMLevel.Standard5Recommendations:Progresscanbedemonstratedbythefollowingrecommendations:•Communicationofsafetypercentageswasnotreviewedatallsites.Itisrecommendedthatsomesites benchmark against other notable sites (CIM6 and C360 Shafts Headhouses) that arerecordingandcommunicatingmoredetailedsafetymeasures.

• Goal setting initiatives could be implemented for those in the field around reducing keybehavioralrisksthatappearinobservations.

• CriterionforredamberandgreenintheCBSratioshouldbebasedonactualtriggerpointsforhigherprobabilityofriskbasedondataanalyticresults.


EffectiveCommunicationandPerformanceFeedbacka. Alloperatorsandtheirsupervisorsmeeteveryshifttoreviewsafetyissues.• Point of Work Risk Assessments are completed at the

beginningofeachshift.Thesecontainadescriptionofthework to be done, known hazards, communications fromother shifts about changing conditions, review of SSRcards, Mental Health conversations, and cultural events(e.g.,birthday, retirement). Operatorsseesomevalue inthese meetings (e.g., “we knowwhat others are doing”)

but mostly findthemboring. Theyall describe Pointof Taskconversations asmuch moreeffective.InPointofTaskmeetingstheFLSwillconductabriefdiscussionoftheimmediatehazardsandrisksforthe upcoming task. In these meetings they are morelikely to pinpoint discretionary behaviors for the safeexecution of the task. However, interviews withoperators and FLS indicate there is a large amount ofvariance among the FLS in the conduct of theseimportantconversations.

b. Data from leading and lagging indicators are analyzed and

shared.• Operatives are read the See It, Sort It, Report it (SSR) cards

during their pre-shift Point ofWork Risk Assessmentmeetings.“You Said We Do” stories are read and posted at project sites.Operators interviewed say that they get responses and fixeswhenSSRCardsareturnedin.TrendsfromSSRcards(i.e.,NearMiss Frequency Rate, Positive Interventions, histograms of topHazards and Good Practices) appear in Dashboards posted inoperatorwelfare(breakareas)andaccessible on managementcomputers. Managers and FLSengage in monthly review of thisdashboard, report issues, engagein targeted CTRMs, and completeactioncloseouts.

• SHE Dashboards are postedaround every site and reviewed.Dashboards also are available inelectronic form forofficestaffandmanagers. SHE Managers andCostain Leadership can thenreview their site managements’


useof thedata from theirDashboardviewsand self-report. Thisbecomespartofmanagers’EngagementMetric.

c. Culturalverbalbehaviorisdirectedtowardhonestreporting,notblame.• Most managers practice “no blame” cultural practices. While there are penalties for safety

violations,contactorsareencouragedandreinforcedforhonestlyreportingissues.Thereweresome reports of supply chain managers not turning in an observation because they wereworriedabouttheirworkergettingpunishedbutall interviewedhadnoexperienceofanyonegettingintroublebecauseofacardnorhadamanageraskingthenameofanyoneinvolvedinacard.

Standard7Performance:ThereviewteamfindsCBSperformanceonthiscriteriontobeconsistentwiththestandardofPLATINUMLevel.

Standard7Recommendations:Progresscanbedemonstratedbythefollowingrecommendations:• ThePoint-of-Taskmeetingsshouldbecomeregular,plannedeventsduringthecourseofashift

when tasks change. FLS should be trained to conduct thesemeetings, through practice andreinforcement,topinpointdiscretionarybehaviorstobeengagedbyoperatorsduringthetask.SSRObservationsshould thenbeconductedonthesepinpointedbehaviorsduring the task toprovideimmediatefeedback.TheTake5processbeingpilotedatonprojectcouldachievethisgoal. However, theTake5 card couldbeusedasanFLS training tool to shapePoint-of-Taskbehaviors to fluency. After achieving fluency the need for the card isminimized and can bephasedoutasanoptionfortheproject.

ENABLING WORKS AREA SOUTH DELIVERY (1EW02)

Health & Safety

February 2018

0510152025303540

0123456789

10

Cumulative

Mon

thly

Assessnet Tracker Level 1 ‐ 3

Incidents reported in the monthClosed in PeriodCummulative ReportedCummulative Closed

2

04

0

Assessnet (L1‐3) Open investigations (Cumulative)

S1 S2 S3 S4

0

1

2

3

4

5

6

Engage

men

t tou

rs

HS2 au

dits

SAT SI

Engage

men

t tou

rs

HS2 au

dits

SAT SI

Engage

men

t tou

rs

HS2 au

dits

SAT SI

Engage

men

t tou

rs

HS2 au

dits

SAT SI

November December January February

Actions raised during audits

Actions raised Actions closed Actions outstanding

0%

20%

40%

60%

80%

100%

120%

S t b O t b N b D b J F b

Percentage of CSJV line managers who have completed Mental Health LITE training

November

December

January

February

Health Focus Events

November

December

January

February

Safety engagement events

0 10 20 30 40 50 60

Welfare

Traffic Mgt/Logistics

Third party/Security

Unsafe conditions

Good practice

Housekeeping

PPE

Feedback Trend

February January December

0

2

4

6

8

10

12

14

16

Unsafe practice procedural housekeeping welfare wastemanagement

Positive intervention

Dec Jan Feb

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.000.00

0.10

0.20

0.30

0.40

0.50

0.60

0.70

0.80

0.90

1.00

0k

40k

80k

120k

160k

200k

AFR / L

TIR

Hours w

orked

Accident & Lost Time Injury Frequency Rate

Total Hours AFR Rolling LTIR Rolling

Minor Injury

Fatality

Cumulative Monthly

RIDDOR Reportable

Lost Time Non Reportable

HiPo / DangerousOccurence, Close Call

Hazard / SHE Observation

Hours worked

0

0

0

2

2

161

188,382

0

0

0

2

15

695

1300054

0

20

40

60

80

100

120

Engagement ratio hours worked against observations recieved

0.%

5.%

10.%

15.%

20.%

25.%

05

1015202530354045

Apr May Jun Jul Aug Sep Oct Nov Dec Jan

Ratio

of F

LS to

workforce

No FLS on

sitr

Axis Title

Front line supervision

No.FLS on site

Total awarded gold

No. Supply chain on site

Ratio of supervisors to workforce

0

1

2

3

4

5

6

7

8

9

10

reported Open Closed reported Open Closed

January February

Assessnet Level 4 Incidents

4273

642

767

4279

542

826

4285

642

887

4291

742

948

4297

943

009

4304

043

070

4310

143

132

0.%

1.%

2.%

3.%

4.%

5.%

6.%

7.%

8.%D&A Testing Failure RatePre‐Employment CSjv % FailPre‐Employment S/C % FailRandom CSJV Fail %Random SC Fail %

0

20

40

60

80

100

120

42887 42917 42948 42979 43009 43040 43070 43101 43132

BSIF Training ‐ IFE

Target Ratio Completed %

20

10

20

0

12

98

6

1716

13 13

20

12

911

0

5

10

15

20

25

S1

S2/4 S3

Utilities S1

S2/4 S3

Utilities S1

S2/4 S3

Utilities S1

S2/4 S3

Utilities

November December January February

Targeted Risk Monitoring

Completed Planned

0

2

4

6

8

10

12

Demolition

Utilities

Logistics

Scaffold

Demolition

Utilities

Logistics

Scaffold

Demolition

Utilities

Logistics

Scaffold

Demolition

Utilities

Logistics

Scaffold

Demolition

Utilities

Logistics

Scaffold

Supplier VFL Follow Up Audit

0

20

40

60

80

100

120

42887 42917 42948 42979 43009 43040 43070 43101 43132

BSIF TRAINING ‐ CBM

No. of scheduled IFE courses No. of staff completed CBS

No. of staff completed IFE Ratio Completed %

Target

Jan‐18 Feb‐180.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

Random % D&A Testing Undertaken

Random D&A Target % of workforce (cumulative)

0

0.2

0.4

0.6

0.8

1

1.2 Medicals

90 Days Target


ContinuousImprovement(CI)andSuccessionPlansa. Integritychecksareconductedonsafetyprocesses.• SHEmanagementconduct“DeepDives”threetimesayeartoconductanintegritycheckonSHE

processestodetect“pencilwhipping”andidentifyopportunitiestoimprovetheirprocesses.

• AnumberofWaterDivisionprojectstook3+yearsofdatafromtheirSHEdashboards,includingobservationdata,andconducteda“weaksignals”reporttofindtrendsinbehavioraldrift.Theyidentified top risks (e.g., returning to sites for unplanned repairs) and directed mitigationtacticstowardtheseissues.Whenthesedataanalyticswereconducted,projectsacquireddatafromothersimilarprojectsites,subcontractors’otherjobs,andjointventurepartnerstobetteridentifystatisticaltrends.

b. Technology is being tested and adopted to facilitate reporting and

observations.• Some projects have technology kiosks where tablet computers are

available foroperatorandFLSreporting. Thesekioskscanalsobeused for operators/FLS to track their issues until action close out.AttheTidewayproject,asmartphoneapplicationhasbeenadoptedforobservation/hazardreporting.FLSusethisapplicationtoreportSSRs andother issues that godirectly into theCAPTUREdatabasefor analysis and follow up. The use of this smartphone app isattributed for the increase in SSR observations from 20-30observationsamonthduringbaselinetoover300.

c. Successionmanagementfortransferringbehavioralsafetyprinciplesfromsafetyprofessionalstoallmanagementlevels

• Starting to transition some SHE personnel from being prescriptive implementers to coacheshelping leaders devise their solutions. Specifically, they’ve been engaging in cultural safetydevelopmentfocusedonmovingfromsafetycoptosafetycoachwhereintheoperativescanownmoreofthesafetyprocess.

• Some sites are training their foreman on safety leadership in the field, and providing liveexamples of good and bad feedback, followed by the foreman demonstrating feedbacktechniquesinthefield.SHEfollowsupaweeklatertoobserveanddeterminetheamountofdriftfromthetraining;refreshersandfollow-upcontinueasneeded.

• Trainingforallmanagementlevels,includingoperativesbeforetheypotentiallybecomeleaders.Planning to improve the educational aspect of their CBS training to reflectmore of “train thetrainer”modelwherein theworker learns the power they have in influencing others and theabilitytoimprovetheworkenvironmentwithoutmanagementintervention.

• ThequalityofstartofshiftsafetydiscussionsbymanagersissomewhatevaluatedbytheSHEbyattendingmonthlymeetingstooverseewhatisdiscussedwithgangsandtogivefeedbacktothefrontlinemanagersontheirsafetycommunication.Observationsofsafetyleadershiptalksoccurevery3weekstodeterminefacilitationofateamenvironmentandifleaderhasbuilttrustwiththegang.


• Succession management at some sites includes pairing new workers with inexperiencedworkerstotransferknowledgeonsafetycultureandknowledge.


withthestandardofPLATINUMlevel.Standard8Recommendations:Progresscanbedemonstratedbythefollowingrecommendations:• Costain’s SHE/CBS processes are a data-rich platform for descriptive evaluation, relational

analyses,andpredictiveanalytics.ItisrecommendedthatCostainengageinstatisticalanalysesto better understand and exploit relationships between leading indicators, operational data,andoutcomeincidentswithagoalofcreatingadynamiccanonicalformulathatdirectsactions(e.g.,deepdives,CTRM,etc.)toemergentissuesmostpredictiveofinjuries.

• Whenaddingnewinitiativesconsiderreviewingpotentiallyoutdated,redundantorlesservaluetools.

• Deviseaprocesstodeterminequalityofstartofshiftsafetydiscussions;considerincludingthat

into safety leadership metric. Furthermore, implement on a wider scope manager trainingexamples of good feedback versus poor feedback so they can distinguish varying qualities ofsafetyleadershipcommunication.


ExtendedApplicationsofBehavioralTechnologiesa. BehavioralTechnologieshavebeenextendedtomanypartsofCostain’senterprise• Behavioralpinpointshavebeenused tomanage thesecurityofCostain’s IT infrastructureand

data. Allusersare trained in the5pinpointedbehaviors (e.g.,openingaPDF fromanemail)beforegivenalicensetouseIT.Testemailsaresentouttophishforaccessthroughpinpointeduserbehaviorsandmanagersgetfeedbackreportsontheperformanceoftheirteam.

• Behavioralpinpointsareusedabundantlyininstructionalsignage:

b. CBS Training courses, conducted by the BMT, promote behavioral applications across theenterprise(andcommunity)

• Costain’s CBS training culminates in a final module where participants complete their ownbehaviormanagementproject. Themajorityof theseprojectsapplybehaviormanagement topinpointsoutsideofsafety.

Standard9Performance:ThereviewteamfindsCBSperformanceonthesecriteriatobeconsistent

withthestandardofPLATINUMLevel.Standard9Recommendations:Progresscanbedemonstratedbythefollowingrecommendations:• The Front Line Supervisor (FLS)

Assessment is a tool to shapesupervisor behaviors throughfeedbackonessentialparticipationand performance variables.However, the current FLSAssessment relies heavily on 5-point subjective ratings on non-pinpointed criterion (e.g., “safetyawareness”). Pinpointedassessments based on actualobservation of behavior rated on a behaviorally-anchored rating scale will reduce the ratererrorsassociatedwithsubjectiveassessmentsandbettershapepinpointsupervisorbehaviorscriticalfortheirroleintheconsequencechain.


CorporateResponsibilityandOutreach

a. CostainisavisibleleaderofconstructionsafetyintheUnitedKingdom.• Costain conducted its 6th Annual Cultural Behaviour Management Conference hosted by the

BMT. Twelve speeches on behavior management were delivered to over 150 attendeesrepresenting25projectsandpartnercompanies.TwoCCBSCommissionersdeliveredkeynotes(Dr. Angie Lebbon & Dr. Timothy Ludwig), twoindependent companies, Tata Steel and MidlandMetro Alliance presented case studies on theirimplementationofCBS,andthreeCostainexecutivespresentedasdidmembersoftheBMT.

• Costain hosts a Supply Chain Academy where the senior leadership of smaller contractingcompaniesreceivetraininginsuccessfulprojectmanagement.Thistrainingincludeselementsof the CBS course taught by the BMT. Over 140 companies have participated in 9 of theseevents.Thesecontractingcompaniesgoontovoluntarilyhavetheiron-sitemanagerstakethefull CBS course. Individual large Joint-Ventures such as Crossrail have conducted their ownsupplychainconferencestoteachCBSandsharebestpracticesatthebeginningofprojects.

• Costain’sBMThastaughttheirCBSintroductorycoursetogovernmentregulatorHealth&SafetyExecutive (similar to OSHA) whose policies and oversight influences the country’s safetyexecution.


• AspeechwasdeliveredbyadirectoroftheHealth&SafetyExecutiveattheannualgatheringof

thenationalConstructionHealthandSafetyGroup(CHSG)containingmostofEngland’s largeconstructioninterests.Inhisspeechhelistedbehavioralsafetyasoneofthecausalfactorsforthedramatic500%reductionininjuriesoverthelastdecadewithintheconstructionindustry.

b. Costain’sapproachtomentalhealthleadstheindustry.• Costain reviewed industry data to discover that suicides and

incidents of depression were 4 times more likely in theconstructionindustrythaninthegeneralpopulation. Seeingtheneed Costain is implementing Mental Health support initiativesthroughout its supply chain. Mental Health First Aid Traininggraduates “accredited” individuals be the first line of aid to

employees needingemotional support. Themental health“conversation” is beingintegrated into shiftmeetings, stand-downsand managementbriefings. Reviewersnoted several managers describing their efforts inmental health as a priority and heard severalsupervisors speak of their own mental challengesopenly. Surveysareused toassess thepercentageofoperators who would speak voluntarily to MentalHealth First Aid. Currently they estimate only 13%would engage and Costain is using this measure toimprovetheirMentalHealthprogramgoingforward.

• Costain’sBehaviorManagementconferencefeaturedaspeaker(oneoftheBMT)whospokeof

hisownjourneywithmentalhealth.ThetopexecutivewhoopenedtheconferencealsospenttimediscussingtheimportanceofmentalhealthinterventionwithinCostain.


Standard 10 Performance: The review team finds CBS performance on this criterion to beconsistentwiththestandardofPLATINUMlevel.NoRecommendationsmade.


SamplingMethodologyOfCostain’sCulturalBehavioralSafetyProgramReviewTheRe-Accreditation review teamworkedwith theCostain’sBMT inanattempt to sample thesemultiple facets of their business to evaluate the behavioral integrity of their safety programs,variance across sectors/projects, and to confirm the ongoing impact of their Costain BehavioralSafety (CBS) program on the reduction of injuries. This was accomplished through a variety ofmeans:a)writtenapplicationforRe-Accreditation,b)datareview,c)interviewswithaccountableparties, d) witnessing CBS processes in action (e.g., training), and e) visiting a representativesampleofoperationalsites.The Application for Re-Accreditation was submitted to the CCBS in February 2018, reviewingchanges to Costain Ltd. since the initial Accreditation, enhancements to its behavioral safetyprogram,andactionstakeninresponsetorecommendationsfromtheAccreditationreview. Thisapplicationalsoupdatedsafetyperformancedataandprovidedexamplesofmorerecentbehavioralsafetyimplementations.Onemonth prior to the site review the reviewerswere presentedwith a list of 20 project siteswithin the geographical region to be visited (i.e., the greater London area). The reviewersrandomly selected six sites from this list. Additionally, the reviewers requested interviewswithrepresentativeexecutivesatCostain’sheadquartersandrequestedamorningwitnessingaCulturalBehavioral Safety training course. The reviewerswere scheduled to witness Costain’s BehaviorManagement Conference to see the larger impact ofthe CBS program and outreach to the supply chain.Finally, reviewerswere scheduled to attend the not-for-profitConstructionHealth&SafetyGroupannualeventtoseeCostain’ssafetyprograminthecontextofitsindustrypeersandgovernmentoversight.This itinerary allowed the reviewers to interviewaccountable parties across a sample of the business.These included executives anddirectors in chargeofSafety Health and Environment, Procurement,Information Technology Business Systems, Process Safety, Finance, and Operations (NaturalResources). Reviewers hadmultiple opportunities to interactwithmembers of the CBS teamaswellassamplesofthelargerSafety,Health,andEnvironment(SHE)teamduringsitevisitsandtheconference. Asreviewerswent into fieldoperations theyhadopportunity torandomly interviewmembers of the Costain and contracted workforce (i.e., “operatives”), foremen, constructionmanagers, designers, supervisors, and project managers during scheduled meetings and projecttours.

ReviewItineraryMonday 12MarchMaidenheadHQ

ClaireFryerAlanCheungGavinByeAlexVaughan

DirectorofBehaviouralManagementGroupOperationsSHE&BehavioralManagementDirectorGroupSHEDirector(Alan’sBoss)NaturalResourcesManagingDirector–ExecBoardMember


TonyBlanchTonyBickerstaffRichardHowell

BusinessSystemsDirectorGroupFinanceDirectorGroupHeadofSupplyChain

Afternoon SiteVisittoHighSpeed2EnablingWorks(Rail)2018AFR=*

BillLomasNealCarterBryanWilliamsJohn McIlhagga,LeanneMaeer,&MeganFlanaganOperators &Supervisors(FLS)

ProgrammeDirectorOperationsDirectorWorksManagerSHERandomOn-siteInterviews

Tuesday 13March

SiteVisittoEight2o–CostainJointVenture2018AFR=*

Morning CostainCulturalBehaviorSafetyTrainingledbyJacquiBolsover

Afternoon GaryBaldwinJamesDobsonMattAstonGeorginaLambOperators &Supervisors

SiteManagerFrameworkSHEManagerHeadofDeliveryBehavioralManagementTeamRandomInterviewsinConferenceRoom

EndofShiftSupervisorMeeting

Wednesday 14March

SiteVisittoCIM6StrenshamWaterTreatmentWorks2018AFR=*

ChrisVicePaulNowakLlyrDavisPaulGillard

ProjectManagerFrameworkSHEManagerSiteAgentFrameworkCBSChampion

DinnerwithCostainBehaviorManagementTeam

ClaireFryerLorraineJohansonMandyWorsleyPeterBrownJacquiBolsoverSteveHampsonGeorgeHilliar

DirectorofBehaviouralManagementBehaviouralManagementTeamAdministratorBehaviouralManagementLeadConsultantBehaviouralManagementPractitionerBehaviouralManagementLeadConsultantCBSCoachBehaviouralManagementAdvisor


GeorginaLambCarlyWheelikerMarkBielbyKatieMcilhaggaSarahSmith

BehaviouralManagementAdvisorBehaviouralManagementConsultantBehaviouralManagementAdvisorBehaviouralManagementAdvisorBehaviouralManagementAdvisor

Thursday 15March

CostainBehaviourManagementConference150 in attendance representing Costain SHE, Project Management, SupplyChaincompanies,andBMTConsultancyClients

Evening ConstructionHealth&SafetyGroupAnnualDinner

Friday16March TidewayEast,ChambersWharf–CostainJointVenture2018AFR=*

Morning WitnessedBeginningofShift“Toolbox”Meeting

FrancoisPoguAndyBrownSallyDeFreitasMichelleFrawleyPaulBrooksAubreyDaviesBMTOperators &Supervisors

ProjectDirectorSHEManagerTraining&CompetencyManagerDeputySHEManagerSeniorWorksManagerWorksManagerMandyWorsley&PeteBrownRandomOn-siteInterviews


Afternoon C360EleanorStreet–CostainJointVenture

AndyMooneyJohnHarrisonDeanCollinsSineadKennedyRobMorganOperators &Supervisors

ProjectDirectorConstructionManagerSeniorGeneralForemanSHEManagerSiteEngineerRandomOn-siteInterviews

Documents

Cambridge Center for Behavioral Studies Accreditation Site Visit … · 2019-12-15 · • Leadership at Costain demonstrate visible and active support of its behavioral safety