Running Successful Health & Safety Campaigns...CASE STUDY -CRH PLC (SAFETY KPI’S) CRH Europe Safety Performance 2013 2014 2015 (Nov) LostTime Accidents 246 149 85 Days Lost 5092

Presentation to CRH Board, 2015

Running Successful Health & Safety Campaigns

SETTING YOUR CAMPAIGN’S OBJECTIVES


An effective campaign requires a definite structure, usuallyexpressed in these nine elements

1. Situation analysis2. Goal / objectives3. Target audience4. Strategy5. Tactics6. Media of choice7. Calendar / timeline8. Budget, and9. Evaluation

Research plays a vital role within each of the nine elements.


Sometimes, paying attention to the specific strengths,weaknesses, opportunities, and threats (SWOT) associatedwith the situation will bring about desirable insights.


A clear analysis of the situation leads to specifying theoverarching goal and objectives that should be addressed bythe campaign

ENSURING YOU CREATE THE RIGHT CONTENT


What can good campaign content / communication do?

Can:

• Increase knowledge and awareness• Influence and reinforce perceptions, beliefs, attitudes and

norms• Prompt action

Cannot:

• Compensate for inadequate or inaccessible systems /services

• Produce sustained change in absence of parallel changesin systems / services, technology and policy.


The first thing you need to do is be very clear about youraudience:

• Who is your material intended for?• Keep in mind that the audience for a specific

communication piece may be different than the ultimateaudience for your program - Do you need seniormanagement buy-in

• What do you know about them?

This will drive the development of your messages andmaterials.


Who are you trying to reach:

• Define and understand your target audience;

• Consider race, ethnicity, age, location and otherdemographics;

• Recognize barriers and challenges to reaching youraudience, getting their attention and ensuring theirunderstanding.


Involve your audience at every phase

That way you’ll know what users want and need, instead oftaking your best shot and hoping you hit the mark;

You’ll have feedback that’s invaluable before it’s too late andyour product is done and on public display;

You’ll have solid, first-hand knowledge of who your usersactually are - what language they speak, how well they read,how skilled they are with technology, or if technology is evenavailable to them.


Involve your audience at every phase

Know the purpose of your piece. Explain how the informationcan benefit the audience. Limit your content to informationthat supports your objectives;

Once you know more about your audience, think about thepurpose of your program or communication piece?

• What is its behavioural objective?• What do you want your audience to do?

You also need to think about what’s in it for them - not justwhat you think they should do. This should come from someof the insights you received in your audience research phase.


Many of us feel like we need to thoroughly educate ouraudiences about all aspects of a health or safety issue orprove our point with fact after fact of supporting evidence

Only include information necessary to help the person takethe recommended action

Don’t over complicate….


Campaign communications must be integrated into yourpolicies, systems, or environments. So that they canreinforce and support the messages in your campaign.

Boiled down, effective campaign communication is reallyabout two things:

• Informing, and• Inspiring your audience


Inspire isn’t a lofty pie-in-the-sky type of feel-good term, butrather about a call to action, aim to motivate your audienceto do what you want them to do. Inspiring them to action

Convey the information in a way that people can understand

Should be clear, simple, accurate - what they need to know?

Ask yourself - Do your messages resonate? Are they relevantand inviting, respectful of culture, mindful of motivationalinfluencers?

Give them something to do?

BEST METHODS OF DELIVERY AND MATERIALS NEEDED

UK agency, purplefeather

http://www.youtube.com/watch?v=Hzgzim5m7oU&feature=player_embedded


First I want to show a short video that reminds us of the power of words

UK agency, purplefeather

http://www.youtube.com/watch?v=Hzgzim5m7oU&feature=player_embedded


Focus on behaviour

• What do you want your audience to do?

• Use action statements

• Use interactive formats where appropriate

Campaign advice, no matter how clear and true, will beuseful only if it is actionable.

Keep this top of mind. What do you want them to do? Make it clear. Make it prominent. Make it specific. Give them all the information they need to do it.


Create motivation

Make the content meaningful and appealing to the intendedaudience

Suggest clear, specific behaviors that are doable by thetarget audience

Ask people to ask questions, take action steps, or write downaction they will try to do

Use testimonials and short stories.


Behaviour theory

Many people base their decisions on emotion rather thanlogic

Most safety and health messages are based on fear appeals:afraid of getting hurt, getting a disease, or dying

Use of theory saves time and money because there is lesstrial and error

Theoretically based campaigns are more likely to succeedthan those developed from inspiration alone.


Does fear work?

Fear appeals have been used since antiquity

Tend to be more effective with “copers” and “sensationseekers.”

Still widely debated…

Preachers, teachers, marketers. They are used by doctors,parents, police officers, and politicians - all in an effort to getindividuals to think or act in a certain way. Fear appears tobe a great motivator as long as individuals believe they areable to protect themselves.

Copers: people who are not anxious by natureSensation seekers (often youth)


What about humour?

http://www.youtube.com/watch?v=m4agTavahEA


User focused writing

Accessible to your target audience, given their use oftechnology or their particular needs

Useful to your audience

Relevant to their needs and concerns

Easy to understand, given your target users’ reading ability,dominant language, and prior knowledge of your topic

Sensitive to cultural issues, beliefs and backgrounds


Plain language

Can the people who are the audience for the material quicklyand easily:

• Find what they need?

• Understand what they find?

• Act appropriately on that understanding?


Tips for writing plainly

• Write for the average reader• Organize to serve the reader’s needs• Use helpful headings• Use “you” to speak to your reader • Use active voice• Use short sentences and short sections• Use concrete familiar words• Omit excess words• Place words carefully• Use no more than 2 or 3 levels


Avoid excess words


Simple is better


Ensure you carefully vet all campaign images

What’s wrong with this picture?

HOW (AND WAYS) TO MEASURE SUCCESS

HOW (AND WAYS) TO MEASURE SUCCESS

A good strategy is critical to the success or failure of anycampaign because it provides the linkage between the howand why components.

It provides a roadmap and sense of direction for generatingthe essential messages while also offering a rationale for thevarious actions that are proposed.

The last step in a campaign process is evaluation, whichrelates back directly to the situation analysis, goal, andobjectives of the program. The measures of performancemust relate directly to the objectives of the campaign andshould use valid and reliable methods. Distinction must bemade between output (communication products) andoutcome (results and impact of actions taken).

SETTING KPI’S

SETTING KPI’S

A KPI (Key Performance Indicator) is simply a metric that istied to a target

Most often, a KPI represents how far a metric is above orbelow a pre-determined target

KPI’s usually are shown as a ratio of actual to target and aredesigned to instantly let a business user know if they are onor off their plan without the end user having to consciouslyfocus on the metrics being represented.

SETTING KPI’S

SMART is an abbreviation for the five conditions of good KPI’s

• Specific – It has to be clear what the KPI exactlymeasures. One accepted definition to make sure thedifferent users interpret it the same way and, as a result,come to the same and right conclusions which they canact on.

• Measurable – The KPI has to be measurable to define astandard, budget or norm, to make it possible to measurethe actual value and to make the actual value comparableto the budgeted value.

• Achievable – It is important for the acceptance of a KPIand Performance Management in general that any setnorm is achievable. Nothing is more discouraging thanstriving for a goal that you will never obtain.

SETTING KPI’S

SMART is an abbreviation for the five conditions of good KPI’s

• Relevant – The KPI must give more insight in theperformance of the organization in obtaining its strategy.If a KPI is not measuring a part of the strategy, acting onit doesn’t affect the organizations’ performance. Thereforean irrelevant KPI is useless.

• Time bound / phased – It is important to express thevalue of the KPI in time. Every KPI only has a meaning ifone knows the time dimension in which it is realized. Therealization and standardization of the KPI therefore has tobe time phased.

LEARNING OUTCOMES AND HOW TO IMPROVE FUTURE CAMPAIGNS

LEARNING OUTCOMES AND HOW TO IMPROVE FUTURE CAMPAIGNS

Review

Evaluation

Questionnaires

Question & Answer Sessions

Employee Observations

Have things changed / improved as you intended…?

Have KPI’s been met?

CASE STUDY - CRH PLC

37

Strategic Plan for Fatality Elimination

Management Briefing

July 2009

Target is zero fatalities

38

0

10

20

30

40

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

0.0

0.5

1.0

1.5

2.0

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

CRH Group Accident statistics continue

to improve

‘99 to ‘08▼11% p.a.

‘99 to ‘08▼11% p.a.

2008 vs 2007

• FR ▼20%

2008 vs 2007

• SR ▼27%

Accident frequency ratio

Accident severity ratio

39

…..and no improvement so far in 2009

8 fatalities already year to date…..

0 4 8 12 16

2009 YTD

2008

2007

2006

2005

2004

No. of fatalities

Subsidiaries

Joint ventures

40

Causes of accidents and fatalities are different

Mobile

plant: 32%

Lack of

isolation: 25%

Fall from

height: 20%

Causes of fatalities

(2001-2008)

Causes of accidents

(2001-2008)

Slips,

trips,

falls: 24%

Falling/moving

objects: 17%

Other:

45%

Other:

22%

Manual

handling:

14%

3 causes = 55% 3 causes = 78%

Disconnect between causes implies need for new focus

41

1.4

0.8

0.7

<0.2

-

0.2

0.4

0.6

0.8

1.0

1.2

1.4

1.6

CSI CRH OGP World

Class

Fa

tality

ra

tio

What can we learn from peers?

Fatality ratio comparison

(2008)

CSI: Cement Sustainability Initiative (all activities)

OGP: International Association of Oil & Gas Producers

Who sets the standards in fatality prevention?

� World class performers

�GE (diversified)

�UTC (diversified)

�DuPont (chemicals)

World

Class

<0.2

(FR = Fatalities per 10,000 employed)

42

What can we learn from peers?

Essential elements of fatality elimination strategies

� Major corporate effort

� Separate focus on fatalities

� Fatality elimination plan

…..step change required in our approach to fatality elimination…..

…..action over-and-above “normal” safety initiatives required…..

43

Group-led Fatality Elimination Plan

� Based on agreed Fundamentals for Fatality Elimination

� Group-wide, mandatory, non-negotiable

� Clear communication of top-down commitment

� Responsibilities defined

� Supported by training, monitoring & ongoing reinforcement

44

CRH Fundamentals for Fatality Elimination

Core fundamentals

�Risk assessment

�Mobile plant safety

�Isolation

�Machinery guarding

�Confined space entry

�Working at heights

�Lifting operations

�Utility dangers

�Use of PPE

�Conveying under pressure

�Blast safety

Specific focus on high risk causes of fatalities

Fundamentals:

� Built on existing

Divisional initiatives

such as the 16 Rules in

Europe Materials

� Rolled-out with tailored

training programmes

Mat’s Prod’s Dist’n

45

Plan development and communication

� 12th August 2009



� 24th – 28th August 2009

� 14th – 18th September 2009

�M. Keating briefing session to Northstone

Safety Directors and Health & Safety Advisors.

� Issue of posters prioritising the CRH Safety

Fundamentals

�Briefings of Northstone Board by J. Leitch

�Briefing of divisional management teams by

relevant Managing Directors /Health & Safety

Director.

�CRH Safety Fundamentals Week - including

issue of letter from Myles Lee, as well as

delivery of tool box talk

46

Plan development and communication

� 21st September – 31 October

� 1st November – 31st January

� January 2010

�Delivery of specific tool box talks on each CRH

Safety Fundamental

�VFL visits to focus on knowledge and

implementation of CRH Safety Fundamentals.

�CRH External Audits of Safety Fundamentals

implementation

47


• Campaign delivered each year

• Based on agreed Fundamentals for Fatality Elimination

• Group-wide, mandatory, non-negotiable

• Clear communication of top-down commitment

• Responsibilities defined

• Supported by training, monitoring & ongoing reinforcement

48

USE OF DVD’s


BACKGROUND

Level of fatalities in similar industries not reducing

Increase in Haulage and Contractor fatalities

Competitor fatalities 2014:

Holcim - 14 FatalitiesHeidelberg Cement - 8 FatalitiesLafarge - 7 FatalitiesCemex - 6 Fatalities


Fatality Analysis Cement Sustainability Initiative (CSI) Data

0

5

10

15

20

25

30

0

50

100

150

200

250

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

H1Third Party Contractor* Employee # Companies Reporting

# Fatalities # Companies

The Cement Sustainability Initiative (CSI) is a global effort by 25 major cement producers with operations in more than100 countries who believe there is a strong business case for the pursuit of sustainable development.http://www.wbcsdcement.org/index.php/en

CASE STUDY - CRH PLC (SAFETY KPI’S)

CRH Europe Safety Performance

2013 2014 2015 (Nov)

Lost Time Accidents 246 149 85

Days Lost 5092 3373 1685

FR / SR 0.43/8.99 0.26/5.97 0.25/4.89

Training Hours 358,471 369,248 285,800

Safety Observations 11824 23009 21118

High Potential Learnings Events 44 548 404

Vehicle Safety Checks n/a 32901 26145

Employee Engagement % 40% 46% 51%


Fatality/Serious Accident Prevention - A single focal point -16 Life Saving Rules

High Potential Learning Events - Focus on the high riskissues. FR and SR are only part of the story. Anacknowledgement that human error is inevitable.Responding constructively to system failures at the noninjury stage

16 LSR Audit program

Transport Checks KPI

Focus on Behaviour - Leadership Senior ManagementTraining Program. % Employee engagement KPI




Documents

Running Successful Health & Safety Campaigns...CASE STUDY -CRH PLC (SAFETY KPI’S) CRH Europe Safety Performance 2013 2014 2015 (Nov) LostTime Accidents 246 149 85 Days Lost 5092