SHE REVIEW 2014 - Powering Improvement · 2015-05-22 · study for the NEBOSH General Construction Certificate.Over 40 front-line Managers now possess this qualification. > Safety

SHE REVIEW 2014Leadership

CONTENTS

LEADERSHIP

Introduction 02

Elementsofhealthandsafetyleadership 03

Casestudies 04

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

02 Leadership Powering Improvement Powering Improvement Leadership 03

INTRODUCTION

Leadershipisoftendescribedasaprocessofsocialinfluenceinwhichapersoncanenlistthesupportofothersinthecompletionofacommonjobortask.Forexample,someunderstanda‘Leader’simplyassomeonewhopeoplefollow,orassomebodywhodirects,whereasothersdefineLeadershipas“beingabletoorganiseagroupofpeopletoachieveacommongoal”,andseea‘Leader’aspeoplewhoareabletoeffectivelydelegatetasks,anddirectagrouporentitytoachieveanobjective.

Settingtherighttonefromthetopiscriticalinestablishingtheexpectationsoftheorganisationwithregardtohealthandsafety.Aneffectiveleaderwillbeabletomotivateandenergisetheirteamtomovebeyondlegalcomplianceandestablishacultureoflearningandgoodpracticethatcanbereplicatedwithinthebusiness.Leaderswillgettheculturetheydeservebasedontheirbehaviours,andasleadershipisattheheartofanysystemitisimportanttosettherighttoneattheoutset.Thisisevenmoreimportantwhenconsideringthathealthandsafetyincidentsandfailuresareoftenrootedinfailuresofleadership.

Managersneedtoleadbyexampleandprovideaclearsenseofdirectionastowhatisrequired.Performanceismanagedagainstclearobjectivesandtargetsandtheresourcesthatarerequiredtoachievethisneedtobeidentified.Regularandproactiveengagementwiththeteamprovidestransparencyonkeysafetyissues,andprovidesforanopenenvironmentandrelationshipthatisbuiltonmutualtrust.Inturnthisenables

performancetoberelatedtotherequirementsofthesafetymanagementsystemandtheoverallobjectivesofthebusiness.

ThiseditionoftheSHEReviewisinsupportofthePoweringImprovementthemeon‘Leadership’.LeadershiphasbeenakeyfocusthroughoutPoweringImprovementasoneofthemaincomponentsinanyhealthandsafetymanagementsystem.Itispartofamaturehealthandsafetyculture.

Jamie ReeveSHE Adviser Energy Networks Association

ELEMENTS OF HEALTH AND SAFETY LEADERSHIP

Leadershipisaqualitythatcanbecontinuallyenhancedatalllevelsofanorganisation.Lookingatleadershipthroughahealthandsafetylenscanhelptheleadershipteamsidentifyareasofweaknessandprioritiseactionstoeffectivelydeliversustainedimprovement.Thefollowingpointsarenotexhaustive,butidentifykeyelementstofocuson.

Healthandsafetyleadersshould:

> Beproactiveregardinghealthandsafetyleadershipandsetthestandardsexpected.

> Bepassionateandenthusiasticaboutmaintainingexcellence.

> Energiseteamstomovebeyondcomplianceandeffectivelyutilisesystemsforsharinggoodpracticeandlearningfromincidents.

> Ensuretheyarevisibleandengagestaffonhealthandsafetyissuesthatarepertinenttotheworkbeingundertaken.

> Showcommitmenttoaddressinghealthandsafetyissuesandtakeownershipandassumeaccountability.

> Leadbyexampleandneverwalkpastunsafeactsorconditionswithoutaddressingthem.

> Ensurethelevelofcompetenceforleadinginhealthandsafetyiscommensuratewiththelevelofrisk.

> Maintaina‘cando’attitudeatalltimesandalwaysstriveforthebestperformancepossible.

> Activelycommunicatewithpeersandstafftoensureassumptionsarenotbeingmadeandallunderstandtheclearmessage.

> Provideadequateresourcestoensurehealthandsafetyissuesareidentified,analysedandprioritisedtodriveimprovement.

Key principles > Inadditiontohealthandsafetytraining,managersshouldbetrainedinsoftercommunicationskillssuchashowtoengageeffectivelywithstaff.

> Managementshouldbevisiblethroughregularvisitstosites.Suchvisitsshouldenablegenuinetwo-waycommunication.

> Managersshouldbegenuinelycommittedtohealthandsafetyandregardhealthandsafetyasanessentialvalue.Thiscommitmentshouldbecleartofrontlineworkers.

> Managersshouldhaveanunderstandingoftherealitiesofaparticulartaski.e.anypotentialconflictbetweenhealthandsafetyandoperationalconsiderations.

> Seniormanagementshouldchairthecentralhealthandsafetycommittee.

> Managersshouldbeactivelyinvolvedininvestigationsofaccidentsandincidencesofsafetyandillhealth.

> Thereshouldbeclearcommunicationatalllevelsregardingmanagementcommitmenttohealthandsafety.


> Therolesandresponsibilitiesofseniormanagementshouldbeclearlydefinedwithregardtohealthandsafety.

> Healthandsafetyconsiderationsshouldbeintegratedintoallmanagementdecisions.

> Aneffectivecultureshouldbefosteredwhichencouragesopenreportingofnearmissesinadditiontoactualaccidentsandincidents.

CASE STUDIES

NORTHERN IRELAND ELECTRICITY

Zero HarmSafetyLeadershiphasbeenimplementedwiththeaimofachievingZeroHarmforallworkactivitiesinNorthernIrelandElectricity(NIE).ThisinitiativeisbuiltaroundtheNIESafetyModel–Leadership,Compliance,Competence,andEngagement.ThismodelappliestoNIEandallContractorsengagedbythecompany.

> Leadership–accountability,behaviours,continuousimprovement.

> Compliance–training,competency,changemanagement.

> Competence–assurance,consistency,clearexpectations.

> Engagement–ownership,communications,timeforsafety.

Otherinitiativesinclude:

> NIEExecutiveattendanceisnowstandardatlocalSafetyBriefingsessions–thisgivesvisibility,high-levelsupport,guidanceandleadershiptoalllevelswithinNIE.

> SiteSafetyInspections–NIEhaveencouragedaculturewherebyaSiteSafetyInspectionisnotconcernedwithbox-tickingorarrivingon-sitewithaclipboard.Participationandinvolvementareencouraged,engagingwithoperationalandfieldstaff.Thisalsoinvolvesassessingsitebehavioursofthoseinvolvedinthework.Providingpositivefeedbackisalsoencouragedduringsitevisitstoremovetheperceptionthattheyareonlyatoolforidentifyingnegativevariations.

> SafetyLeadershipisnowincludedas‘essential’criteriaforallinternalandexternaljobapplicationsatasupervisorylevel.

> SelectedManagersandTeamManagershavebeensponsoredtostudyfortheNEBOSHGeneralConstructionCertificate.Over40front-lineManagersnowpossessthisqualification.

> SafetySeminars–SafetySeminarsand‘stand-downdays’arearrangedforallstafftoensureopportunitiesforengagement,learningandsharingareavailableatanoperationallevel.

> SafetyRepresentativesCharter–thiswaslaunchedduringEuropeanHealthandSafetyWeekandisanindicationoftheleadershipanddrivetowardsZeroHarmbetweenallmembersofNIEHESAC.

> Consistencyhasbeenintroducedtobriefingandcommunicationstoensureamoreeffectivemeansofcascadingimportantinformationisimplemented.Thesystemof‘managingbybulletin’hasbeenreplacedwithdirect,regularverbalcommunications,withwrittenbulletinsbeingincludedinmonthly‘SafetyNewsletters’.ThiswasidentifiedasamoreeffectivesystembyoperationalstaffandTUSafetyRepresentatives.

> PersonalReviewsforallstaffincludeapriorityfortopicsandconversationsaboutsafetybehavioursandleadership.

WESTERN POWER DISTRIBUTION

Various Leadership Initiatives in WPDAseriesofSafetyConferenceshavetakenplaceinvolvingTUSafetyRepresentatives,SafetyTeamAdvisorstogetherwithSeniorManagers.ThesewillbeapartofacontinuedprogrammeforpromotingandraisingtheBehavioursSafetyProfilewithineachNetworkServicebusinessarea.EachconferenceisledbytheNetworkServiceManagerandthemesincludereviewofaccidents,accidentcauseandeffect,opportunitiesforlearning,andarangeofotherpointsofdiscussion.

OngoingSHEMeetingsalsotakeplaceatWPDtogetherwithTUandbusinessrepresentatives(theseareoverandabovethesafetyconferences).

RoundbusinesspresentationsarebeingandhavebeengiventoallstaffontheBehaviouralSafetyinitiative–‘MoreCheese,LessPickle’.InteractivesessionstakeplacewithallstaffandareledbytheSafetyandTrainingManager.Thesessionoutlineshowwecanimprovesafetybyunderstandinghowbehavioursaffectoutcomes.ThisalsolinkstothePoweringImprovementthemefor2013onHumanandorganisationalFactors-BehaviouralSafetyandPersonalResponsibility.

AreviewoflineManagerSiteSafetyVisitshasbeencompleted.ThereviewhasresultedinanamendmenttoWPDpolicytoincludea10%oftotalvisitsaretobecompletedbyaseparatelinemanager.Afurther10%ofvisitsbytheSafetyTeamwillbecompletedoutsideoftheirnormalareaofwork/operation;thisenablesSiteSafetyvisitstobemorerepresentativeandeffective.AllCraftTeamManagersarenowundertakingbespokeSiteSafetyVisitRefresherTrainingcourses.

AllWPD‘PeopleManagers’aretoundertaketrainingfortheIOSHGeneralSafetyCertificateQualification.ThetrainingprogrammehasstartedwithcompletionexpectedduringQ32015.Thecourseaimstoensurethathealthandsafetyrequirementsareappreciatedbypeopleemployedasmanagers,andtoenablethemtoreviewtheirowndepartmentalsystemsforsafety,introducenewcontrolsorimplementchangesasappropriatetoensurehealthandsafetyintheworkplace.


SCOTTISH AND SOUTHERN ENERGY POWER DISTRIBUTION

AnumberofleadershipsessionshavebeenheldthatconcentrateonapplyingtheSafetyFamilyprinciples–Standards,Communication,RiskManagementandInvolvement.

Building on “The Safety Family”ThefoundationsdevelopedbySSE’sbehaviouralsafetyinitiativehavebeenbuiltonandadditionaltraininghasbeengiventoManagersandSupervisors,specificallytargetinghowtheyengagewiththeirteamsandthewiderworkforce.Atwodaycoachingsessionutilisedanengagementsessionwhereopenquestioningtechniqueswereexploredfollowedbyadayofone-to-onesiteengagementattheworkplace.

SSE SHE ConferenceHighlightingtheStandardsandCommunicationthemes,conferenceswereheldinScotlandandEnglandlastyeartoensurethatthemajorityofSSEteamswereabletoattend.Departingfromtheusual“conference”setting,thedaytooktheformofsomeroleplayexercisescarriedoutbyMacNaughton&McGregor.ThesessioninvolvedthewholeaudienceasdirectorswhilsttheactorsplayedtherolesofSupervisorsandOperativesinatypicalsiteengagementsituation.Thisallowedeveryonetoappreciatethepositiveandnegativesidesofsiteengagementandprovidedideastohelpmakemoreoftheprocess.

Showcasedattheconferencewasaseriesofvideosshowinghowanincidentaffectsmorethanjustthepersoninvolved.Thevideosformedpartofaresourcepackthatattendeeswereabletotakeawayandshowtheirlocalgroups.ThevideosincludedSSEteamsandindividualstalkingabouthowincidentshadaffectedthempersonally,resultinginaverypowerfulblendofinformation.

Local Safety Group ConferencesDevelopingtheInvolvementthemesincludedbringingmembersofourLocalSafetyGroupstogethertoshareideasandbestpractice.TheseleaderswereabletoengagewithmembersofotherLSG’sandsharelearning,identifycommonissuesandbuildnetworksthroughoutthecompany.

AseriesofbreakoutsessionsdealtwithspecifictopicssuchasHealth&Wellbeing,RiskManagementandCommunications.

Step Change for Safety“Changingthewaywedothings”oftenneedsabigpushtostarttheprocessandgetpeopleengaged.InkeybusinessareaseffortshavefocussedonhelpingmanagersunderstandthemainrisksthatmightusefullybeaddressedtoimproveSHEperformance.

TheBusinessLeadershavedevelopedaseriesof“enduringgoals”thatwillensurethattheyleadbyexampleandkeeppeoplesafeintheworkplace.

SHE Committee RestructureTosupportSSE’snineenduringgoals,theSHECommitteehasbeenrestructuredtoallowmorefocustobegiventoachievingresults.SlimmingdowntheSHEChas

allowedSSEtogenerateleadershipsub-groupstoconcentrateoneachoneofthegoals.ThegoalssignifythecommitmentofleaderswithinthebusinesstomakeadifferenceintheareasofContractorSafety,ProcessSafety,TheSafetyFamily,Driving,OccupationalHealth,ComplianceandCrisisManagement.

SCOTTISHPOWER ENERGY NETWORKS

LeadershipLikemostorganisationsintheenergysector,ScottishPowerregardshealthandsafetyasacloselyheldvalue.Indeed,wewouldgoasfarassayingitispartofourorganisationalDNA.Wecontinuetoleadonhealthandsafety,givingitspaceatthestartofexecutivemeetingsallthewaythroughtheorganisation.Wehavefoundthatcriticaltoanyformofsuccessisthedesireto“gothedistance”.Whatwemeanbythatismaintainingthehealthandsafety“heartbeat”,whetherthatisatthestartofmeetings,ourweeklyscheduledSafetyCalls(acrossourthreelicenseareasofSPM,SPDandSPT)orourvariousemployeeengagementforums.Itisalltooeasytoletbasicstandardsslipwhenprioritiesappeartoalter.

Furthertothis,weareembarkingonaconsultationexercisewiththekeyleaderswithinourorganisationwiththefollowingreminderandambition.

> Tofurtherdevelopapositivehealthandsafetyculture.

> Addressandcontrolknownoremergingrisks.

> Improveoverallhealthandsafetyperformance.

> Protectemployees,contractors,customersandthepublic.

> Safeguardourbusinessreputation.

> Anupdateondirectors’responsibilities.

> Listeningtoawiderangeofinternalandexternalstakeholders.

Finally,weareundergoingareorganisationtooptimiseourshapefordeliveryofRIIOED1.Fromahealthandsafetyperspectivethisisanopportunitytorefreshonstandards,expectationsandresponsibilities.TothisendwehavedraftedasimpledocumenttocommunicatethistocomplementawiderengagementplanthatwillberolledouttoalldistrictsoverQ12015.


Line management health and safety function roles and responsibility

IntroductionAnorganisationthatseekstoestablishabestinclasshealthandsafetyculture,systemandperformancemustensurethatthefunctionofhealthandsafetyismanagedatthefrontendandaspartoflinemanagementrolesandresponsibility.

Healthandsafetyshouldnotbeseenasanadditionalduty,butshouldbeincorporatedintodailyactivities/tasksandfunctions.

Line Management DefinitionsLinemanagerrolesandresponsibilitiesapplytoanypersonwhohasresponsibilityforanynumberofstaff.

Therearemanagementfunctionsthatwillhavespecificrolesandresponsibilities,forexampleDistrictManagers,DepotManagersandTeamLeaders.

Management ResponsibilitiesSPEN’sthreestrategicanchorsarefullylinkedwithhealthandsafetyattheforefront.Itistheresponsibilityofalllinemanagementtoensurethatthoseemployeestheyareresponsibleforarefullyawareofthehazards,risksandcontrolmeasuresassociatedwiththeplant,equipment,asset,chemicalorsubstancethatisbeingoperated/used.

Thismaybeachievedthroughformaltraining,localtraining,communications,procedures,guidancematerialandSPENformalauditingprocesses.

Itisalsoakeyroleofleadershipinhealthandsafetytopromotesafeworkingenvironmentsandemployeeengagement.

Management SystemsManagementshallensuretheyarefamiliarwiththoseproceduresrelevanttotheirworkactivitiesasspecifiedintheSPENinternalHealthandSafetyprocedures.Theseprovidearangeofmanagementresponsibilitiesandoperationalguidanceandsetoutarrangementsforlegalcompliance.

UK POWER NETWORKS

Leadershipistheblendofskills,qualitiesandbehavioursthatinspiresandmotivatesotherstosucceed:

Someofthesecharacteristicsarenaturallyevidentinstaff,butwealsoneedtoidentifythoseareaswhereweareweakertoenablethecoachingandtrainingneededtoencouragethedevelopmentoftheseabilities.

Thereisaneedtopromoteingenuityandnewchannelsofbehaviourtoencouragepeopletoleadandtobeleaders.Inturnthisshouldhaveapositiveeffectontheorganisation’sVisionandValues;namelyIntegrity,Responsibility,Inclusiveness,UnityandRespect.

UKPN’sLeadershipWayprogrammefocusesonanumberofkeyprinciplesanddriversforthebusinessincludingSafety,Performance,Teamwork,CustomerService,EmployeeEngagementandContinuousImprovement.

Thisisintendedtohelpdevelopwellroundedleaderswithanawarenessofprioritieswhoalsounderstandtheirinfluencethrough‘theshadowcastbyaleader’.Alloftheseparametersarealsoreflectedwithinthecompany’soverallstrategyanditskeyobjectivesasabusiness.

Theultimateaimistodevelopleaderswhoare:Intelligent,Creative,Confident,DrivenandCourageous;andindoingsotothen:LeadbyExample,SetHighStandards,SetStretchingbutAchievableTargets,PraiseGoodBehaviour,andTacklePoorPerformance,MakeDecisions,AdmitMistakesandListentoColleagues.


NATIONAL GRID NationalGrid’sLeadershipandCulturalChangeprogrammeisaimedatencouragingstafftodevelopthroughtheprovisionofsuitablelearningtools.NationalGridwantstopromotetheimportanceofhealthandsafetywithinthisprogrammebyinstillingconfidenceinstafftochallengeunsafebehaviourandtolearnhowtoaddresstherootcausesofincidents.ThisbringstogetheranumberofrelatedbusinessaimsandobjectiveswithinanoverallVisibleLeadershipProgrammethatprovidestheframeworktodriveimprovedperformance.

ThefamiliarBradleyCurveillustratesanorganisation’spathfromaPathologicalState,relyingsolelyonengineeringsystems,toideallyaGenerativeState,where‘SafetyisinourDNA’.MostofusarehonestenoughtoadmitthataProactiveStateisacloserdefinitionofcurrentperformancehowever,andthatindividualpartsoftheorganisationmaybeatdifferentstagesofdevelopmenttoo.

Whilstwearealwaysawareofthehazardsandrisksinherentwithinourbusinesses,wemustbearinmindtheimpactthatwehaveasindividualsonhealthandsafetyandneedtobemindfulofourandothers’attitudeandinfluenceinachievingthis.ThisplacesahighimportanceonengagingwithcolleaguesthroughSafetyConversationswithanemphasisonencouragingpeopletothinkforthemselvesandequippingthemwiththetoolsandskillstomeettheneedsoftheirrole.Theprogrammethereforelookstoinfluencebehaviourbyhelpingemployeestakeownershiptobothhelpshapethecultureandbecomebetterleaders.

Trainingandimplementationisstaggeredoverthreemonths,whichreinforcesitsimportanceandallowstimeforeffectivechangetobeestablished.Thereareopportunitiestogeartheprogrammeaccordingtotheneedsofindividualpartsofthebusinessandthebesttimeinwhichtointroducetheinitiative.Atalltimesafocusonreplicatingandpromotingpositivebehavioursisreinforcedwithanemphasisonlookingforopportunitiestoimproveratherthansimplyhighlightorganisationalandindividualfailings.

VISIBLE LEADERSHIP

PERFORMANCE

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10 DAY INJECTS


ELECTRICITY NORTH WEST

Leadership CommunicationsElectricityNorthWesthasestablishedanumberofmechanismsandutilisesallformsofmediatoenableandencouragecommunicationsthroughouttheorganisation.Akeypartofourcommunicationsismessagingfromtheleadersinthebusinesstoemployees.Variousprocessesforthesehavebeensetupandrefinedandnowinclude:

> Aweeklybulletin“Connect”thatise-mailedtoallemployeesandpostedonourintranetandwhichincludesakeymessagefromourCEO.

> Amonthlyteambriefingpackcoveringcompany,directorateandteamissues.

> Thesocialmedianetwork–Yammer.

> YouTube.

Overthepast3yearswehaveensuredthatinallofthesecommunications,safety,healthandenvironment(SHE)messagesareattheforefront.ExamplesofthisincludeareferencetoSHEineveryoneoftheCEOmessagesandaspecificsectiononSHEatthestartofeverymonthlybriefingpack.

Leadership Involvement in SHE Incident ManagementElectricityNorthWesthasarobustprocedureinplaceforthehandling,recordingandanalysisofsafety,healthandenvironmentincidents.In2013/14were-launchedourhazardandnearmissreportingprocesstoencouragetheidentificationandresolvingofhazardswiththestraplineof“sortit,reportit”.

Aswellasmakingthereportingformatmuchsimpleranduserfriendly,wealsoensuredthattheprocessclearlyplacedlinemanagersasthefirstpointofcallforreportingofincidentstoencouragetheirownershipoftheissue.Wetookadecisionnottosetupacentralincidentreportingtelephonenumbertoavoidlinemanagersbeingleftoutofthereportingloop.

Aspartoftheinvestigationprocesswealsoestablishedthe“Level1‒LocalManager”investigationwhichisnowusedforthemajorityofincidentinvestigations.Thishasbeensupportedsince2013withindividualcoachingandtrainingformanagersundertakinginvestigations.

WealsoinitiatedaweeklyincidentreviewconferencecallfortheexecutiveleadershipteamandinJanuary2015thiswasextendedtothewiderseniorleadershipteamtoencourageownershipandaccountabilityforriskmanagementamongournewlyappointedleadershippopulation.

ThejointElectricityNorthWestandTradeUnionhealthandsafetycommitteehasbeenlongestablished.In2014howeveraneedwasidentifiedtorevitalisethecommitteeandensurefullparticipationandinvolvementbyalltherecognisedTradeUnionsandseniormanagement.

In2014wethereforerevisedthetermsofreferenceforthecommitteeandagreedthemembershiptoincludetheHeadofHealth,SafetyandEnvironment,GeneralManagers,HeadofHROperationsandTradeUnionappointedsafetyrepresentatives(uptoamaximumofthreerepresentativesperTradeUnion).

Followingacompanyrestructureinlate2014,thecommitteemembershiphasagainbeenrevisedtonowincludetheOperationsDirectors,EnergySolutionsDirectorandtheCommercialDirector.

Inlate2014ElectricityNorthWestrestructureditsseniorleadershipteamsandanumberofnewleaderstookupseniorroles.Leadershipvisibilityisamajorpartofouroverallsafety,healthandenvironmentmanagementsystemand,toensurethenewseniorleadersweresupportedingettingoutonsiteanddiscussingriskandriskcontrols,individualcoachingandasitevisitguidehavebeenprovided.

Inaddition,ateamofseniorleadersledaseparatepieceofworkinDecember2014toprovideadditionalguidancetotheirpeergroupontheadvantagesofincreasinghazardspottingandriskcontrolamongtheirteams.WiththisgroupnotbeingmembersoftheSHEteamtheimpactofthis,comingfromthepeergroup,hasbeensignificant.

Alsoinlate2014ElectricityNorthWestrestructureditsseniorleadershipteamsandnewroleprofilesweredevelopedfortheseimportantpositions.Ensuringthemanagementandleadershipofsafety,healthandenvironmentremainsanintegralpartoftheseroles;specificsafety,healthandenvironmentoutputswereincludedasmandatoryandasthefirstpriorityirrespectiveoftherole.Howindividualcandidateswouldleadand

manageonsafety,healthandenvironmentsubsequentlybecameakeypartoftherecruitmentandselectionprocessforthenewroles.

Inaddition,aleadershipdevelopmentprogrammewasinitiatedin2013andcontinuestorunacrossthebusiness.Theprogrammefocusesonleadershipbehavioursandaspartoftheprogrammeallleadersareprovidedwithpersonalfeedbackanddevelopmentaltraininginpersonalleadership,buildingandmotivatingahighperformingteam,strategicinfluencing,engagingandinspiring,culturechangeandcoaching.Ratherthangoodsafety,healthandenvironmentbeastand-aloneleadershiptopic,ithasbeenintegratedintothiswiderleadershipdevelopmentprogrammetoensureitbecomespartoftheeverydayvaluesandbehavioursofourleadershipteam.

Toprovidetherequiredleveloftechnicalknowledge,allournewseniorleadershipteamalsoundertooktheIOSHManagingSafelyqualificationinAutumn2014.


NORTHERN POWERGRID

NorthernPowergridplacesagreatdealofemphasisontheleadersofthebusinessbeinginstrumentalindrivingbothbusinessandsafetyrelatedperformanceimprovements.Thefocusofleadershipinrelationtosafetyperformanceisemphasisedatthecompany’sannualsafetyconferencewhereallbusinessleadersfromtheoperationalareasofthebusinessattendalongwiththeseniormanagersfromourcontractingpartnersandexternalguestsfromtheHSEandtradeunions.Thefocusoftheannualsafetyconferenceistoinvigoratethecompany’sleadershipindeliveringsafetyinitiativesandbeinginstrumentalindrivingimprovementsinsafetyperformance.Theleadershipmessagesarealsoreinforcedatquarterlyleadershipforumsthroughouteachyear.

NorthernPowergrid’sstrategytodelivercontinualimprovementinsafetyperformanceisdetailedinthecompany’sSafetyandHealthImprovementPlan.Theplan,whichisdevelopedannuallyfromleadingandlaggingindicatorsandothertrendinformation,providestheleadershipofthecompanynecessaryguidanceonthesafetyinitiativesdevelopedtodeliverthecompaniessafetygoals.Thecurrentplanfor2015contains54safetyinitiativescoveringsevenriskcategories:

> Leadership/EmployeeEngagement.

> OperationalPerformance/Competence.

> BehaviouralSafety/RiskManagement.

> AssetManagementandMaintenance.

> RoadRiskManagement.

> OccupationalHealth.

> PublicSafety.

SimilartothePoweringImprovementstrategy,theplanhastheunderlyingthemesofworkplaceriskmanagement,supervisoryoversight,leadershipengagementandcontractormanagementatthecoretotheplan.Thissafetystrategyhasbeeninplacesince2004andisdrawntogetherunderonesingleplanthatincorporatesNorthernPowergrid’ssafetyimprovementstrategy,BerkshireHathawayEnergy’ssafetyimprovementstrategyandtheindustry’sPoweringImprovementstrategy.ThegoalfortheNorthernPowergridleadershipinrelationtosafetyperformanceremainstheachievementofcontinuouslyimprovingaccidentandincidentfrequencyrateswithcommensuratereductionsinoutcome/lossseverity,asmeasuredagainstestablishedreportingcriteria.The2015SafetyandHealthImprovementPlancontinuestoencouragewiderandregularmanagementengagementwithstaffandtofurtherimprovetheorganisation’sculturearoundleadership,hazardperception,riskassessmentandassociatedriskmitigation.

NorthernPowergridintroducedaleadershipengagementprogrammein2013inordertobuildthefoundationsofasafetyculturechangewheretheleadershipoftheorganisationnotonly

caresandisinterestedintheactivitiesofitsfrontlineemployees,butvisiblydemonstratesthisthroughanextensivefieldengagementprogramme.During2014,thisprogrammewassteppedupandtheleadershipandseniormanagersofthebusinesses,ledbytheCEO,conducted489visitsengagingwith37%ofouremployees.Thefieldengagementprogrammeisspecificallyfocussedonatwowaydiscussionwithoperativesatthesharpendanddiscussiontopicscoverarangeofworkrelatedtopicsrelativetothecraftspersonandfocusonsafetyissues.Theengagementprocessispromotedinapositivemannerandgivesoperativestheopportunitytotalkdirectlywiththeseniormanagersoftheorganisationtodriveimprovementsfromtheirperspective.

Thecompanyoperatesasafetymanagementstandardsprocesswhichisspecificallyfocussedtowardstheleadersofthebusinessandaddressesandmonitorstheactionsthatdemonstratetheircommitmenttomaintainingasafeworkingenvironmentfortheirstaffintermsofbothprocessandbehaviours.

AsurveyofallNorthernPowergridstaffwasundertakenin2014.Thefeedbackfromfieldemployeeshasbeenalmostentirelypositiveasattestedtobythe93%employeeengagementindexratingappliedtothequestion,“NorthernPowergridtakessafetyseriously”.Comparedtotheprevioussurveyundertakenin2012thisisamarkedupliftfromtheviewsofthestaff.

PROSPECT

Leadership and Powering Improvement“Overtwentyyearsago,Isatwithasafetyengineer,nursingacupoftea,toreviewasitevisit.‘Whenwetreatourstaffasidiots,whyisitasurprisewhentheyactasidiots?’heopined.BeforeIcouldcommentonthisrhetoricalquestion,headded,‘andwhatarewegoingtodotochangeit?’

Thegoalofensuringthateverybodygoeshomeafteraday’sworkwithoutsufferingseriousinjuryorharmtotheirhealthshouldnotbecontroversial.Therestofthisarticleattemptstoanswerthesecondquestion.Byseekingoutgoodpracticethatworksforourorganisationsandemphasisingthekeyroleofleadership,byallsafetychampions,wecanreduceaccidents.

PoweringImprovement(PI)hasfocussedourthoughtsonhowwetakebestpractice,adaptittoourownorganisationsanddelivermeaningfulchange.Withoutleadership,thereisriskthatPIwouldbecomeagoodideathatwillevolveintorealpracticewhenwearenotbusy.Giventhepressuresonstafftomaintainandbuildthenetworks,wearenotbusyasoftenassubstationslevitate.ThusleadershipisakeythemeofPIaswithoutleadershiptheprogrammeislikeanetworkwithoutpowerflowingthroughit;nicetolookatbutlittlepracticaluse.


Successinreducingaccidentsrequiresallofusinvolvedinsafetytoactasleadersbysettingatone,beinganexampleandshowinghowmuchwecare.Infact,everybodyknowsourapproachtothesethreemeasuresbyourday-to-daybehaviour.SoifIweretojugglemymobilephoneasIdrivethroughyourcarpark,itisreasonabletoguessthatyouwouldnottakemyexhortationsonroadsafetyveryseriously.

Givenwepersuademanagers,safetyprofessionalsandsafetyrepresentativestohaveapositiveattitudetosafety,thenweneedtogivecolleaguessomeconfidenceandexpertisetoconvertthisenthusiasmintopositiveresults.Alsoweneedtoensurethatourpeopleunderstandwhatwewant:myexperienceisthattheindividualwhoenthusiasticallymisreadsyourinstructionsisoftenfarmoredangerousthanhewhosimplyignoresit.

Humanfactorsandbehaviouralsafetyhadthepotentialtotripusallup:badlyled,itcouldhavebecomeagameofpassingblametotheunawarewiththesamespeedthatbanksshuffledbaddebtspriortothebigcrashof2008.InNorthernPowergridwesetinplacejointtrainingofsafetyrepresentativesandmanagersandacouplefellintobothcategories.Thesuccessofthecoursecouldbejudgedbytheinsistenceofthosewhomissedittobeputonlatercoursesaswelearntthatbehaviouriskeytosafety,thatberatingpeoplerarelychangesbehaviourandthatweneedtoconsiderbehaviourbeforechangingprocess.Byapplyingtheselessons,thequalityofsafetyleadershipimproved.

SimilarlyinCentricaeverybodyinvolvedinthepowerbusiness,includinginvestmentexpertsandcontractors,participatedinthegenerationsafeprogramme.Thisgavepeopletheskills

toappropriatelychallengeunsafebehaviourandtoavoiddesigningprocessesthatcauseunsafebehaviourtospontaneouslyemerge.Aswithallsuccessfulinitiativesthefocusshiftedasmorepeoplewentthroughthecourseanditbecameclearthatindividualswantedtheskillstoleadasmuchasunderstandthecorporatesafetymessage.

Thekeylessonsacrossthesectorremainthatsafetyprofessionalsandsafetyrepresentativesleadsafetyaswellasmanagers.Byvisitingsites,demonstratingourcommitmentandlistening,thenwecandemonstrateleadershipthatmakesadifference.

Ifwechosetotreatcolleaguesasidiots,eitherdeliberatelyorbyomission,thenweshouldexpecttofail.Weneedtoleadchangeandprovideacompellingcaseforotherstocontinuetochangetheirbehaviourwhenwehaveleftthescene.Byselectinginitiativesthatarerelevanttoourbusiness,bydemonstratingourcommitmenttothevaluesthatunderpinthoseinitiativesandbyengagingeverybodyinvolvedintheproductionprocess,thenwewillsucceedingeneratingpositivechange.Napoleondefinedaleaderas‘adealerinhope’sowhatarewealldoingtodeliverthatchange.”

Mike MacDonaldNegotiations Officer Prospect

DOOSAN BABCOCK

Committed to Safety LeadershipDoosanBabcockistotallycommittedtoprovidingsafecleanworkingenvironmentswherehazardsarecontrolledandriskmanaged.ThiscommitmentisfirmlyenshrinedwithinourCompanyValuesandreflectedinthedecisionsandactionsofseniormanagersandthroughouttheorganisation.

Profiling Health and Safety Risk AsanorganisationDoosanBabcockrecognisesthatactivitiesweundertakehavethepotentialtoposearisktoourhealthandsafety,andthehealthandsafetyofthosearoundus,ifwedon’tcontrolthem.However,therearealsoactivitiesweundertakewhere,ifafailureweretooccur,theoutcomeorseveritycouldeasilyresultinasignificantinjuryorloss.

AcompanydecisionwastakentoreviewthelearningfromourHumanPerformanceProgramme–focus2ZERO,AnErrorPreventionJourney.Amulti-functionalsteeringgroupwassetupanddecidedtherewereninekeyactivitiesthatwouldbeprioritisedandtermedas“CriticalTasks”andincludeConfinedSpaceEntry,WorkingatHeight,LiveWorking,BreakingContainmentandLiftingOperations.

In2011weintroducedourCriticalTaskAnalysis(CTA)Programmewhichwasdesignedtosupplementexistingcontrolsbyembeddingtherigorousapplicationofanalysisandthedevelopmentofevenmorerobustcontrols.ThisincludedareviewofcurrentproceduresalongwiththedevelopmentandintroductionofCriticalTaskspecificcontrolsthatincludedspecificStandardsandExpectationsAwarenessTraining,standinginstructionsforsupervisors,Take5(pointofworkassessment)forworkteamsandhumanperformancemonitoring(activemonitoring)

Guarding Against Complacency Toguardagainstcomplacencyitwasdecidedtoensurethatrefreshertrainingwasinplacetohelpcombattheidentifiedcomplacencyrisk.WearecurrentlyatanadvancedstageofdevelopingnewmoderntrainingpackagesthatwillhelptorefreshourpeopleandhelpthemfocusontheimportanceofimplementingthecontrolsdevelopedforCriticalTasksAnalysis.

RecognisingthatupdatingandrefreshingtheCTAprogrammewouldneedmuchmorethananewtrainingpackage,wetookthelearningfromourHumanPerformanceProgramme–focus2ZERO,AnErrorPreventionJourney.


TheprocessesandproceduresusedtocontrolCriticalTasksweredeveloped,takingcognisanceofthefactthatthereisaneedtoidentify“errorlikelysituations”andidentifytheerrorpreventiontoolsthatcanbedeployedtoreducethelikelihoodoferroroccurring.

Ourcurrentreviewincludesshiftingawayfromthecompletionofcontroldocumentation,toplaceagreaterfocusonpersonalresponsibilityandtheneedforproactivecommunication.Thishasresultedingreaterinteractionwithintheworkteamsduringtheplanningandpreparationstagesoftasks.

Updatingtheproceduralcontrols,documentsandactivemonitoringregimesisonlyoneelementoftheprocess.Thekeytoasuccessfulrefreshishowweengagewithourpeopleandhowinformation,instructionandtrainingwouldbeprovidedinorderthatthoseinvolvedinCTAareawareofwhatisrequiredofthem,thattheyunderstandtherequirementsandtheyensureeffectiveimplementationofthenewprocessesandprocedures.

Modernising the Experience AspartofourHumanPerformancejourneywehaverealisedtheimportanceofdevelopingtrainingtoensurethatkeymessagesaredeliveredinaformatandfashionthatisclearandunambiguous,easilyunderstoodandmemorable.Movingawayfromthetraditionalpowerpointtype

presentationwehavedevelopedaseriesofdynamic,interactivetrainingmodules;usingComputerGeneratedImages(CGI)animationsandmotiongraphics.Trainingisfacilitatedanddeliveredbycompetentpersons.

Making it Relevant Ourtrainingmodulesidentifyhowtoestablishcontrolandensuresafetyaswellasillustratingtheconsequencesoffailure.Thisisachievedbyusingexamplesfromourownindustryandcasestudiesfromhighprofileactivitiesoutwiththeworkplace,suchasFormula1Racing.

AswellasprovidinginformationandinstructionournewtrainingmodulesaredesignedtohighlighthowsafeworkingcanbeachievedthroughtheuseofourHumanPerformanceerrorpreventiontoolssuchas:

> Inductionandorientation.

> Planningandpreparation.

> Proceduraluseandadherence.

> Preandpostjobbriefing.

> Ownershipandaccountability.

> Questioningattitude.

> Observationandfeedback.

A Lasting Impact Thetrainingmodulesarehavinga“situpandtakenote”effectonallthosewhohaveseenthecapabilitydemonstrations.ThefullsuiteoftrainingmodulesisnearingcompletionandrolloutisplannedforMarch2015priortoabusyoutageseason.EngagingtheservicesofthoseinvolvedinthecomputergamesindustrydemonstratesthatwearetrulyrefreshingandmodernisingourapproachtotheprovisionofInformation,InstructionandTraining(IIT).TheapproachwehaveadoptedhasledtothedevelopmentofIITinaformatthatiseasytounderstand,ismemorable,influencesbehaviours,motivatespeopletodotherightthingandhelpstoensuresafety.

Wearecommittedtoengagingwithourpeopletoprovidethemwiththeknowledgeandinformationrequiredtosafelycompletethosetaskswhichhavethepotentialtoresultinasignificantinjuryorloss.

Keeping it relevant

AnotherkeyfactorattheconceptstagewasthatthosetasksthatwereidentifiedasCriticalTaskwerenotabsoluteandthattheycouldbereducedoraddedtowhererequired.Ourreviewprocessconcludedthatforworkon,nearoroverwater,theprimaryhazardwasworkatheightandwouldbeincludedwithinthattask.

WenowhaveeightCriticalTasks;RiderOperatedEquipment,LiftingOperations,WorkatHeight,WorkinConfinedSpaces,BreakingContainment,WorkinHotThermalEnvironments,LiveTestingandPneumaticorHydraulicTesting.

CRITICAL TASK ANALYSIS

RiderOperatedEquipment

PneumaticorHydraulicTesting

LiveTesting

WorkinHotThermal

EnvironmentsBreaking

Containment

WorkinConfinedSpaces

WorkatHeight

LiftingOperations


THANKS TO OUR PARTNERS IN POWERING IMPROVEMENT

Critical Task Process Flow

Supervisor annual acknowledgement of responsibilities within standing

instructions

Safe system of work established in line with the relevant standing instruction

which includes the mandatory requirement for a risk assessment

specific for the task

Supervisor allocated work activity to be carried out

Ensures work team have been taken through the relevant CTA

standards and expectations awareness training

Planning and preparation identifies a critical task activity

within the work scope

Uses the CTA Take 5 Part 1 as part of the setting to work and pre-job

brief process and passes to work team

Work team complete the Take 5 prior to task commencing

Supervisor acknowledges completion of Take 5

Specific for each CTA

Active monitoring of CTA Process in line with site/location

schedule

PARTNERS

EnergyNetworksAssociation(ENA)istheindustrybodyfortheUKelectricitytransmissionanddistributioncompanies.

EnergyUKisthetradeassociationfortheUKelectricitygenerationcompanies.

TRADE UNIONS:

GMBProspectUnisonUnite

GOVERNANCE

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

ExecutivedecisionsonbehalfofENAmembercompaniesrestwiththeENASHECommitteeandultimatelytheENABoard.

ExecutivedecisionsonbehalfofEnergyUKcompaniesrestwiththeEnergyUKHealthandSafetyForumandultimatelytheEnergyUKBoard.

Forfurtherinformationseewww.poweringimprovement.org

Documents

SHE REVIEW 2014 - Powering Improvement · 2015-05-22 · study for the NEBOSH General Construction Certificate.Over 40 front-line Managers now possess this qualification. > Safety