john mclaughlin eh&s manager william newlands senior tu rep

John McLaughlin EH&S Manager

William Newlands Senior TU Rep

Spirit Worldwide Operations

• 16,000 Employees

• Circa $5.4B Annual Revenue

• 15.4 million square feet

• Still growing

Prestwick Site History

1935 - Flight training school established.

1940 - Aerostructures manufacture set up in ‘Palace of Engineering’.

1950 - S.A.L. Design & manufacture ‘Pioneer’.

1960 - Overhaul and repair of engines and airframes including C130.

1970 - Jetstream manufacture begins.

Bulldog manufacture.

S.A.L. bought by British Aerospace.

1980 - Jetstream 31 launched.

Jetstream 41 designed.

1990 - Jetstream 41 launched.

ATP/ J61 manufacture.

Raytheon structures Manufacture.

BAe ‘Aerostructures’ subsequent merger with Military Aircraft.

Nimrod MRA4 programme.

Transfer of Airbus Production work.

1999 - Merger of BAe with Marconi

Electronic Systems - BAESYSTEMS

2000 - Boeing Fixed Leading Edge

2006 - Sale to Spirit AeroSystems, Inc.

2008 - Contract for A350XWB Leading Edge

2009 - Boeing 747-8 Transfer

Spirit Europe Customers

Boeing Airbus

Safety

First?

Organisational Politics

Differing opinions and viewpoints

ROUTE TO SUCCESS

Plan

Implement Review &

Communicate

Concept

Business

Processes

Business

Needs

TU

Aspirations

Managers

Safety

Representatives

EHS

Co-ordinators Employees

Environment

Health & Safety

Department

Processes,

Procedures

&

Behaviours

STAGE 1

STAGES OF CHANGE

Ridicule

STAGE 2

STAGE 3

Violent opposition

Acceptance – self evident that this is the way

INVOLVEMENT

EH&S action plan monitoring

H & S level 1, 2, 3 audits

Objectives and Targets setting & monitoring

Risk assessment/SHE MS

EH&S Performance indicator

development

Accident / Near Miss investigation

PPE trials/rationalisation

Training/Induction development & delivery

BENEFITS

BENEFITS

Promotes trust & professional approach to SHE

Pro-active v Re-active

Facilitates cross fertilisation of best practice

Engages membership point of view at all levels

Bespoke training

Commonality, Quality, Consistency

Best use of resource

Understand/Agree common objectives

ROUTE TO SUCCESS

Review capabilities/resources

Develop implementation strategy (phased)

Secure buy-in from key stakeholders

Set realistic timescales & targets

Communicate

Define review mechanisms & structures

Implement training plans

Continually critique phased implementation

Develop team relationships

Willingness to succeed

ROUTE TO SUCCESS

Open to alternative practices & processes

Honesty & Openness

Professional integrity

Flexibility to change culture

Communicate

Don’t be distracted from goals

Don’t allow personalities to intercede

Don’t allow other issues to cloud the vision

Realism

RECOGNITION

VISION

“To develop the safety culture of the organisation by

embedding ownership of SHE processes into the day

to day behaviours of the business.”