HUMAN AND ORGANISATIONAL FACTORS: BEHAVIOURAL SAFETY AND PERSONAL
RESPONSIBILITY
VISION
The UK Electricity Industry will be a world leader in health and safety performance by 2015.
CONTENTS
Introduction 02
Part1–Humanandorganisationalfactorsintheelectricityindustry 03
Highlevelprinciples 06
Part2–Casestudies 10
02 HumanandOrganisationalFactors:BehaviouralSafetyAndPersonalResponsibility PoweringImprovement
INTRODUCTION
ThisisaspecialeditionoftheSHEReviewinsupportofthePoweringImprovementthemeof‘HumanandOrganisationalFactors:BehaviouralSafetyandPersonalResponsibility’.Thisfocussedontheactionsofindividualsandhowtheyworkwithincompanies,lookingatthebehaviours,competencyandabilityoftheworkforceatalllevels,andimprovingthemanagementapproachtotheseissues.
Theaimwastoensurethatbytheendoftheyearthatworkersintheelectricityindustry(fromseniormanagerstofrontlineemployees)weremoreawareofhowtheirbehaviourcouldimpactonthehealthandsafetyperformanceoftheircompany.Bydoingsocompaniesandtradeunionsworkedtogethertoensurethatemployeesarecomfortableandsupportedinchallengingunsafeactsandconditions.
Thiswasachievedbylookingatcurrentandpasttechniquesusedbycompaniestoaddresstheseissuesandtherehasbeenarealopennessinsharingexperiencesofcompanybehaviouralsafetyinitiatives.Thereisalsoanongoingneedtoapplythosepracticesthatprovedtobemosteffectiveandtoadoptbestpracticeprincipleswhendevelopingbehaviouralsafetyprogrammes.
ThisSHEReviewoutlinesthehighlevelprinciplestobeconsideredbeforeintroducingsuchaninitiativefollowedbyawidevarietyofcasestudiesfromEnergyNetworksAssociation(ENA)andEnergyUKcompanies.Acompletesetofallthecasestudiesisavailableunderthe2013CaseStudiessectionofthePoweringImprovementwebsiteandanextendedversionofthisreviewissimilarlyavailableintheBehaviouralSafetysection.
ThroughoutthedocumentHSE’sdefinitionofHumanFactorsisused:“theenvironmental,organisationalandjobfactors,andhumanandindividualcharacteristics,whichinfluencebehaviouratworkinawaywhichcanaffecthealthandsafety”.Thisdefinitionincludesthreeinterrelatedaspectsthatmustbeconsidered:thejob,theindividualandtheorganisation.“Behaviouralsafety”isusedasshorthandforthewiderangeofinitiativesandprogrammesdesignedtoinfluenceworker’smotivationandabilitytomakedecisionsandactinwaythatensuressafety.
Mike LeppardSHEAdviserEnergyNetworksAssociation
PoweringImprovement HumanandOrganisationalFactors:BehaviouralSafetyAndPersonalResponsibility 03
PART 1 HUMAN AND ORGANISATIONAL FACTORS IN THE ELECTRICITY INDUSTRY
BACKGROUND
TheHealth&SafetyLaboratory(HSL)wascommissionedin2009tocarryoutindependentresearchtogainagreaterunderstandingoftheunderlyingbehaviouralandsafetyculturewithintheelectricitynetworkssector.Anumberoftargetedareaswereidentifiedasbeingparticularlyrelevant:
> RolesandresponsibilitiesTheneedforeveryonetounderstandtheirresponsibilities,whichmustbeclearlydefinedandcommunicated.
> CompetenceandtrainingBothoperationalandrefreshertraining,andtoensurestaffdonotworkbeyondtheircompetency.
> ProceduresEncourageownership,communicatethevalueofsafetyoverperformanceandremoveanyproductionincentivescouldencouragepeopletoviolatesafetyprocedures.
> ResourcesEnsurethatstaffareequippedwiththenecessaryresourcestocarryouttheirworksafely.
> SeniormanagementSitevisitsshouldbedesignedtobeinformalandenabletwo-waycommunicationwithstaff.
> TechnicalhealthandsafetycommunicationTheneedfororganisationallearningratherthanapportioningindividualblame,andsupporttostopworkonsafetygrounds.
> ContractorsSetthesamestandardsforcontractorsandemployees.
Thisresearch,combinedwithknowledgeofregulatoryandexpertguidanceinthisfield,helpsbuildanunderstandingofsafetycultureanditsbenefitstoorganisations.Thiscanpotentiallyleadtoreducedlevelsofinjuriesandcoststhroughculturalchange.ThereportwasalsoamajorcontributortothedevelopmentofthePoweringImprovementStrategy.
HSLdefinesSafetyCultureaspartofthejourneytowardsimprovingorganisationalreliability.Safetymanagementsystemsdeterminewhetheranorganisation’sprocesses,standardsandsystemsareadequatelydesignedandimplemented,andhelpidentifyandprioritiseanyimprovementsneeded.Thedevelopmentofbehaviouralsafetyprogrammestoaddressunsafebehaviourscanthenbeintroducedoncethisorganisationalreadinesshasbeendeterminedleadingtoasafetyculture,whichisdefinedas“theproductofindividualandgroupvalues,attitudes,perceptions,competencies,andpatternsofbehaviourthatdeterminecommitmentto,andthestyleandproficiencyof,anorganisation’shealthandsafetymanagement”(HSC,1993).Ourattitudes,orourculture,become“thewaythingsaredonearoundhere”andinturninfluenceallofourbehaviours.Thesebehaviourstheninfluencetheimpactandeffectivenessoftheexistingriskcontrols,therebyinfluencingoverallhealthandsafetyperformance.
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THEORYAnunderstandingofthetheorybehindbehavioursisfirstnecessarytohelpusplanhowandwhereimprovementscanbemade.
Humanerrorsandviolationscanbebroadlydividedintoskillbasederrors,mistakesandviolations.Theactionsneededtopreventfurtherfailingswilldependonwhichtypeoferrorandviolationisinvolved.Apportioningblameonindividualsiscounter-productiveandrunstheriskofalienatingtheworkforceandunderminingthesafetyculture,whichiscrucialtocreatingandmaintainingasaferworkingenvironment.Soweneedtounderstandwhyerrorsaremadetohelpdeterminethebestmethodsofavoidingorcorrectingthem.
InformationisavailablefromHealthandSafetyExecutiveguidanceincludingHSG48‘ReducingErrorInfluencingBehaviour’andINDG468‘InvestigatingWorkplaceAccidentsandIncidents’.
Skill-basederrorsSkillbasederrorssuchasslipsandlapsesareusuallyassociatedwithfamiliartasks.Theerroroccursifattentionisdiverted.
SlipsSlipsaregenerallysimple,frequentlyperformedphysicalactionsthatgowrong.
LapsesTheseappearasshort-termmemorylapseswhereanindividualforgetstoperformarequiredaction,whenanactionisperformedoutofsequence,orastepinasequenceismissed.
MistakesMistakescanbedividedintotwoareas,RuleBasedandKnowledgeBased,andarenormallydecisionmakingfailuresorerrorsofjudgementleadingtothewrongcourseofactionbeingtaken.
Rule-basedmistakesThesehappenwhenapersonhasasetofrulesforcertainsituations,butappliesthewrongrule.
Knowledge-basedmistakesThesehappenwhenapersonisfacedwithanunfamiliarsituationforwhichheorshehasnorules,useshisorherknowledgeandworksfromfirstprinciples,butcomestoawrongconclusion.
Violation (rule breaking)Adeliberatefailuretofollowtheruleswhenanindividualknowsit’sthewrongthingtodo,cuttingcornerstosavetimeoreffort,orduetothepressureofproductiontargets.
Therearethreetypesofviolation–Routine,SituationalandExceptional:
RoutineInthissituationnon-compliancebecomesthenormandthereisageneralconsensusthattherulenolongerapplies.
SituationalNon-complianceisdictatedbysituationalpressuressuchastimeconstraints,workloadorunsuitabletoolsandequipment.
ExceptionalTheseeventshappenwhensomethinghasalreadygonewrongandacalculatedriskistakeninbreakingtherules.
Ifhumanfailingsareidentifiedasacauseofanadverseevent,wethenneedtoconsiderthefollowingfactorsthatcaninfluencehumanbehaviourtohelpfindasolutiontoaddressthem.
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Jobfactorsdividedattentionordistractionsarepresent;inadequateoroverlycomplexprocedures;insufficienttimeavailable.
HumanfactorsPhysicalability;competence(knowledge,skillandexperience);fatigue,stressandmorale.
OrganisationalfactorsWorkpressures;availabilityofsufficientresources;qualityofsupervision;peerpressure;thepervadingsafetyculture.
PlantandequipmentfactorsClearandsimpletoreadcontrols;correctequipmentdesign;workplaceergonomics.
AIMS
Anunderstandingofbehaviourhelpsdeterminewhetherthereareissuestoaddressinthebusinessandtheformatoftheprogrammeorinterventionthatcanbeintroducedtotacklethem.BehaviouralSafetyProgrammeswillleadthebusinessfurtherdowntheBradleyCurvefromBasicLegalCompliance,toSelfDirectionandthentoeffectiveBehaviouralSafety.Thiswillalsoshowhowfarupthe‘CulturalLadder’theorganisationis,withtheaimtobetomovefromaReactivetoCalculativetoProactiveandultimatelyGenerativeleveloftrustandaccountability.
Thisrequiresanintegratedapproachtooccupationalhealthandsafetymanagement,whichincorporatesandlinkstogetherorganisationalcontrolsandmanagementbehaviour.Thecompanywillalsoneedtoestablishaclearcommitmenttoemployeewellbeing,setexpectationsforallstaffandbeclearonthebusinesscase(safetyversuscompetitiondrivers).Managementwillthenneedtosetout
clearrolesformanagersandstaffand,inhighlightingthatsafetyandorganisationalchangeaffectseveryone,identifyroutestobothinvolvingpeopleanddevelopingpositiveworkingrelationshipsacrossthewholeorganisation.Thisprovidestheplatformforcooperationbetweenmanagementandemployees.
Behaviouralsafetyprogrammesshouldexisttochallengeandimprovethebehaviourofemployeesandmanagersalike.Thisshouldleadtoacultureofconstructivechallenge,theidentificationofdangeroussituationsandthesystemsofworkandsolutionsthatareneededtoaddressthese.Managersareencouragedtolearntolead,butultimatelythefocusshouldbeonachievingimprovementsinsafetyperformancethroughtheengagement,involvementandactionsofallstaffandcontractors.Therewillalsobeopportunitiesforthesebehaviourstobeappliedinwidercontexts,includingengagementwithcustomersandthegeneralpublic.
Companiesneedtoworkwithallstafftounderstandthebarrierstosuccessandprioritiseareaswithinthebusinessthatcanbeimproved.ThereisaneedtoDiscuss,Debate,DecideandDoinordertodeliverwhathasbeenplanned,andthenmonitortheprogressthathasbeenmade.Asthecultureisdevelopedandembeddedwithintheorganisationtheneventuallyitwillbecomebusinessasusual.
Anincreaseinreportinglevelsthroughamoreopencultureandareductioninthenumberofaccidentsandincidentsreportedshouldresult.Withinthisreportingframeworkthereisaneedwithintheindustrytomovetoa‘FairBlame’andnota‘NoBlame’culture.
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However,companieswillneedtorememberthatbehaviourchangetakestime.Neverthelessorganisationsneedtodemonstrateaninvestmentinpeopleastheirmostvaluableresource.Companiesneedtohaverealisticexpectationswhenintroducingabehaviouralprogrammeandbemindfuloftheimpactandlifetimeofsignificantorganisationalchanges.Feedbackanddiscussiononprogresscanbeelicitedviafocusgroupsandsurveys,butcompaniesmustbepreparedtoabsorbbothnegativeandpositiveresponses.Asatoolbehaviouralsafetyhasahugepotentialtodeliverimprovementstooverallsafetyperformancebutitrequiresbothalongtermcommitmentandawillingnesstoconstantlyreviewandreviseanyinitiativethatisintroduced.
HIGH LEVEL PRINCIPLES
INTRODUCTION
Therehasbeenalargeuptakeof“behaviouralsafety”approachesoverthepastdecadeinawiderangeofindustriesincludingtheelectricitysector.Thereisawiderangeofbehaviouralsafetyprogrammesavailablebuttheygenerallyinvolvethedefinitionofsafe/unsafebehaviours,observationsofbehavioursbytrainedobserversandfeedback/reinforcementofbehaviours.
Itisrecognisedthatmanagementandorganisationalfactorshavealargeinfluenceonaccidentsandincidents,eitherdirectlyorthroughtheirimpactonthebehavioursofemployees.Goodbehaviouralsafetyprogrammesgettotheheartofunderlyinginfluencesandchangethese.
POTENTIAL BENEFITS OF SUCH PROGRAMMES:
> Managementdemonstratetheircommitmenttoimprovingsafety.
> Theworkforceandmanagementareactivelytalkingtoeachotheraboutsafetyissues.
> Thereisanincreasedprofileofhealthandsafetywithinthecompany.
> Thereisanincreasedvisibilityofmanagementintheworkplace.
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> Itpotentiallyleadstoimprovedemployeeengagementinsafety.
> Managersandsupervisorslearntoreactpromptlytounsafeacts(andhavealegitimatemechanismfordoingso).
> Managersandsupervisorspotentiallyimprovetheirsafetyleadership.
POTENTIAL PITFALLS
Injustifyingbehaviouralinterventions,itisoftenclaimedthat70-80%ofincidentsarecausedby‘humanerror’.However,managersoftenseethe‘human’inhumanerrorasreferringtofrontlinepersonnel.Behaviouralsafetyinterventionsneedtogobeyondthebehavioursoffrontlinestaff.
Afocusonindividualoperatorsignoreslatentconditionsthatunderlieincidentsandimpliesthatincidentscanbepreventedsimplybyoperators“takingmorecare”.However,thisisnotastrategywhichcanbeeffectiveindealingwithhazardsaboutwhichworkershavenoknowledgeandwhichcanonlybeidentifiedandcontrolledbymanagement.
Itisimportanttoconsiderexactlywhichaspectsof“healthandsafety”abehaviouralinterventionmaybeabletoinfluence.
Behaviouralsafetyinterventionscansometimesbeintroducedinisolationfromothersafetyinitiatives.
Manysupportersofbehaviouralsafetyprogrammesstatethatlargeimprovementsinsafetyhavebeenmadeinthepastdecadeorsoinengineeringandsafetymanagementsystemsandthatnewapproachesarerequiredtoencouragefurtherimprovement.Althoughlargeadvanceshavebeenmadeinthese
areas,majoraccidentsarestilloccurringduetofailuresintheseaspects.Itisthereforenotappropriatetoconcludethatwehave‘solved’engineeringcausesofaccidents,nortoassumethatnofurtherfocusonmanagementsystemsisrequired.TheStepChangeinitiativeintheoffshoreoilandgasindustryacknowledgesthat:‘addressingbehavioursmustnotbeseenasanalternativetoensuringthatadequateengineeringdesignandeffectivesafetymanagementsystemsareinplace’(StepChange,2000,p.5).
Thereisadangerthatbehaviouralprogrammesmaydrawresourcesandattentionawayfromotherhealthandsafetyissues.Behaviouralinterventionsshouldbeseenasanintegratedpartofarobusthealthandsafetymanagementsystem.
Organisationsembarkingonbehaviouralprogrammesshouldretainabalancedapproachandconsiderwhetherabehaviouralinterventionisrightfortheircompanyatanyparticulartime.
BEFORE INTRODUCING A BEHAVIOURAL SAFETY PROGRAMMECulturalorbehaviouralinterventionswillonlybesuccessfulifengineering,technicalandmanagementsystemsareinplaceandworkingwell.Therefore,beforeabehaviouralsafetyprogrammeisintroduced,companiesneedtoensurethattheyhavesatisfiedthefollowingconditions:
> Allhazardshavebeenidentified.
> Humanperformanceissueshavebeenidentifiedandmanaged(particularlyinrelationtosafetycriticalrolesandactivities).
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> The“hierarchyofcontrol”hasbeenappliedtopreventtherealisationofidentifiedhazards,orminimisetheirconsequencesshouldtheyoccur.
> Thesitehastherequiredengineering,operatingandmaintenancecapabilityandexperience(includingappropriatestaffinglevels).
> Accurateoperatingproceduresareavailableforalleventualities,includingprocessupsetsandemergencies.
> Operatorsarefullypreparedtodealwithallconditions.Thiswillincludeidentificationoftrainingneeds,training,assessment,rehearsalandre-assessment.Thistrainingshouldnotjustprovidetheminimumknowledgerequiredtooperatetheplant.Thiswillhelptomanage‘residualrisk’arisingfromhazardsthatwerenotidentifiedoreffectivelyaddressed.
> Lessonshavebeenlearntfromsite,companyandindustryexperience.
> Successionplanningensuresthatcorporateknowledgeisretained.
> Safetymanagementarrangementsandriskcontrolmeasureshavebeenreviewedtoensurethattheyremainusableandrelevant.
TIMING
Timingisimportant.Oncetechnicalandsystemsissueshavebeenaddressed,thecompanyneedstoaskwhetherabehaviouralapproachistherightapproachatthistime.Onlywhenthetechnicalandsystemsissueshavebeensuccessfullyaddressedcanitbeassumedthataccidentsareduetoculturalorbehaviouralfactors.Inorderforabehaviouralinterventiontoprosper,thereareseveralaspectsthatmustbeconsidered,includingthat:
> Thereexistsanappropriatebalancebetweenproductionandsafety.
> Thereisvisibleandrealmanagementtohealthandsafety.
> Thereismanagementcommitmentandtheresourcestoseeitthrough.
> Thereisahighleveloftrustbetweenmanagementandemployees.
KEY PRINCIPLES
> Managementandorganisationalfactorshavealargeinfluenceonaccidentsandincidents,eitherdirectlyorthroughtheirimpactonthebehavioursofemployees.
> Theminimumrequirementforchangingbehaviouristhatthetargetaudiencehasthecapability(theyareabletochangebehaviour),theyaremotivated(wantittohappen),andthereistheopportunityforbehaviourchangetooccur(thatitcanhappen).
> Behaviouralsafetyinterventionsneedtogobeyondthebehavioursoffrontlinestaff.
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> Itisimportanttoconsiderexactlywhichaspectsof“healthandsafety”abehaviouralinterventionmaybeabletoinfluence.
> Behaviouralsafetyinterventionsshouldnotbeemployedinisolation.
> Thereneedstobeamanagementcommitmentandtheresourcestoseesuchaprogrammeorinterventionthrough.
> Thereneedstobeahighleveloftrustbetweenmanagementandemployees.
> Suchaprogrammeisnotaone-offexercise,butanewwayofworkingthatmustbemaintainedforanypositiveresultstobesustained.
> Notallinterventionsarecompletelysuccessfulintheirmainaim.Highexpectationsmayleadtolaterdisillusionment.
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> Beclearaboutwhatyouwanttoachieveandhowyouwillknowthatyouhaveachievedit.
> Pilottheintervention(e.g.toensurethattheapproachisworkable,thatthefacilitators/observersunderstandwhat’srequiredandthattheappropriatedataisbeingrecorded).
> Behaviouralinterventionsareonlyoneaspectof‘humanfactors’.
> Behaviouralsafetyprogrammesareonlyonetoolinthesafetypractitionerstoolbox.
> Knowthelimitsofsuchinterventionsandpreparethegroundbeforehand.
> Talktoothersimilarcompanies/tradeassociationsabouttheirinterventionsandexperiences.
> Listentoyouremployeesandusetheprocesstoimprovedialogue–involveemployeesearlyinthechoiceofprogramme.Engagingwiththeworkforceisvital.
> Makethelanguage,styleetc.oftheprogrammeyourown(off-the-shelfpackagesmaynotbeappropriateforyourneeds).
> Usestrongon-sitefacilitators–thesuccessofsuchinterventionsisgreatlyhelpedbypersonable,experiencedandrespectedsitepersonnelasfacilitators.
> Ensurethatthefocusisontherootcausesofbehaviours.
> Onmajorhazardsites,don’tneglectprocesssafety;(beware‘whatgetsmeasuredgetsdone’).
> Shareknowledgewithpeers.
> Learnfrompastincidents.
> Managersatalllevelsneedtodemonstrategoodleadership.
PART 2 CASE STUDIES
Thefollowingexamplesoutlinethekeyprinciplesthathavebeenemployedbyanumberofcompanieswhichhaveintroducedbehaviouralsafetyinitiatives.AcompletesetofallthecasestudiesisavailableonthePoweringImprovementwebsiteat:www.poweringimprovement.org/case-studies/behavioural-safety-and-personal-responsibility-case-studies
DOOSAN BABCOCK – HUMAN PERFORMANCE
PerformancehasalwaysbeenatthetopoftheagendaatDoosanBabcockforefficientproductivitywithintheirindustry.ThiscasestudywillillustratewhenandwhereDoosanstartedtofocusonHumanPerformancewithintheirtraininginitiatives.
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In2009aSeniorManagementsteeringgroupconsideredastatementthatread:
“We still have events that have an adverse impact on our business and our people”
Thisstatementempoweredthebusinesstoexploreideasthatcouldbeincorporatedintothecompanywayofworkingthatwouldbenefitnotonlyhealthandsafetyandperformancebutacrossallthattheydo.IndoingsoDoosanlookedattheworkalreadyachievedbytheEDFProgramme.FromtheknowledgeandexperiencegainedfromthatprogrammeDoosandevisedtheirownspecific‘HumanPerformance’programmebrandedfocus2Zero–‘AnErrorPreventionJourney’.Thiswasinitiallylaunchedin2010andsupportsthePoweringImprovementthemeofHumanandOrganisationalFactors:BehaviouralSafetyandPersonalResponsibility.Itisaimedatfocussingonhumanperformanceandstandardsandexpectations,withthefocusonerrorpreventionandworkingtowardsexcellenceinbusinessdelivery.
ThethemebyDoosanhighlightedareasofimprovementthatcouldbemadebyrecognisinghumantendenciesandweaknesses.ThroughthistheywereabletoidentifytheprinciplesofHumanPerformance:
> Humansarefallible.
> Errorispredictable.
> Organisationinfluencesbehaviour.
> Behavioursarereinforced.
> Eventsareavoidable.
Totacklesomeoftheseissues,theirapproachaimedtoengenderapreventativeandeffectiveapproachtoErrorPreventionthroughtheuseoftheirErrorPreventionTools.
Doosanapproachedanumberofexternalorganisationsthatspecialisedinspecificprogrammetrainingtoaidthemwiththeirtrainingcourses,suchas:
> TheKeilCentre‒limitedcompanyofCharteredPsychologistsandRegisteredErgonomists.
> eOrigen‒AmarketleaderineLearning.
> tdr‒Aprofessionaltraininganddevelopmentcompany.
Someofthetrainingthatwasprovidedtoemployees(includingseniormanagement)wasundertakeninaspecificmannertosuitthe‘focus2Zero’journey.Itisimplementedthroughtrainingstaffintheprinciplesofhumanbehaviouranderror/violationtheory.Itisthereforeimportanttofirstdevotesufficientresourcestofoundationtrainingforallstaffandleadershiptrainingformanagers;thisprovidestheenvironmentforallstafftodevelopanunderstandingofactiveandlatenterror,errortrapsandthepreventiontoolsthatcanbeimplementedtohelpmitigatesuchrisks.
Oneofthekeyconceptsconveyedduringtrainingishelpingemployeestolearntheconceptof‘ErrorTraps’andunderstandhowtheycanbeavoidedinworkscenarios.
‘ErrorTraps’isaphraseDoosanBabcockdevelopedtodescribeanythingthatallowsanerrortobecomemoreprevalentorlikelytooccur,througheitherintentionalorunintentionalbehaviour.
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Oncetraininghadtakenplaceforallemployeesthemessageof‘HumanPerformance’and‘ErrorPrevention’wasthenreiteratedthroughtheuseofinspirationalposters,thesearenowdisplayedacrossmanyDoosansitesandusedtoaidmotivationamongstemployees.Doosanalsoproducedahandbookthatcouldbegiventoemployeesonerrorpreventiontohelpremindthemoftheirtrainingandwhatisexpectedfromthematwork.Thehandbookalsoincludedfamousquotesfrominspirationalfiguresofthepast,againtokeeptheprogrammeentertainingandrelatable.TherearealsoHumanPerformanceLeadershiptoursforseniormanagementandarecentlydeveloped
onlinesystemthatallowsSteeringGroupstorefinetheprogrammeandtargetsupport,promotionandeffort.Italsoallowsbusinessareastoanalysetheirownapplicationwiththeneedtobeclearonstandardsandexpectations.
Changeinauditingandrecordingalsoimprovedthroughthisinitiativewiththeuseof‘CriticalTaskAnalysis’.Doosanundertakesthisactivitywhere,ifafailureweretooccur,theoutcome(severity)couldveryeasilyresultinaverysignificantinjury.AsupervisedauditwouldtakeplaceandTake5workforceassessmentsarecarriedoutpriortocommencementofatask.
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2013/2014
TotaketheprogrammeforwardDoosanBabcocknowhavetargetedworkstreamsthatwillfurtherembedtheHumanPerformancestrategy.Thenextstagewillbetoestablishthedegreetowhichchangedattitudesandbehaviourshavehadapositiveimpactonthebusinessandassesswhetherthedesiredresultsonoverallsafetyperformancehavebeenachieved.Thiswillshowhowfarupthe‘CulturalLadder’theorganisationis,withtheaimtomaintaintheproactiveapproachthatgeneratesthecorrectleveloftrustandaccountability.
SUMMARY
ThroughDoosan’sHumanPerformanceProgrammetheyrecognisedthatHumanErrorispredictableandpreventable.ThroughtheirtrainingtheywereabletoraiseawarenessofHumanPerformanceexplainingwhyitwascriticaltothewaytheywantedtoworkinthefuture.Throughthistheytraintheiremployeestorecognisecommon‘ErrorTraps’andhowtorecognisethemintheworkplace,byequippingtheiremployeeswithErrorPreventionTools,theyreinforcethemessagethatHumanPerformancecanbeappliedtoallaspectsofwork.
ThecontrolofhealthandsafetyriskwithinElectricityNorthWestLimited(ENW)isheavilyreliantonthebehaviourofworkersundertakingoperationalactivities.Primarilythisriskcontrolfactorisduetotheperipateticanddynamicnatureofmuchoftheworkundertakenwithinthebusinessandthesubsequentneedforworkerstocontinuallymakeriskbaseddecisions,interpretestablishedrulesanddetermineandapplyappropriatecontrols.
WhilstmanyaspectsofinfluencingbehaviourshavebeenconsideredinthedevelopmentoftheproceduresandcompetencecriteriautilisedinENWoperationsandareinherentintheHS&Emanagementsystem,aspecificprogrammelookingatpositivelychanginghealthandsafetyrelatedbehaviourswasinitiatedin2011andwhichcontinuestorun.
Theprogrammeisbasedoncurrentresearchintoimprovingsafetyculturesandinparticularthe“AffectiveSafetyManagement”ASM®conceptdevelopedbytheInternationalInstituteofRiskandSafetyManagementandcontinuedthroughtheworkofDrTimMarshofRyderMarshLtd.AkeypartoftheprogrammeisbehaviouralsafetytrainingdeliveredbyRyderMarshwithchangebeingdeliveredbytheENWindividualsandteamsinvolved.
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ProgrammeTheprogrammeoriginallyinvolvedtheestablishmentofworkforceprojectteams,selectedfromwithinbusinessareasandmadeupofpeopleidentifiedaskeysafety“leaders”inthatarea.Theteamsthenattendedafourdaytrainingcoursecoveringbehaviouraltheory,safetyculturetheory,behaviouralanalysismodels,justculture,leadingbyexample,challengingeffectively,coaching,andbehaviouralobservationandfeedback.Fromthetrainingtheprojectteamthenappliedthelearningintheworkplacebyidentifyingandprioritisingpositiveornegativebehavioursthattheyortheircolleaguesdemonstrate,identifyingrootcausesandtheninitiatingchanges.
Atthesametimeasthespecificanalysisandchangeactivitieswereundertaken,theprojectteamutilisedtheirlearninganddevelopmenttoobserve,analyseandchallengeeverydayunsafebehavioursandindoingsodeveloptheoverallsafetyculturewithintheirarea.
Underpinningtheworkforceprojectswasthedevelopmentofthewidercorporatesafetycultureandinparticularleadershipbriefingsforboardandseniorteams,thedevelopmentofaprocessforescalating,implementingandcommunicatingchangeideas,thedevelopmentofa“justculture”andthedeliveryoftheoverallpeopleandleadershipchangeprogramme.
InNovember2011areviewoftheprogrammewasundertakenwithfeedbackfromattendeesandRyderMarshanalysed.Feedbackfromdelegateswasverypositiveandthegeneralconsensusamongthosewhoattendedwasthattheprogrammeisveryimportant,leadingedgeandcouldmakearealdifferencetosafetyperformance,butthetrainingistoolong
whichwillproveablockertothewiderroll-outoftheprogrammeandthereforeitseffectiveness.
ItwasalsoidentifiedduringthereviewthatthereisaverycloselinkbetweentheleadershipandcoachingelementsofthebehaviouralsafetyprogrammeandthewiderElectricityNorthWestleadershipanddevelopmentprogramme.
Tomaintainthemomentumoftheprogramme,andensureitswiderimpact,itwasdecidedtosplitthetrainingintothreemodules,allofwhichwouldbelinkedintothewiderElectricityNorthWestleadershipanddevelopmentprogrammetoensureanypotentialsynergieswererealised.
Module1:UnderstandingCulture
Thisisaonedaycourseaimedateveryoneinthecompany.Itlooksattheeffectsofcultureandhelpsparticipantstostepbackandlookatthecultureoftheorganisation.Thecourseintroducestheconceptofbehaviouralsafetyandhowwecanusethistoimprovethesafetyculturewithinthecompany.
Withinthiscoursewelookat:
> TheParker&Hudsonmodelofsafetyculture.
> TheBradleyCurve,withanemphasisontheimportanceofdevelopinganInterdependentculture.
> ThejustcultureprocessandhowitappliestoElectricityNorthWest.
> Tounderstandthejustcultureprocesswelookatthehumanbrainanditslimitations.
> Anintroductiontobehaviouralobservations.
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Theemphasisofthecourseisoncreatingandinterdependentculture,wherepeoplearewillingtochallengeunsafebehavioursandimportantlywillingtobechallengedtokeepeachothersafe.
Module2:AnalysingSafety
> Thisonedaycourseoffersdelegatestheopportunitytogainpracticalskillstoenablethemtounderstandandanalysebothcultureandbehaviour.Thiscoursewilllookat:
> TheABCbehaviouralanalysismodel.
> TheSwissCheeseModel.
> FiveWhy’sAnalysis.
ThiscourseisaimedatManagers,Supervisorsandthosewhowouldliketovolunteertocontinueontheprogramfromthefirstcoursewithanaimtobecomingasafetyleaderwithinthebusiness.Delegateswhohaveattendedthiscoursewillcontinuetheformalanalysisandcorrectionofunsafebehavioursinworkforceprojectteams.
Module3:CoachingforSafety
Thisisaoneandahalfdaycourse,whichisaimedatdevelopingthecoachingskillsofleaderswithinthebusiness.Thecoursewilllookat:
> Theprinciplesofcoaching.
> Thepowerofownership.
> Providingfeedback.
> Communicationandquestioningskills.
Thiscourseisaimedatthosewhohavebeenthroughthefirstandsecondcourseandthereforebuildsonthetechniquestheparticipantshavegainedthusfar.Thehalfdaysectionofthecourseisamentoredopportunitytoputtheirskillsintoactionbyconductingobservationsandprovidingfeedback.
In2012over700employeesattendedtheModule1trainingwiththeremaining900employeesattendingthisin2013‒2015.
Atthesametimevoluntaryteamsfromacrossthebusinesswillattendtheanalysingsafetymodulein2013.Theseteamswillthenbegintheworkofanalysingunsafebehavioursandimplementingorproposingchangestoreducethefrequencyoftheseactionswhilstincreasingthefrequencyofsafeacts.
Thecoachingforsafetymoduleiscloselyalignedtotheleadershipdevelopmentprogrammeandwillgivetheopportunitytosupportthatprogramme.Theroll-outofthismoduletoallmanagers,teamleadersandsupervisorswillbelinkedtothewidermanagementdevelopmentprogrammeandwillbedeliveredin2013-14.
Methodsformeasuringsuccessoftheprogramme,intermsofrecordingbehaviouralchangesandpositiveinterventionsbyemployees,willalsobedevelopedandimplementedin2013.
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LearningIntermsofwhathasworkedwellandwhatcouldbeimprovedintermsoftheprogramme,asmentionedabovewhentheprogrammestarted,itquicklybecameapparentthatfourdaystrainingwastoolongformanydelegatesandwouldinhibittheabilityoftheorganisationtoexposeallemployeestotheprogrammeinareasonabletime.Therewerealsothecostimplicationswhichwerenotsustainable.
Bysplittingthetrainingintomodulesthishasallowedfarmorepeopletoattendtrainingandbegintoputthelearningintopractice.
Overallthefactthatthetrainingfocusesontheindividual,humanbehaviours,howindividualsinfluenceeachotherandthedifferencetheycanmake,hasresultedinthevastmajorityofdelegatesenjoyingthetrainingandcomingawaykeentoputtheirlearningintopractice.Mostdelegatesattendtheseeventsexpectingtobe“told”abouthealthandsafety,butactuallygoawayhavinglearnedaboutpeopleandempoweredandmotivatedtochangetheirownbehaviours.
Themajorchangethatneedstobemade,andwhichprobablyappliestoallsimilarprogrammes,istheabilitytomeasuresuccessintermsofdifferentbehaviours.Thisdoeshappenbutitwouldbebettertohaverealevidencetosupporttheinvestmentintheprogrammeandtodemonstrateactualriskreductionratherthanjustrelyonaleapoffaith.
Why Behavioural Safety was developed as the way forward for safety at Fiddler’s FerryStatisticalanalysisofnearhitsandincidentsatFiddler’sFerrydemonstratedthatfurtherimprovementsinsafetyexcellencerequiredafocusonthebehaviouralaspectsafety.
Itwasfoundthatthestationhadreachedapointwheretherelevantsystemswereinplace,buttofurtherdrivedowntheriskofincidentsfurtherinitiativeshadtobedeveloped.
WorkingtogetherundertheSiteinitiative‘OneSiteOneTeam’acontractorpartnersuggestedalinkwiththeKnowledgeTransferPartnership(KTP)toaddresssafetycultureacrossthesite.AbehaviouralsafetyKTPprogramme,inpartnershipwithPJDouglasEngineeringandManchesterMetropolitanUniversity,wasdevelopedtoaddressbehaviouralaspectsofincidentsandencourageamoreproactiveculturetowardssafety.Thisschemewascalled‘One2One’andwasincorporatedintotheumbrellasafetyschemeofSSE,called‘Safety Family’.
One2One ethos and objectivesThekeyelementsofOne2Onearetostepawayfromblameandfear,developPositiveConversationsaboutSafety,andamoreproactive,mindfulsafetyculturethatmakessafetytheresponsibilityofeveryone.
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How does One2One achieve this?Bytrainingallstaffinhowtoconductpositive,constructivesafetyconversations,safeactsarepraised,unsafeactsarechallengedatpoint,andkeylearningistakenforwardfromtheinformationrecorded.Thislearningisusedinmakingthechanges,forexampleintraining,whichimprovesbehaviourandfurtherdrivesdownrisk.
Ourtraininginsafetyconversationsencouragesemployeestochallengeunsafeactsandpraisesafeones.Crucially,itemphasisesenquiriesabouttherootcausesbehindthebehaviourandgetspeopletoengageinconversationsatemotionallevel-notjust‘thinking’aboutcausesandconsequences,but‘feeling’thesethingsatadeeperlevel.Trainingalsoencouragesreflectionwiththepersonaboutwhatthepotentialaccidents/incidentscouldbeandtheconsequences.
Mentorswerekeytostartinguptheprocess.Thesearevolunteersafetychampionswhoaregivenextratraininginhowtoconducteffectivesafetyconversations.Thesechampionshelpedencourageotherstoengagewiththescheme.Mentorsarenotatanyspecificlevelortrade,butwerechosenfromeveryroleandlevelacrosssite.Thishasencouragedemployeestoconductconversationsnotonlywithotherteamsandcompaniesbutacrossdifferentemploymentlevels.
Thiscombinationtobehaviouralsafetyofstrongleadershipfromthetop,andeffectivebottomupengagement,differsfromotherapproachesinthatitfindsoutaboutthesituationinaholisticway,emphasisingpositiveengagementandpositiveconversations.
The One2One ProcessAllemployeesconductsafetyconversations,followingasix-stepguidelineonsafeandunsafeactsaroundsite.Theconversationshelpestablishthebehavioursobserved,thelocation,timeandrootcauseforobservedbehaviour.Thisconversationisrecordedandenteredintoadatabasethatismaintainedbyasiteteam.Dataisthenusedinanumberofwaystoidentifythefocusforchangeinbehaviours,byareaandatdifferenttimes.
Everyoneonsiteisexpectedtoconducttheseconversations,whicharekeptanonymous.Theconversationsleadtoabetterunderstandingofeachperson’sandeachteam’sworkingenvironment,andisaneffective,productivewayformanagersandsupervisorstoengagewithemployeesaboutsafety.
Relevanttrendsarecommunicatedtoasteeringcommitteeandbacktoteams,e.g.throughteamcommunicationmeetings,speciallydesignednoticeboardsandtoolboxtalks.Theseareteamspecific(e.g.employeesintheboilerhouseareshownboilerhousetrends,managementshownoverviewsetc.).Thesteeringcommitteeusestheinformationtoassesspotentialsolutionstoissues,identifypraiseworthyactsofproactivesafetybehaviouranddrivethequalityoftheinitiative.
Informationisalsogiventospecialfocusgroupsthatcentretheirattentiononanyissuesraised,conductrootcauseandhumanfactorsanalysesanddeveloppotentialsolutionstoissues.
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ThesecyclesofactionandreflectionsupporttheOne2Oneprocesstoevolveorganicallyalongwithsiteculture.InformationreacheseveryoneonsiteandinturninformstrainingneedsanalysisandthewayOne2Onesareconducted.
How does One2One differ from other behavioural safety conversations? One2Onecombinesknowledgefromseveraldisciplines.Itsscientificbasishasamainfocusonthepsychologyofsafety,inter-personalinteraction,motivationandlearning.Recognitionforthisapproachhasbeenevidencedbythestation’sDuPontSafetyAwardfor‘InnovativeApproaches.’
Inaddition,One2Onemakesbehaviouralsafetyanactivityinwhicheveryoneisinvolved.Managersandsupervisorsvisiblyengagewithsafetyasacorevalue.Theyalsoleadtheinitiativeandshowotheremployeesthatitisacceptabletochallengeunsafeacts.Atthesametimeallworkersareabletomakeanimpactonhealthandsafety.Theirinputengagestheminhealthandsafetydirectlyanddrawsmanagers’attentiontopotentialincidentsinawaythatotherapproachescannotdo.
NationalGridhasundertakenanumberofdifferentapproachesandwillcontinuetofocusonleadershipbehavioursgoingforwardstodriveSafetyCulturewithintheirbusiness.
Human Elements Workshops - Electricity Transmission Operations: September 2011 to February 2013Seventytwo(circatwohour)messroomworkshopswerecompletedwithintheElectricityOperationsanddeliveredbySafetyPerformancePartners.Theirpurposewastoraiseawarenessacrosstheteamsaboutbehaviours,situationalawareness,theimpactofdistractions,fallibility,reliability,etc.AllOperationsfieldstaffwereinvolvedincludingDeliveryEngineersanditwasdeliveredasanextensiontomonthlyTeamTalks.Theworkshopswereverywellreceivedastheyweredeliveredinmessroomstylewithsmallteams.
Safety Representatives Conference, October 2012.AcentralpresentationwasdeliveredbyGuestSpeakerDrTimMarsh,ofRyderMarshwhotalkedaboutSafetyLeadership,HumanBehaviourandJustCulture.TheaimwastoengageandempowerSafetyRepresentatives.
Leadership and cultural change programme Thiswaspilotedinearly2013andisnowbeingrolledoutacrossthewiderbusiness.Itcomprisesaonedaysession.Itfocusesontheleadershipcommunityandensuresthatchangeisdriventhroughalllevelsofleadershiptoeffectivelyengagewithstafftochangebehaviours.
ThisissupportedbySafetyperformancePartnersthrougha90dayperiodwithbusinessunitstoembedthebehavioursandprincipalsfromthetrainingcourse.
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Front Line leadership programmeThisisbeingdeliveredacrossElectricityOperationsthrough2013and2014.ThisprogrammeisbasedononealreadyrolledoutinNationalGridCapitalDeliverytwoyearsago.ItfocusesonbehaviourawarenessforfirstlineLeadersinElectricityOperations.Itisathreedayeventdesignedtoincreasetheskillsandknowledgeofleadersinthefieldonmanagingteammemberstoimprovesafetystandardsacrosstheorganisation.
Itisnotdesignedtolookatthepracticalaspectsofhealthandsafety-it’smoreabouttheattitudeandbehaviourstowardshealthandsafetyandhowthemanager/leadercanchallenge,changeandimprovethesebehaviours.Itisdeliveredusingamixoftheoryandpracticalsessionsalongwitharangeofgroupdiscussions.
NorthernIrelandElectricity(NIE)recognisestherequirementtodevelopinitiativestointroduceachangeinbehaviours.Subsequently,theyhavenot‘branded’a‘BehaviouralSafety’programmeorcampaigninordertoensurecontinuitybeyond2013.
Behavioural Safety Initiatives > Establishtheprinciplethat‘safetyisourNo.1priority’isnotalwaysarealisticmessageSafetymustbeclassedasa‘value’andbeembeddedineveryonewithinNIE.Aninherenthealthysafetyculturealreadyexistswithintheorganisation.
> LeadershipSafetyPrinciplesBehavioursandvalueshavebeenbriefedandpublishedtoensureDirectors,Managers&Supervisorsareawareoftheirrole,actasrolemodelsandareempoweredtoset
theexample–‘observeandchallenge’.ManagersarebeingsupportedatalocallevelbyDirectorsandSeniorManagerswhoattendSafetyMeetingsandcompleteregularsiteinspections,therebydemonstratingseniormanagementcommitment.
> LeadershipSafetyNIEandESBareworkingtoestablishgroupprinciplesandidentifypinch-pointswherebusinessprocessappearstohavetakenpriorityoversafety.
> SafetyStructureDefinedrolesofSafetyCoordinatorsineachbusinesstoensurevisibilityandensuresafetyis‘managed’atlocallevel.
> UpdatedSiteSafetyInspectionformsDesignedtoensureon-sitebehaviouralaspectscanbeassessedandvariancesidentifiedtoassisttargetedtraining.
> WorkSafetySeminars–theoryandpracticalAimedtoensurethatfieldstaffunderstandtheirsafetyresponsibilitiesandestablishtheprinciplesrelatingtotheeffectsofminordeviationsandhownormalhumanbehaviouristobetemptedtotakerisks;–thisconstitutesincreasedconsultationandinvolvement.
> UpdatedpresentationofCompanyBriefNowincludessafetyasaleadingarticleeachmonth;–notstatisticsbutmessagesthatrelatetoeveryone.Thisaimstoincreasethecredibilityofinformationsuppliedandmakeitacceptabletoawideaudience.
> Updatedpresentationof‘MonthlySafetyNewsletter’Collatedfrominformationsourcedthroughoutthecompany.ThisisusedasthebasisfortoolboxtalksandLocalSafetyBriefs.
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> FocusontheroleofTUAppointedSafetyRepresentativesTURepresentativeswereconsultedandaskedtoverifytheaccuracyoflists.InternaltraininghasbeenorganisedforeachSafetyRepresentative&theirdetailshavebeenpublishedthroughoutNIE.
> TeamManagerstrainingFormalNEBOSHtrainingtoenableTeamManagerstoincreasetheirskillsbytakingonacourseofstudy–NEBOSHConstructionCertificate.
> ‘BreachversusViolation’seminarsHeadedbyHSE(NI)anddeliveredtoNIEHESACMeetings.
> SafetyTrainingModulesNowincludedaspartofeverytrainingcourseateachTrainingCentre,regardlessofcoursecontent.Thisprinciplehasalsoidentifiedsomebasictrainingrequirementsinothersafety-criticalareas.
> SafetyCommunicationsQuestionnaireIssuedtoeveryonetoincreasedialogueandenableanassessmentofcurrentprocessestobecompleted,andanactionplandeveloped.
> ConsistentapproachtooperationalincidentsH&SGuidanceissuedtoensurevisibility&consistency.
> RevisedapproachtolanguageandterminologyusedinBulletins,Briefingnotesetc.Thisreflectsamoveawayfromreferencesto‘employeesmust’,‘operativesarereminded.’etc.therebyavoidingdirectivemanagementstyle.
> Revised‘essential’and‘desirable’criteriaonJobAdvertisements,forbothinternalandexternalvacancies.Thisincludesaspecificreferencetobeingabletoestablishasafetyvalue,andinterviewquestionsarestructuredtoexplorethecandidates’approachtothis.
> EuropeanSafetyWeekseminars,behaviouralsafetybriefings,personalhealthchecksandpracticalH&SfeaturesMEWPs,vehiclechecks,treecutting,workingatheightetc.
TheNorthernPowergridSafetyandHealthImprovementPlanincludesanumberofbehaviouralsafetyprogrammesandinitiativesrelatingtotasks,individualsandorganisation.InPoweringImprovementterminologytheimprovementprogrammeachievesabalancedapproachtothethreeimportantprinciplesofleadership,competenceandworkerinvolvement.NorthernPowergridhaspreparedsolidfoundationsovermanyyearsasaresultofimplementingprogressivebehaviourbasedprogrammesaspartoftheplan.Thissummarythereforeincludesreferencetosomeoftheimportantbehaviouralsafetyfoundationsalreadyputintoplaceinthelead-intothe2013PoweringImprovementfocusonthisspecifichealthandsafetytheme.
TheSafetyandHealthImprovementPlanhasservedthecompanywellfornearlyadecadeandfocusesontheareaswheretheriskisdeemedtobethegreatest.Theplanistheretoprovideaguidetoimplementprocedural,technologicalandbehaviouralchangestoimproveriskmanagementanddevelopapositive,co-operativeandforwardthinkinghealthandsafetyculture.Itcontainsinitiativesdesigned
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toensurethatpoliciesandproceduresarefollowedanddevelopedinordertoassistininjurypreventionandhealthpromotioninthefollowingsevenareas:
1.RiskAssessment,HumanFactorsandBehaviouralSafetyInitiatives.
2.EmployeeEngagement.
3.AssetManagementandMaintenance.
4.RoadRiskManagement.
5.OperationalPerformance.
6.OccupationalHealth.
7.PublicSafety.
Thetopthreeprioritiesfor2013were:
Priority1‒RiskAssessmentandBehaviouralSafety-Measurestoincreaseparticipationintheprocess,improvedhazardidentificationandthereductionofriskthroughbettertrainingawarenessandmanagementoversight.
Priority2‒EmployeeEngagement–Employeeandcontractorengagementinthefieldviaenhancedaudit,supervisionandmanagementtoursandsurveysinordertoreinforceleadershipandapositiveandcompliantsafetyculture.
Priority3‒AssetManagementandMaintenance-Asignificantamountofresearch,planningandorganisationwasachievedbothnationallyandinNorthernPowergridtolaythefoundationsforenhancingassetmanagementcompetenceandbringingadditionaloperationalfocustobearonsafelyandeffectivelymanagingtherisksandliabilitiesassociatedwiththenetworkinspection,maintenanceandremedialprocesseswillfeatureasimprovementinitiativesin2013.
Thefollowinginitiativessupportedbehaviouralsafetyimprovements.
> ChangestoCommunication,AuditingandRoutineTraining.
> BehaviouralCoachingtoImproveonSiteRiskAssessments.
> RecognitionofGoodSafetyBehaviour(SafetyChampionsScheme).
> EngagementProgrammethatseeksto:
Getmanagement,employeesandcontractorstalkingsafetyonthesamelevel.
Provideopportunitytolook,listenandrespondtoH&Smatters.
Discover,commendandpositivelyreinforcegoodpractice.
Detect,confrontandremediatetheweaknessesinH&Spractice/performance.
> BespokeBehaviouralSafetyTrainingSolution‘UsingBehaviouralAspectstoInfluenceHealthandSafetyPerformanceintheWorkplace’wasdeliveredtomanagementandTUsafetyrepresentativesviaanexternaltrainingproviderandwassubsequentlyregisteredwithIOSHasacertificatedcourse.
> ConcentrationSkillsTrainingAsaresultofinvestigationsofoperationalincidentspointingtowardsdistractionandconcentrationissuesbeingprimaryortertiaryfactors,NorthernPowergridandanexternalconsultantdevelopedaconcentrationskillstrainingcoursefordeliverytoHVauthorisedoperationalstaff.Thecoursewasspecificallytargetedtoimproveoperationalstaffawarenessof
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concentrationanddistractionissuesaswellasprovidingtechniquesformanagingandimprovinganindividual’sperformanceinthisarea.
ScottishPowerhasfocussedonbehaviouralsafetyissuesforover10years.TheirapproachoriginatedintheGenerationbusinesswheretheyworkedcloselywithDuPontintheearly2000’sembracingtheirSTOPprogrammefully.ScottishPowerwasabletoadaptthisinitiativetosuitthecompany’sspecificenvironment.Thiswasfollowedstrictlyforaroundfiveyearswithsomesignificantimprovementsinsafetyperformance.Thefocuswasonthe4%ofincidentscausedbyunsafeconditionsandthe96%causedbyunsafeacts.Overtheyearsthisapproachhasbeenchallengedsomewhatbyindustry,notleastduetoplantageingissuesandsomeseriousprocesssafetyincidentsaroundtheworld.Itwasidentifiedthataculturalchangewasneeded,whichwasillustratedwellthroughScottishPoweradoptingthephrase“Ifyoudowhatyou’vealwaysdone,you’llgetwhatyou’vealwaysgot”.(W.EdwardsDemming).
The Golden RulesTheculturewasshiftedtoacceptbehaviouralconversationsandreallyencourageincreasedinteractionthroughtheworkoftheNetwork’sGoldenRules.
Thesespecificrulescouldthenbesimplifiedandmadeeasilyreadableonsitesafetycardsthatcouldbegiventoemployees.Theseruleswereusefulandhelpedemployeesandcontractorstoconsidertheirbehavioursatwork.
IntheeventofabreachoftheseRules,atoolknownas‘BehaviouralAuditing’isused.Fivesimplestepsmusttakeplace:
> Observediscreetlyandthengettheperson’sattention.
> Introduceyourself,strikeupafriendlyconversation.
> Discussthepossibleconsequencesofanyunsafeacts,trynottogivethepersonthesolutionandcongratulatethoseworkingsafely.
> Getanagreementtoworksafelyinfuture.
> Thanktheperson.
Thisapproachhasprovedtobesubstantiallybeneficialovertheyears,howeverScottishPowerhaverecentlyidentifiedthattheirapproaches,albeitinnovative,arebecomingdated.Itwasidentifiedthatthecurrentmeasureslookedindepthintoquantitativelyassessingandreviewingprogrammesinrelationtobehaviouralsafety,yetconceptsofaqualitativeaspectwerebeingignored.Therewasafivepointlistthatwasrequiredtobemetforanybehaviouralsafetytourtobedeemedacceptable.Thisfixationwithmeasurementcausedtheprogrammetostumbleforayearorsoandbroughtabouttheneedforqualitativeaswellasquantitativemethodstobeincorporated.
Refresh, Rebrand and Universal FocusesTheintentionforbehaviouralsafetyinitiativesistotackletherelativelylowimpact,highprobabilityevents,whileprocesssafetytacklesthehighimpact,lowprobabilityevents.Thisalsorepresentstheapplicationofaccepted
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principlesandprioritiesasillustratedbytheBradleyCurveapproachtoimprovinghealthandsafetyperformance.Bothoperationalbusinesses,GenerationandNetworks,continuetorunbehaviouralbasedsafetyaspartoftheiroverallapproach.
Generationhavealsobeenfocussingonoperationalintegrityandprocesssafety.Thenumberofsafetytours/auditscarriedoutisalsomeasured.ScottishPowerisnowintheprocessofrefreshingtheirexistinginitiativesandadaptingthemtosuitcurrentsituationsandculturedenvironments.
ScottishPower’sparentcompanyisIBERDROLA.WithregardtotherecentPoweringImprovementprogrammefor2013,‘HumanandOrganisationalFactors’,ScottishPowerarenowlookingtolearnfrombestpracticeinotherIBERDROLAcompaniesoperatingincountriessuchasUSA,Brazil,MexicoandSpain,andthisapproachmayalsoproducebenefitsinotherPoweringImprovementtopicareas.SimilarlytheinvestigationofhumanfactorissuesthatarespecifictotheelectricityindustryhasbeenundertakeninconjunctionwithexpertisefromtheHealthandSafetyLaboratory.
AparticularfocusofScottishPoweroverthepastyearhasbeentherevitalisingofexistinginitiativesanditbecameapparentthatiftheyweretorefreshtheirinitialapproaches,whynotrebrandtheentireschemetoputthefocusmoredirectlyontothebehavioursandresponsibilityoftheirworkforce?ToincorporateEnvironmentandHealthintotheprogramme,itwasdecidedtorebrandtheinitiative‘BehaviourMatters’toformakeycomponentofthecompany’sHealthandSafetyStrategy.
Thefocusonemployeesbeingincreasinglyawareoftheirbehaviourandtheideaof‘lookingoutforoneanother’isverymuchafocusofScottishPower.TheyhavealsobeenlookingathowtheaviationindustrymanageshumanerrorriskswiththeintentionthatsuchbestpracticecanbeincorporatedintotheBehaviouralSafetyprogrammesintheenergysector.
AparticularfeatureintherevampingofScottishPower’sprogrammewasdevelopinganin-houseDVDtobeshowntoallinternalstaffatthecompany.TheDVDconveysdetailsoftheScottishPower’sBehaviouralSafetyJourneyovertheyearsandinformsemployeesofthenewinitiativesthatwillbeputintopracticeinthefuture;itisverymuchaimedatdrivingconsistencyinregulativebusinessforemployees.
OnlinetrainingandawarenessprogrammeshavebeenintroducedthatfocusonspecificrisksandhazardsassociatedwithScottishPowerbusinessactivities.Thisincorporatesacertainamountoffocusrelatingtothebehavioursofemployeesatworkandinturnhighlightstheimportanceofpersonalresponsibility.
Effectiveroutestoengagingtheworkforcewiththesemessageshaveincludedtheuseofcompanyroadshowsattrainingcentres,usingbehaviouralpsychologistsandpowerfultestimoniesontheconsequencesofincidentsthrougherrororviolation.
Oncetheseprogrammesareintoforce,theireffectivenesswillbemeasuredwiththeuseof‘CompetencyAssessments’inregardstothenew‘BehaviourMatters’approach.Assessorswillbeintegratedintotheexistingpersonaldevelopmentplanprocess.
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SSE - The Safety FamilyTheSafetyFamilyisanon-goingprogrammededicatedtoimprovingSSE’ssafetyperformancethroughthepromotionofsafebehavioursinallareasandatalllevelsofthebusiness.SincetheintroductionoftheSafetyFamilyin2011,
all20,000employeesacrosstheSSEGrouphavebeenintroducedtotheprogrammeandhadtheopportunitytohavetheirsay.Theprogrammeoverlaysfoursetsofbehavioursonthreeinterdependentgroupsofcolleagues–Managers,SupervisorsandEveryone.
ThefoursetsofbehavioursthattheSafetyFamilyisbuilton–Standards,Communication,RiskManagementandInvolvement–arethekeyelementsofarobustsafetyculture.
TheSafetyFamilyismorethan“justanotherinitiative”.TheSafetyFamilyisamindset,anewwayofthinkinganditisunderpinnedbytheBehaviouralSafetyphilosophy.ItisfullybackedbytheManagementBoardand“it’sthewaywedothings”.IntimeitwillhelpusmeetourgoalofmakingSSEthesafestplacetowork.
BehaviouralSafetyisawayofachievinggreaterimprovementsinsafetyperformancebyencouragingeveryonetochallengeunsafebehavioursintheworkplace.Byopeningcommunicationschannelsitcreatesanenvironmentinwhichcolleaguessharefeedbackonriskmanagement,creatinganearly-warningonpotentiallyunsafeincidents.
TheSafetyFamilyprogrammeisalsoavailabletoSSE’scontractors.Theywillhavebeeninvitedtotakepartintheroll-outprogrammeand,insituationswheretheyfollowtheirowncompany’sbehaviouralsafetyprogramme,theyareencouragedtotakeelementsofbestpracticefromeachschemeandworkwithintheSafetyFamilyframework.
Theroll-outtoallareasofthebusinesswascompletedbyNovember2012,butthejourneyhasjustbegunasthiswasonlythefirststageintheprocess:
> Theroll-outstagewasaboutmakingsurethateverysinglepersoninthe
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companyunderstoodwhattheSafetyFamilywasaboutandgivingeveryoneanopportunitytohavetheirsayabouthowsafetyworksintheirbusiness.Basedonfeedbackfromstaffsurveysandroll-outworkshops,thebusinessthendrawsupactionplanstohelpcreateandsustainanimprovedsafetyculture.
> Thenextstageistodemonstrateconsistentapplicationofthenewbehavioursunderpinningthenewculture.Leadersandmanagersaretosetthetoneanddemonstratethestandards,whilstbusinessteamsprogressandupdatetheirplans.Plansincludeup-skillingstaff,streamliningprocessesandclarifyingsystems.Everyoneworkstogethertoimprovecommunicationsandensurethateveryonecangetinvolvedandhavetheopportunitytomakechangesforthebetter.
> Thefinalstageistoembedtheculturesuchthatitbecomes“businessasusual”and“thewaywedothings”.SSEanticipatesthefinalstagetocompletearound2016.
> StaffinSSEcanalreadyseerealmeaningfulchangeintheshorttimesincetheSafetyfamilyhasbeenintroducedwithmanymorechangestocome.Twoprimeexamplesare:
> InitialfeedbacksuggestedthatLocalSafetyGroups(LSGs)wereeithernotvisibleorappearedtobeinactive.AninformalguidetoLSGswasproducedtohelpLSGmembersandothersunderstandtheimportanceoftheirrolesandempowerLSGstotakemoreofaleadinmanagingSHEissues.IthasbeenprovenovertimethatrisksarebettermanagedbythosethatcreatethoserisksandthisexercisewasviewedaspivotalwithintheSafety
Familyframework.ThreeLSGConferenceswereheldforallmembersofLSGsinthePowerDistributionandTransmissionbusinessesinAutumn2012,whichhavedeliveredvisibleimprovementsinLSGeffectiveness;
> Otherfeedbackfromtheroll-outworkshopshighlightedthatsomemanagersandsupervisorsneededmorecoachingandsupportformanagingsafetywithintheirteams.InresponseanewSupervisorCoachingProgrammehasbeentrialledwithinbothPowerDistributionandThermalGenerationbusinesses.Initialdelegatefeedbackhasbeenoverwhelminglypositiveanditwillbedeliveredtothewidergroupofoperationalsupervisorsoverthenexttwotothreeyears.Theprogrammeisdeliveredacrosstwodays;dayoneisclassroombasedandintroducesdelegatestotheconceptofbehaviouralbasedcoachingforcolleaguesinsupervisoryroles.Theuseofdramadeliversstrongmessagesthatpowerfullyhighlighthowreallifescenarioscanhappen.Ontheseconddaydelegatesaregiventheopportunitytotryouttheirnewskillsoncolleaguesintheirbusinessarea.Coachingfacilitatorsaccompanythemtohelpandsupportasrequired,ensuringtheskillsarepractisedwhiletheyarefreshintheirminds.
Othersareasbeingaddressedincludechangingprocessesinrelationtoincidentinvestigation,reportingandrecordingofincidents,on-siteSHEengagement,increasingvisibilityofleadersandseniormanagers,givingpraiseandimprovingtheeffectivenessofcommunications.
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CULTURE IMPROVEMENT PROGRAMME – STAY SAFEUKPowerNetworks’(UKPN)visionofbeinganemployerofchoice,arespectedcorporatecitizenandsustainablycostefficientcontinuestobethemeasureagainstwhichprogressisjudged.
OneofthethingswhichwilldrivesuccessisthedevelopingUKPNculture–‘thewaywedothingsaroundhere’,thebehavioursandvalueswedemonstrateatworkwitheachotherandcustomers.AsUKPNcontinuestomatureasacompany,thesebehaviourswillbecomemoreclearlydefinedandwillbecomepartofthe‘DNA’.Acommonsetofbehaviourswhichareconsistentlyappliedinallcontexts,particularlywheresafetyisconcerned,willplayanimportantpartinbuildingontheprogressalreadymadeandimprovingperformance.
UKPNhavebeenworkinginpartnershipwithacompanycalled‘Setters’overthelast12monthstoformasafetytrainingprogrammewhichaimstoraisethesafetyawarenessofallandprovidetools,techniquesandinsightswhicharedesignedtosafeguardpersonalsafetyandthatofcolleagues.
WHY?
AUKPNemployeeengagementsurveyandtheHealthandSafetyLaboratory(HSL)SafetyClimatesurveycarriedoutin2012indicatedthatanimprovementinSafetyCulturewasneeded.UKPNthereforewentouttothemarketplaceandlookedatseveralprogrammes,settlingwithSettersaftertheusualtenderingprocess.
HOW DOES IT WORK?
Allstaffattend‘LaunchDays’-TheLaunchDayshelppeopleunderstandthechoiceswhichtheymakeandinspirethemtomakebetterchoices.Thisinturnwillenableindividualsandteamstosignificantlyimprovetheirsafetyculture.
FrontLineCoaches-ThesearevolunteersfromtheLaunchDaysandundergoafurtherthreedaystrainingwhichbuildsontheconceptsoftheLaunchDayandteachescoachingskills.ThisisalsopartofallSupervisor’sdevelopmenttraining,sotheyareautomaticallyincluded.
OrganisationalCoaches-Thesestaffareselectedfromthegroupaboveandundergoafurthersixdaysintensivetraining.Goingforwardstheyhelpdevelopthequalityofcommunicationandeffectivelylinkuptheorganisationasasupportedcoachingcommunity.
AllapprenticesarecapturedwithadedicatedLaunchDayaimedatayoungeraudience.
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WHAT ARE THE MAIN FEATURES OF THE PROGRAMME?
> AllstafffromtheCEOtofieldstaffgothroughtheprogramme.
> It’saboutcreatingagentsforchangeatalllevelswhichiscriticalininfluencingthewholeorganisation.Thisinturncreatesagroundswellofpeerinfluencewithintheorganisation.
> Sustainable–UKPNstaffwillenduprunningtheprogramme.
Progress to date > Over2000staffhavenowattendedLaunchdays.
> 500plusvolunteersforFrontlinecoaching.
> MarkedimprovementintheSafetylanguagebeingusedandthequalityofconversations.
> NumbersofLTIreportsaredown,OperationalAssurancescoreshavebeenimprovingandnearmissreportingissteadilyincreasingwithqualityissuesbeingraised.
> Commentsbelowfromstaffregardingtheprogramme…
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WesternPowerDistribution(WPD)hasdevelopedastrongbehaviouralsafetyculturewithintheirbusinessoveralongperiodoftime.Itstemsfromaclear,genuineandvisiblecommitmenttosafetyfromallstaffincludingourchiefexecutive.
TheWPDcompanystatementsetsoutourobjectivesandarrangementstoachievehighexpectationsandacleartargetofzeroaccidents.
Thecompanymakesprovisionforallstafftocontributetosafetyandissetupwithshort,open,clearlydefinedlinesofcommunicationbetweenallstaff.
Managementofsafetyisalongestablishedprioritythatisingrainedintothethinkingofallstaff.Itisdevelopedasalongtermstrategyfromtheearlystagesofrecruitmentandre-iteratedthroughoutthetrainingprocesssothatitbecomessecondnatureforallstaff.Allstaffaremadeawareoftheirpersonalresponsibilitiesandaccountabilitiesupontheirrecruitmentandtheyareremindedtoconsidersafetyastheirnumberoneprioritybyvariousmeansthroughouttheircareer.
Opencommunicationaboutsafetyisactivelyencouragedduringeverydayoperationsaswellasduringmoreformalsitesafetyvisits.Proceduresareinplaceforstafftoraiseconcernsornewideasaboutimprovementstosafemethodsofworkingandfortheseideasorconcernstobeaddressedinatimelymanner.
Itisrecognisedthatinadditiontotrainingthereisaneedtoremindallstafffromtimetotimeoftheimportanceoftheirbehaviourtotheachievementofsafeworkingsystems.
WithinWPDthereareanumberofmethodsusedtoreinforcethesemessagestostaffinadditiontothenormalconversationsthattakeplace;companypoliciesandproceduresareregularlyreviewedandre-issuedtorelevantstaff,anannualreviewofsafetyisbriefedtoallsafetyrepresentativesatformalsafetyhealthandenvironmentmeetingsandthechiefexecutivepresentsasummarytoallstaffatlocaldepots.TheWPDpolicystatementissenttoallstaffattheirhomeaddressandkeymessagesarealsoreinforcedwithintheinformalcompanymagazine‘Powerlines’.
Lessonslearnedfromsafetyrelatedinvestigationsareswiftlyincorporatedintopolicieswhererequiredanddeliveredtostaffattheirregularteammeetings.Asummaryofsuchlessonsispublishedmonthlycompanywide.
LocalteammanagersareencouragedtointroducelocalsafetyinitiativeswhicharerelevanttotheirownteamsandtheWPDsafetyteamofadvisersannuallylaunchinitiativestorefocusstaffawarenessonkeyissues.
Recentannualinitiativesinclude‘SafetyMatters’,‘TimeOut’,‘SafetyFundamentals’and‘Cheese&Pickle’.TheseinitiativessupportthePoweringImprovementobjectivesandservedtoremindstaffoftheroletheyplayinestablishingsafesystemsofwork.Theyincluderemindersofkeyissues,suchastakingtimeoutatregularintervalstore-assesshazards,tochallengeincorrectpracticesandassistotherstocarryoutactivitiesaccordingtothetrainingtheyhavereceivedandtoensuretheyhavesufficientlayersofappropriatecontrolmeasuresinplacetoensuretheirownsafetyandthesafetyofotherswhomaybeaffectedbytheiractivities.
During2013/14WPDisinvestigatingtheprovisionofanexternalprovidertoreinforcetheirbehaviouralsafetymessages.
PoweringImprovement HumanandOrganisationalFactors:BehaviouralSafetyAndPersonalResponsibility 29
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IanBarker EDFEnergyJoeBoucher NationalGridPhilCurrie ScottishPowerEnergyNetworksJaneEccleston ElectricityNorthWestLtdSteveGarnett NorthernPowergridKevinMcDowell NorthernIrelandElectricityDudleySparks UKPowerNetworksPaulWoodward WesternPowerDistributionIanCrawley SSEPeterMcCormick EnergyNetworksAssociationBonnieMcBride(UntilNovember2013) EnergyNetworksAssociationJamieReeve(AfterNovember2013) EnergyNetworksAssociationMikeLeppard EnergyNetworksAssociation
With thanks to members of the ENA SHE Managers Group:
www.doosanbabcock.com www.enwl.co.uk www.nationalgrid.com www.nie.co.uk
www.northernpowergrid.com www.scottishpower.comwww.sse.co.uk
www.ukpowernetworks.co.uk www.westernpower.co.uk
PARTNERS
EnergyNetworksAssociation(ENA)istheindustrybodyfortheUKelectricitytransmissionanddistributioncompanies.
EnergyUKisthetradeassociationfortheUKelectricitygenerationcompanies.
TRADE UNIONS:
GMBProspectUnisonUnite
GOVERNANCE
PoweringImprovementismanagedanddirectedbytheNationalHealth,SafetyandEnvironmentCommittee(HESAC)comprisingrepresentativesfromEnergyUKandENAmembercompanies,theindustrytradeunions(GMB,Prospect,UnisonandUnite)andHSE.
ExecutivedecisionsonbehalfofENAmembercompaniesrestwiththeENASHECommitteeandultimatelytheENABoard.
ExecutivedecisionsonbehalfofEnergyUKcompaniesrestwiththeEnergyUKHealthandSafetyForumandultimatelytheEnergyUKBoard.
Forfurtherinformationseewww.poweringimprovement.org