STAY SAFE REPORT. ??. SECTION continued. TALK POSITIVELY, about safety, health and wellbeing:

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1 SECTION STRATEGIC HEAD REPORT??. SECTION continued STAY SAFE REPORT THE GROUP S APPROACH Keeping people safe is a cornerstone of the business. The Group s underlying philosophy that all those affected by our business should return home safe and well at the end of every day, remains unchanged. Since its inception in 2008, Stay Safe has resulted in real improvements in safety performance particularly in the early years, however improvement had slowed and what was a recognised and characteristic plateau in the Group s performance needed to be addressed. So this year the Group has evolved its Stay Safe programme and language. The Group recognises that good safety and good business leadership and behaviours are indistinguishable from each other. Importantly, whilst safety is rated equally with other management responsibilities and all decisions balance the needs of employees, customers and other stakeholders, any employee who is uncomfortable or unsure about their own or other s safety, is empowered to STOP work, seek help, raise a concern or escalate issues. The Group believes in the power of making things simple, avoiding bureaucracy and safety for safety sake and by applying a few simple principles relentlessly as a group it can achieve extraordinary health and safety results. The new Group Stay Safe principles are designed to encourage engagement, underpin and guide everyone s thinking and action throughout the Group: TALK POSITIVELY, about safety, health and wellbeing: Talk about the value safety adds at work and at home and the immediate, positive and certain consequences for doing the right thing Talk about health and wellbeing as much as safety Talk to the customer to make safety part of the Group s service CHALLENGE RESPECTFULLY If in any doubt, stop, challenge others, colleagues, customers and suppliers Ask questions rather than criticise Recognise that mistakes are part of being human and most often these are unintentional, apply Just / Fair Culture COLLABORATE OPENLY Share your story, report incidents, near misses or good ideas Consult the end user and consider the impact of your decisions on others Celebrate the Group s safety success 78 ANNUAL REPORT & ACCOUNTS 2015

2 Stay Safe Governance Throughout 2015 Stay Safe activity was reviewed by the Stay Safe Committee, in addition to Stay Safe performance being reviewed at board meetings, executive committee meetings and also as part of the Group s regular divisional board meetings. vember saw the retirement of the existing Chairman of the Stay Safe Committee, Andrew Simons. The incoming Chairman of the Committee, Pete Redfern commented: On behalf of the Executive Committee and the Board I would like to thank Andrew Simon for his dedication and hard work in instigating the Stay Safe programme and in laying some strong foundations for Stay Safe in the Group. I look forward to working with the executive and Stay Safe function to build on his work in the coming years to reporting continued improvement in the Group s safety performance Group Lost Time Injury Frequency Rates Jan 14 Feb 14 Mar 14 Apr 14 May 14 Jun 14 Jul 14 Aug 14 Sep 14 Oct 14 v 14 Dec 14 Jan 15 Feb 15 Mar 15 The Group Stay Safe Committee has reviewed the risk profile of the business and established a number of leading Stay Safe objectives relating to: Implementation of divisional Stay Safe strategy, aligned to the group Stay Safe vision Further de-risking of the Group s operations Manual handling Driver behaviour Progress against these objectives will form part of the Remuneration Committee s overall assessment of executive performance next year. Stay Safe Performance In last year s report the Group noted a plateau effect in recent lost time frequency rates. For 2015 Travis Perkins saw a 22.6% drop in the lost time frequency rate. This positive trend is supported by a 40.7% reduction in the severity frequency rate. This means that despite a significant increase in workforce numbers the Group s absolute number of days lost overall is down from 6,527 (2013) to 5,640 (2014) to 3,918 in 2015, representing an estimated reduction in the cost of lost days of 860,000 on Apr 15 May 15 Jun 15 Jul 15 Aug 15 Sep 15 Oct 15 v 15 Dec 15 Month Current Rolling Year Previous Rolling Year Strategic Report Governance & Remuneration Financial Statements Shareholder Information ANNUAL REPORT & ACCOUNTS

3 In previous years the Group has reported on its Safe Branch measure, branches where: lost time injuries have been reported Near misses are being reported using our online reporting system The Group s internal audit team has not given the branch a red or amber rating on its most recent Stay Safe audit In 2015, 43% of the Group s branches that were assessed achieved this benchmark. The Group recognises that whilst obtaining Safe Branch status is an achievement it also needs to continually challenge the baseline for this benchmark and raise the bar in terms of expectation for what makes a truly safe branch. With this in mind the Group has reviewed its performance measures with a view to focusing on a new suite of leading or input based indicators for 2016 and beyond. Following the implementation of a new incident reporting system in March near misses for the Group have increased by 142%. The new system is accessible online via a phone app and has been well received by staff who now find it much easier to report incidents and near misses. In May the Group s Tool Hire business was awarded SafeHire Company of the Year (over 5 outlets) as part of the industry s Hire Awards of Excellence The award is for the company which can best demonstrate how it maintains compliance to the SafeHire Standard and has improved the health, safety and well-being of its workforce and / or users of hired or owned equipment. The judges commented on the Group s entry: The winner, who is a first time entrant, and in the words of Chief Assessor, Jim Maccall, truly deserve this honour, because their enthusiasm and desire to achieve SafeHire compliance was magnificent at all their depots. The Group also continues to lead in the transport arena, maintaining gold accreditation as part of the Fleet Operators Recognition Scheme (FoRS) for the fifth consecutive year. As well as continuing to champion the Construction Logistics and Cycle Safety (CLOCS) programme which brings together developers, construction companies, operators, vehicle manufacturers and regulatory bodies to ensure a road safety culture is embedded across the construction industry. INNOVATION & COLLABORATION The Group s businesses continue to take the Stay Safe philosophy and translate this into specific actions that are tailored to their operations and the safety issues that they face. Some of the activity completed in 2015 and planned for 2016 includes: Case studies from 2015 Just/Fair Culture In 2015 the Group adopted and implemented the Just/ Fair Culture model as a management tool to encourage reporting and to help investigation identify the root cause of incidents. The model provides a simple framework, setting clear expectations of how colleagues treat each other so that the Group can better learn from incidents and near misses. Further work will continue in 2016 to embed this model. START Was the action deliberate? Informed about procedures? Would others have done the same in the same circumstances? Does the person have a history of contravening the procedure? Was damage, loss or injury the intended outcome? Were the procedures clear, workable and correct? Deficiency in selection, training or experience? Negligence or reckless contravention for personal benefit Possible violation or lapse in attention Violation caused by the system Error or poor judgement Error caused by the system Routine error by individual Routine error by Group Disciplinary Action Action required, might be disciplinary Fix the system / supervision Retrain or coach with mentoring Corrective actions / fix the system Corrective training / coaching Fix the system Diminishing Culpability (in all case, document the outcome) 80 ANNUAL REPORT & ACCOUNTS 2015

4 Transport Safety In 2015 Travis Perkins joined forces with 3D Driving Awareness to support safety in the local community through the Wheels & Skills programme. A group sponsored safety truck will be on hand to show young adults the hazards on the road and educate on the effects of drink & drug driving. The truck has all of the safety features Travis Perkins has on its fleet, 4 way CCTV cameras, fresnel lens, white noise reverse alarm & handbrake alarm. Recently students from West Derby College near Liverpool were invited to the Omega (Warrington) site, each student had a ride in the truck which included wearing a pair of beer goggles to show the effect of drink-driving. The students really engaged with the day and took a lot away with them. In 2016 the safety truck aims to visit over 130 schools, colleges and universities. General Merchanting The What Great Looks Like programme has focused on designing risk out from new and refurbished Travis Perkins branches, using a set of standard design requirements that are tailored to each location that cover everything from traffic management to material storage, staff welfare to customer behaviour. A review of the first 19 branches completed show a 75% reduction in accidents compared to the traditional estate. As well as continuing the What Great Looks Like Capital investment programme the business is also seeking to implement some of the lower cost and behavioural solutions across all branches in Contract Merchanting Following near miss reports and Branch visits, the Commercial Team have been working with Celotex, CCF Carlisle and Peterborough to change the way Celotex product is supplied. Product over 100mm thick is now completely shrink wrapped, meaning it is now easier and safer to transport, store and handle. Celotex are working on a solution for thinner products and anticipate having a similar solution in Celotex have also listened to concerns regarding pallet heights and will be trialling a split lift in the coming months. Changing the way a supplier packages their products is not a fast process nor is it easy to do. Celotex have had to invest heavily in changing the way the products come off the production line but by working together collaboratively the supply chain is made safer for the Group and its customers. Plumbing & Heating The Building the Best programme resulting in over 230 branch changes was a key change programme for the Division saw a continued focus on front line Stay Safe initiatives to support this change programme to embed grass roots behavioural safety in the branches. Initiatives include: Stay Safe calendar, designed to engage all the branch team in stay safe activities Driver s days, where all senior leaders spend time out with our delivery drivers as part of our reality check Branch & Warehouse Day, for all senior leaders to spend the whole day going back to the floor! Regular branch Stay Safe meetings and a full team meeting on 26 June, when all branches closed at 3pm to ensure quality time devoted to Stay Safe Design and specification of new delivery vehicles Use of EPOD for completing daily vehicle checks and to take and share pictures of deliveries Strategic Report Governance & Remuneration Financial Statements Shareholder Information Darren Cassidy Primaflow, Lancashire ANNUAL REPORT & ACCOUNTS

5 PLANNED ACTIVITY FOR 2016 De-risking the Group s operations Work will continue through the What Great Looks Like programme to design risk out of Travis Perkins branches complimented in the Group s other divisions through Building the Best and new format Wickes. The Group will be revisiting the foundations of its safety programme with a new risk assessment process, encouraging greater colleague engagement in local improvement activity. Similarly its manual handling programme will evolve to focus more on eliminating lifting rather than simply training colleague to lift safely. Both programmes are practically based in branch and use front line colleagues to solve problems. The programme s effectiveness will be measured by the output in terms of improvement activity rather than simply the volume of attendees. Health & Wellbeing The Group will partner with Public Health England as they launch One You a major national behaviour change programme encouraging, empowering and enabling people to protect and improve their health. The programme will focus on seven areas of health and wellbeing and link to both internal and external resources to assess individual health and support needs. The programme also links to related colleague benefits available via MyPerks. The Group s drivers spend much of their time working alone and dealing with a variety of operational challenges delivering to complex sites and demanding customers. By using a revised suite of driving and driver behaviour measures and utilising the newly created Driver Coaches role, the Group aims to better target interventions with this key group of colleagues. Jordon Berry CCF, Leeds 82 ANNUAL REPORT & ACCOUNTS 2015

6 All those affected by our business should return home safe and well at the end of every day Strategic Report Governance & Remuneration Financial Statements Shareholder Information ANNUAL REPORT & ACCOUNTS