HEALTH & SAFETY ANNUAL REPORT

Transcription

1 HEALTH & SAFETY ANNUAL REPORT 2015 MOVING SAFETY FORWARD CR-XRL-Z7-RGN-CR

2 RESPECT THE BASICS ASSESS THE RISKS CHECK THE SITE FOLLOW SITE REQUIREMENTS SUPPORT EACH OTHER

3 CONTENTS Introduction 2 Corporate Objectives 4 Strategic Objectives 9 Assurance 23 Communication 25 Operational Control 27 Emergency Preparedness 31 Analysis 33 1

4 2 INTRODUCTION

5 INTRODUCTION Construction of the new railway continues to press on at pace and over the last year, we have once again made significant progress. Completion of the running tunnels is now imminent, with the final tunnel boring machine (TBM) drives on target for completion by June Station construction has also made significant progress and we have started to see the first sections of railway installed. With our preparations for the next phase well underway - where our stations and railway will be fitted out to include the mechanical, electrical and public health systems, we are increasingly aware of the risks this will bring. The volume of new persons arriving at Crossrail, multiple trades and a generally transient workforce is a consideration when we look to build on the culture of health and safety that has been established during the civil engineering phase of Crossrail. That is why Health & Safety continues to be Crossrail s number one value and we strive to make Crossrail a healthy and safe place to work. Our Target Zero principles are clear; everyone has the right to go home unharmed; all harm is preventable; we have to work together to achieve this. There is nothing so important on Crossrail that it cannot be done safely. This is a message we have delivered since the start of the project and one that we intend to continue communicating simply because it is what we truly believe. I have been encouraged by the continued improvement in our health and safety performance. Our Health & Safety Performance Index (HSPI) continues to strengthen, our Accident Frequency Rates (AFRs) have fallen and our biannual Stepping Up Weeks are an opportune time to collaborate closely with our teams. However, we must continue in our efforts to achieve our aspiration of Target Zero and this will continue to be our philosophy as we move into the next phase. In the coming year, we will see an increase in our focus on health, particularly around respiratory health and mental health and this will in turn form part of how we influence the wider construction industry through sharing our lessons learned. With that in mind, our Learning Legacy strategy has been formulated and health and safety will be a major part of this work to ensure that future projects learn from our experiences. I am also pleased to be able to report that during 2014/2015 Crossrail s health and safety management system continued to meet the requirements of the British Standard for Occupational Health and Safety (OHSAS 18001) and maintained certification by Lloyd s Register Quality Assurance (LRQA). We remain committed to driving up health and safety standards for the whole industry and will continue to challenge the status quo to get ever closer to Target Zero. Andrew Wolstenholme OBE Chief Executive 3

6 4 CORPORATE OBJECTIVES

7 CORPORATE OBJECTIVES In order to measure our performance against the overall corporate objective to Deliver Target Zero, three corporate health and safety objectives were set during 2014/15: CORPORATE OBJECTIVE 1: Strive for excellence in industry health and safety performance. Crossrail continued to focus on the Health and Safety Performance Index (HSPI) and Gateway assessment by setting a target requiring 85% of our contracts to achieve an HSPI score equal to, or greater than, In Period 13 (2014/15), 94% of contracts (16 contracts) scored 2.00 or above, exceeding the corporate objective. The overall average HSPI for CRL, was 2.35 at the end of March 2015, a 10% improvement compared to the HSPI score at the beginning of April PROGRAMME HSPI SCORE P01 P02 P03 P04 P05 P06 P07 P08 P09 P10 P11 P12 P13 85% 94% 94% 94% 94% 94% 94% 94% 89% 89% 88% 88% 88% 72% P01 P02 P03 P04 P05 P06 P07 P08 P09 P10 P11 P12 P /15 Period Corporate Ojective 1 Percentage of projects over 2.00 Average HSPI Score for 2014/15 =

8 CORPORATE OBJECTIVE 2: Continue to develop and roll out a leadership programme for Crossrail. Using the Crossrail Frontline Leadership Programme, Crossrail set a target to enrol an additional 100 individuals to promote the development of strong, site-based leaders, ensuring sites are consistently promoting health and safety whilst maintaining high performance. There was a delay in commencement of the 2014/15 programme due to change in training providers. However, the commitment to FLP by our contractors was evident, as, by the end of March 2015 (Period 13), an additional 120 supervisors had enrolled on the programme, exceeding the corporate objective. CUMULATIVE NUMBER OF FLP ENROLMENTS P01 P02 P03 P04 P05 P06 P07 P08 P09 P10 P11 P12 P /15 Period Corporate Objective 2 Enrolled on Frontline Leadership Programme 6

9 CORPORATE OBJECTIVE 3a: Reduce the RIDDOR Injury accident frequency rate (AFR) rate from 0.33 (2013/14 rate) to 0.20, a reduction of 40%, by the end of 2014/15. Crossrail s firm belief, that all harm is preventable, contributed towards the setting of challenging targets for 2014/15 and a commitment to reduce Accident Frequency Rates (AFR) by 40%. The RIDDOR Injury rate reduced from a year-end value of 0.33 to 0.18 in Period 13. This equates to a 45% reduction, a strong result, indicative of the continuous focus and commitment to health and safety on Crossrail. This exceeded the CRL corporate objective for 2014/15. RIDDOR ACCIDENT FREQUENCY RATE RIDDOR AFR P01 P02 P03 P04 P05 P06 P07 P08 P09 P10 P11 P12 P /15 Period Number of Riddor incidents RIDDOR AFR Corporate Objective 3 7

10 CORPORATE OBJECTIVE 3b: Reduce the Lost-Time Injury accident frequency rate (AFR) rate from 0.49 (2013/14 rate) to 0.29, a reduction of 40%, by the end of 2014/15. The Lost-Time Case accident frequency rate (LTC AFR) reduced from a year-end value of 0.49 to 0.32 in Period 13. This equates to a 35% reduction, narrowly missing the corporate objective for 2014/15. LOST-TIME ACCIDENT FREQUENCY RATE LTC AFR PO1 P01 P02 P03 P04 P05 P06 P07 P08 P09 P10 P11 P12 P /15 Period Number of LTC incidents LTC AFR Corporate Objective 4 8

11 STRATEGIC OBJECTIVES 9

12 STRATEGIC OBJECTIVES Underpinning the corporate objectives, are three strategic objectives STRATEGIC OBJECTIVE 1: Continue to develop and roll out a leadership programme for Crossrail. The FLP is a programme for supervisors, working on Crossrail, to help develop their leadership skills. This programme is open to all supervisors working on Crossrail. It has been designed with Crossrail contractors, to help stimulate a new way of thinking that will help them in their day-to-day job role and future career progression. An additional 120 supervisors were enrolled on the programme during 2014/15. The Crossrail SHELT (Safety and Health Leadership Team), comprises directors from Crossrail and the Tier 1 contractors. It continues to meet every four weeks to discuss health and safety performance, focus on emerging trends and initiatives on Crossrail and agree on the strategic direction of the health and safety improvement programme. Regular forums and workshops were held with the Principal Contractors Health and Safety Managers. These were used to develop the scope of the bi-annual Stepping Up Week, review the results of the Have Your Say survey and to share best practice and ideas across contracts. A representative from the Health and Safety forum is also invited to attend the SHELT meetings to facilitate communication at various levels of both Principal Contractor and Crossrail organisations. Crossrail s Behaviour Influences Behaviour (BIB) programme was designed to raise health and safety standards and to help achieve the Target Zero goals by driving the right behaviours. During 2014/15, the programme has been refined and further material integrated for wider roll out in Crossrail. The new course has been developed to help ensure Crossrail s own employees understand how their behaviour can ultimately influence that of operatives who are actively engaged in construction activities. The course will be delivered throughout 2015/16. BUILDING LEADERSHIP SKILLS A Guide to the Frontline Leadership Programme (FLP) Interested in becoming a first-rate supervisor? This simple guide tells you what you need to know WHAT DOES IT INVOLVE? The programme is different for each person You complete an assessment to help you decide which skills to focus on. Mentor support and advice You get matched with a skilled and experienced mentor who will support and guide your development. Mentoring sessions take place every six to eight weeks and last up to an hour. Based on your needs There are four workshops covering the six leadership competencies. Delivered at Crossrail s industry-leading Tunnelling and Underground Construction Academy (TUCA), these are interactive, practical sessions, designed to give you real skills for real situations. You sign up for the four workshops in advance so you can plan ahead. 10

13 PUTTING OUR GOLDEN RULES AT THE HEART OF TARGET ZERO STRATEGIC OBJECTIVE 2: Achieve world-class health and safety standards through innovation and promotion of progressive health and safety management. Crossrail continuously works to improve in all areas of Health and Safety, focussing on assurance, the quality and communication of Health and Safety documentation and data that we collate and how it is used. WORKING GROUPS AND FORUMS Crossrail continues to use working groups to drive health and safety improvements. At the start of the 2014/15 year, 7 working groups comprising members from site teams across the programme, were tasked with reviewing all of the Target Zero Golden Rules (priority risk areas). As a result, Golden Rule checklists were produced and rolled out to all sites on Crossrail in order to gain a balanced view on the health and safety arrangements in place to reduce risks related to these risk areas. TARGET ZERO GOLDEN RULES In preparation for the next stage of the project, the Target Zero Golden Rules were reviewed in the latter half of 2014/15, in collaboration with a group of site-based supervisors. As a result, the Golden Rules will be changing in 2015/16 from task specific activities (such as Lifting Operations, Spray Concrete Lining and Working at Height) to behavioural based Rules (Respect the basics, Assess the Risks, Check the Site, Follow site requirements, Support each other). These rules are designed to be applied to all activities and aid in improving the culture across the project. GATEWAY ASSESSMENT SCHEME Gateway is Crossrail s reward and recognition scheme for Tier 1 contractors, providing an opportunity to showcase innovations and inspirational programmes. Gateway assesses all delivery contracts against Crossrail s six Target Zero pillars of health and safety as illustrated overleaf. The Gateway scheme is designed to drive excellence, by promoting the raising of standards and the sharing of good practice. Successful completion of each assessment cycle leads to the award of Gateway Foundation, Commendation, or Inspiration Status. The scheme is reviewed periodically to ensure standards are continually raised. Gateway Foundation status is awarded to Contractors who attain a required standard (score one point) on each applicable opportunity area within every given Target Zero pillar. Gateway Commendation status is awarded to Contractors who achieve good practice (score two points) on each applicable opportunity area within 3 or more Target Zero pillars. Gateway Inspiration status is awarded to Contractors that achieve world class practice (score three points) on each applicable opportunity area within all six Target Zero pillars and have at least three pillars at inspiration i.e. all opportunity areas scoring at least 2 and 50% or more opportunity areas scoring 3. Recipients of a Gateway Inspiration award must show continuous improvement and excellence in all six Target Zero pillars. 11

14 Good practices identified during Gateway assessments are shared across the project via Gateway Inspiration Bulletins, these raise awareness of what s working well and encourage the raising of standards across the project. Low scoring areas are identified and improvement plans put in place to improve performance. Gateway has proven a successful tool to encourage the implementation of best practice. Gateway assessments and awards are used as a vehicle for incentivising, measuring, recognising and celebrating identified H&S excellence on the Crossrail Project and within the construction industry. Enhancements and changes to the Gateway process are currently being assessed for implementation during 2015/16. GATEWAY CYCLE 5 PILLAR SUMMARY 2.03 (+9%) 2.21 (-1%) 2.17 (+5%) 2.06 (+11%) 1.92 (+5%) 2.06 (+9%) 2.08 (+6%) LEADERSHIP & BEHAVIOUR DESIGNING FOR H&S COMMUNICATION WORKPLACE HEALTH WORKPLACE SAFETY PERFORMANCE IMPROVEMENT OVERALL The 5th cycle of the Gateway Assessment Scheme completed in Period 5 with an overall improvement of 6% over Cycle 4 results. 12

15 HEALTH AND SAFETY CLIMATE SURVEY Crossrail rolled out the second Health and Safety Have Your Say Climate Survey in August 2014 and received a return of 4,320 surveys. Both programme-wide and site-specific reports were produced and distributed to enable Crossrail and our Principal Contractors to deliver targeted improvements and provide focussed topics for Stepping Up Week. HEALTH AND SAFETY HAVE YOUR SAY! i 80% SAFETY LEADERSHIP VISIBILITY This survey is your chance to tell us about health & safety in your work environment. By taking part in the survey, you can help us ensure that everyone goes home unharmed every day on Crossrail. 80% 77% HEALTH & SAFETY BEHAVIOURS 76% 82% TRUST 83% 81% EFFECTIVENESS OF PROCEDURES 80% HEALTH & SAFETY COMMUNICATION 76% CO-WORKER INTERVENTION 78% 77% 78% HEALTH & SAFETY RESOURCES 82% 83% WHO SHOULD COMPLETE IT? WHEN DO I NEED TO COMPLETE IT BY? The survey is open for 3 weeks from 18th of August to 5th of September don t leave it to the last minute, do it now! 71% INCIDENT REPORTING If you work on Crossrail, for any employer, you should complete this survey. 59% But HOW LONG WILL IT TAKE? Crossrail-wide results 2014 isor will The survey should take no more than minutes. Your manager/superv contact your help you find time and space to complete it. If you need support, please srail.co.uk targetzero@cros can you or local survey representative, Crossrail-wide results 2013 CAN I COMPLETE IT ONLINE? Yes, go to EA270_HS_AM_HAVE_YOUR_SAY_SURVEY.indd 1 25/07/ :09 HAVE YOUR SAY HEALTH & SAFETY SURVEY r S u a y o Y Ha v e It Matters 13

16 HEALTH AND SAFETY PERFORMANCE INDEX The Health and Safety Performance Index (HSPI) is Crossrail s leading indicator measurement programme. The HSPI score is made up of two measures in each of the 6 Target Zero pillars; the periodic Leading Indicator Performance score (measuring effort in terms of inputs/ activities) and the latest Gateway score (measuring effectiveness as an output of their activities), The HSPI has changed the way contractors look at performance measurement. Although there is still a focus on the end goal Target Zero on a period-by-period basis, the focus has shifted to proactive activity. Healthy competition has developed between the different contracts and Safety Action Teams formed to identify opportunities to improve their performance HSPI SCORING Following a review of HSPI leading indicators, HSPI-Phase 2 was launched at the beginning of 2014/15. Phase 2 moved the focus of performance indicators to more bespoke measures for H&S performance improvement at each contract/site HSPI Scoring is based on the following criteria which is shared with the Gateway Assessment Scheme: SCORE DESCRIPTION STEPPING UP WEEK In 2013, The Safety and Health Leadership Team (SHELT) recognised that, in order to make a positive impact on such a diverse and extensive project, a combined focus was required that showed commitment to health and safety and positively influenced health and safety culture and worker engagement. As a result, Stepping Up Week was launched on Crossrail to meet these requirements and provide a further medium to embed the Target Zero philosophy. During Stepping Up Week, each of the 40 live sites across the programme devise their own bespoke schedules which include various site-specific activities aimed at engaging the workforce and promoting discussion on health and safety topics. The only specification from Crossrail is to include a combined leadership message to open and close the week at every site. Stepping Up Week ran in April (Stepping Up Week 2) and October 2014 (Stepping Up Week 3), with another scheduled for May The feedback from the site teams was again overwhelmingly positive and Stepping Up Week is now a firm fixture, with plans for it to continue to occur bi-annually across the programme. In collaboration with our site teams, Crossrail will regularly review the format of Stepping Up Week to ensure it remains relevant and effective for everyone working on the programme. 0 Does not meet basic contractual expectations 1 Meets contractual expectations 2 Exceeds contractual expectations 3 Demonstrates excellence MOTIVATIONAL SPEAKER, KEN WOODWARD OBE, AT STEPPING UP WEEK 3 14

17 Some of the activities at Stepping Up Week 3 (October 2014): Stepping Up Week ARE YOU READY TO STEP UP? SPILL DRILL AT BBMV C510 Pudding Mill Lane - MEWP Mock Emergency Scenario Your Health and Safety Stepping Up Week takes place from October. Contact your Target Zero Leader for more details is your Target Zero Leader MOVING LONDON FORWARD LEADERSHIP MESSAGE AND WALK THE TALK AT C405 PADDINGTON (CSJV) HAZARD SPOTTING AT LAING O ROURKE C502 MUSCULO-SKELETAL WORKSHOP AT C704 PEOPLE AND PLANT EXERCISE AT WALLASEA ISLAND (BNVO) RESCUE EXERCISE AT LAING O ROURKE C502 15

18 16 DIVERSITY AND INCLUSION

19 DIVERSITY & INCLUSION Crossrail s Health & Safety team has commenced a pioneering approach to improving health and safety by integrating a focus on diversity and inclusion to our existing strategy. This new approach stems from the belief that diverse and inclusive teams perform well in all things, including health and safety. By ensuring everyone on the programme feels valued, respected, included and relevant, we ensure everyone is supporting each other and considering each other s health and safety. Cultural and Behavioural health and safety approaches, as well as the inclusivity of our workforce, are now a priority owing to the diverse nature of construction in the United Kingdom. Beginning in 2015/16, Crossrail will consider how our workforces health and safety is impacted by differing age, language, gender, religion, sexual orientation and socio-economic status. BEST PRACTICE GUIDES BEST PRACTICE GUIDE CONSTRUCTION SITE - FIRE SAFETY Best Practice Guides were produced in collaboration with Crossrail s Tier 1 contractors and other industry specialist bodies e.g. the Fire Protection Association. Guides were produced in response to specific project activities and were aimed at raising health and Safety standards through the sharing of knowledge and experience of the companies working on the programme. These guides included the Construction Railway Operations, Construction Fire Safety and SCL Exclusion Zone Management. The guides are now in wide circulation both in the UK and internationally. LIAISON WITH THE EMERGENCY SERVICES EA357_H&S_LM FIRE/HOT WORK MOVING LONDON FORWARD Best Practice Guide Construction Site Fire Safety Page 1 of 34 Crossrail continues to liaise with the Emergency Services. Visits to project sites have commenced to ensure effective coverage following the London Fire Brigade (LFB) re-organisation and changing Crossrail contract scopes. Crossrail and the LFB are now jointly providing Silver Control Point training across sites. In addition a LFB officer has now been seconded to the Health and Safety Assurance team to provide additional support. 17

20 STRATEGIC OBJECTIVE 3: Occupational Health and Wellbeing Improve the health and wellbeing of those involved in the Crossrail programme The construction industry reported in 2013/14 76,000 cases of work related illness, of which 5500 new cases where occupational cancers. Health and Wellbeing is a key focus for Crossrail and its aim is to raise the bar across the industry. Externally visible commitment to the health of our workforce HEALTHY COMPANY FITNESS FOR WORK Managing the effects of health on work Crossrail aims to prevent work related ill-health and improve individuals wellbeing through the delivery of its Occupational Health and Wellbeing Strategy and have established fourcornerstones model for occupational health management. This model forms the basis for our improvement plans, now and until the end of the project. Protecting our workforce from inherent risk and ensuring Zero harm HEALTH RISK MANAGEMENT WELLBEING Providing information and tools to maintain optimal health HEALTHY COMPANY Commitment to the health of our workforce Our internal commitment continues to be implemented through our Occupational Health Standard, which sets out the requirement for good health management and forms the basis of the contractual requirements across Crossrail. To ensure effective delivery we continue to work with our site teams on a rolling audit of local arrangements, in order to drive continuous improvement. These focus on; Pre-placement health assessments for all employees. Access to an occupational health service provider, supporting the sites to identify health needs and provide appropriate services Management of key health risks. Maintaining an effective drug and alcohol testing programme. Promoting health education for managers and employees/ contractors. Ensuring clear accountability and responsibility for health management on site. Our external commitment has been realised through the participation and support of a number of UK and industry wide health initiatives, including; The Public Health Responsibility Deal, annual update following health campaigns. The IOSH No Time To Lose campaign. Safe Effective Quality Occupational Health Services (SEQOHS), with more occupational health service providers attaining accreditation. Constructing Better Health (CBH), establishing a user forum for all Crossrail Principal Contractors and their OH Service Providers. 2. HEALTH RISK MANAGEMENT protecting our workforce from inherent risks and ensuring zero harm During 2014, we conducted a series of health-hazard management campaigns, with particular emphasis on protecting our workforce from exposure to airborne contaminants, some of which are carcinogens, such as; diesel engine exhaust emissions and silica. We commissioned an

21 occupational hygiene monitoring research project to support our understanding of these hazards and how we can manage exposure to as low as reasonable practicable. Our second piece of research focussed on fatigue, which has the potential to have a significant impact on safety, performance and health. The outcomes of this research resulted in changes to some shift patterns and the commissioning of additional research to help further understand the underlying causes of fatigue. 3. FITNESS FOR WORK managing the effects of health on work Occupational health practice is evidence based and so a review of occupational health practice on Crossrail was conducted in 2014 and procedures updated. This included a targeted pre-placement medical assessment process, communication of the management referral process and improving the reporting of adverse results from drug & alcohol testing. 4. WELLBEING providing information and tools to maintain optimal health The wellbeing programme continues to be driven at a local level, with monthly toolbox talks and period events that focussed on, amongst others, fatigue, coronary heart disease, respiratory health, sun awareness, hypertension and back care. CROSSRAIL HEALTH AND SAFETY MANAGEMENT SYSTEM (HSMS) Crossrail s Health and Safety Management System (HSMS) is compliant with and certified to, the OHSAS model. This standard is internationally recognised as one of the most robust systems for effective H&S management. The Crossrail HSMS consists of several main elements, which are modelled on a Plan, Do, Check, Act methodology. These elements are described in the Crossrail H&S Manual a framework document which signposts staff to the many procedures in place for ensuring staff on Crossrail remain healthy and safe. The H&S Management System is under constant review to ensure that Crossrail s H&S processes continually improve. Additionally, a formal annual Integrated Management Review takes place with the appropriate Directors and Senior Managers from Technical (Environment and Quality teams), Finance (Internal Audit), Talent and Resources and the H&S directorates. This helps ensure that H&S is driven from the very top of the organisation and that best practice can be shared with other teams on Crossrail that are accredited to similar standards. A total of 28 HSMS improvement opportunities were identified following the Management Review in 2014/15, 25 of which have been completed, 1 has been superseded and 2 are ongoing. 19

22 HEALTH AND SAFETY EXECUTIVE INTERVENTIONS Crossrail continues to liaise closely with the Health and Safety Executive as part of their Intervention Strategy for Crossrail. The HSE continue to conduct periodic inspections at sites across the programme and, where required, provide feedback to allow improvements to be made. No formal Improvement or Prohibition notices have been issued during the year. HEALTH AND SAFETY AUDITS The H&S Assurance audit schedule covered Crossrail s key health & safety risks, compliance with H&S legislation and the requirements detailed in the contract Works Information. A total of 76 H&S audits and 22 Occupational Health audits were carried out, with each contractor receiving four H&S audits and one Occupational Health audit. Where nonconformances were identified, formal Corrective Action Requests (CARs) were raised; which required the contractors to identify actions and timescales for addressing the deficiencies. A total of 94 CARs were raised from the 76 H&S audits. All CARs were closed within the specified and agreed timescale. The 2015 / 2016 audit schedule was agreed in January 2015, and consists of 119 audits (82 safety assurance, 22 occupational health and 15 fire safety assurance assessments); this equates to 6 safety assurance audits and one occupational health audit for each contractor during the year. The schedule is based on the risk profile of each of the contracts and compiled collaboratively between the H&S Assurance team and Crossrail Project teams. NUMBER OF CARs RAISED IN 2104/15, PER AUDIT TOPIC PERMITS TO WORK COMPETENCE AND TRAINING 12 9 LETTERS OF APPOINTMENT 9 INSPECTIONS OF PLANT AND EQUIPMENT 16 8 EMERGENCY PLANNING QUARANTINE OF WORK EQUIPMENT PERMITS TO ISOLATE COSHH ELECTRICAL SAFETY CPP AND RAMS MANAGEMENT OF HAVS LIFTING OPERATIONS AND EQUIPMENT 20 20

23 ASSURANCE 21

24 ASSURANCE ASSESSMENTS A programme of assurance assessments was carried out during 2014/15, covering management and operation of construction railways, drugs & alcohol testing of hauliers and behavioural based safety. The assurance assessments not only identified areas for improvement, but also many areas of good practice that were subsequently shared with sites across the programme. Assurance assessments will continue in 2015/16. In addition to a reviewed set of topics, all Principal Contractors who are involved with construction works below ground will receive a fire safety assurance assessments by the Crossrail Fire Liaison officer. CONSTRUCTION DESIGN AND MANAGEMENT (CDM) Crossrail has carried out a full review to prepare for the new CDM Regulations which are being introduced in April This included updating procedures, Works Information, training modules and briefings on site. Ongoing assurance was achieved through the monitoring of a series of CDM metrics. In support of these, a number of independent verification checks were completed to assure these metrics. Where deficiencies were identified, CARs were raised and actions taken to return the activities to a compliant condition. A series of training events was held across the project, throughout the year, to raise the level of understanding, awareness and changes to the regulations of CDM. EXTERNAL AUDIT A surveillance visit by Lloyd s Register Quality Assurance was undertaken in March 2014 and confirmed continued certification to the following standards: ISO 9001:2008 Quality Management Systems ISO 14001:2004 Environmental Management Systems BS OHSAS 18001:2007 Occupational Health and Safety Management Systems The auditors considered the management systems in place at Crossrail to be compliant with the requirements of the above standards and the audit report gave commendation to the way Quality, Environment and Health and Safety are managed across the project. The next surveillance audit is scheduled for July Additional audits of Crossrail s management system were undertaken by the Transport for London (TfL) Internal Audit Team and Achilles (acting on behalf of Network Rail). No significant issues were identified and, where required, actions were taken to further strengthen the management system. COMMUNICATION Health and Safety Alerts, Inspirations and Best Practice Health and Safety Alerts are shared across the programme and are issued when Crossrail becomes aware of specific health and safety issues/incidents which, without action being addressed, could result in a serious injury. Health and Safety Alerts can be issued on topics related to equipment, processes, procedures or substances or as the result of a received notification from, for example, Principal Contractors, Contractors, Manufacturers, Industry Partners, Professional Organisations, Health and Safety Executive, etc. In support of continuous improvement, examples of Inspiration/Innovation and good practice are also shared across the programme and are available in the Sustainability area of the Crossrail website ( 22

25 COMMUNICATION 23

26 Crossrail Ltd Welcome to Connect in Brief, the weekly update for everyone who works on Crossrail Sea wall breach at Wallasea! Landmark developments at 1 Oxford Street Join us at the Sustainability Awards! Rebar tying machine Exclusive screening of Channel 4 documentary! End of Tunnelling book launch win tickets! Coffee Roulette Competition to innovate with virtual reality! Tom Moore wins prestigious award Crossrail beneath your feet on iplayer Sol Campbell visits Bond Street Connect Conundrum - win a backpack Quick connect: Jonathan Ring, Development Welcome to Connect in Brief, the weekly update for everyone who works on Crossrail This week we re giving you the chance to join us at the Sustainability Awards, come along to a screening of a new Channel 4 documentary, or win a ticket to the launch event for our book celebrating the end of tunnelling. If there are problems with how you're viewing this , try opening it in Web Version. Sea wall breach at Wallasea! Last weekend our work with the Royal Society for the Protection of Birds (RSPB) reached a significant milestone, when the sea walls of Cell 1 of Wallasea Island were breached. This breach allows the tide to flow into and out of the marshland, creating intertidal saltmarsh HEALTH AND SAFETY ALERTS, INSPIRATIONS AND BEST PRACTICE Health and Safety Alerts are shared across the programme and are issued when Crossrail becomes aware of specific health and safety issues/incidents which, without action being addressed, could result in a serious injury. Health and Safety Alerts can be issued on topics related to equipment, processes, procedures or substances or as the result of a received notification from, for example, Principal Contractors, Contractors, Manufacturers, Industry Partners, Professional Organisations, Health and Safety Executive, etc. In support of continuous improvement, examples of Inspiration/Innovation and good practice are also shared across the programme and are available in the Sustainability area of the Crossrail website (www. crossrail.co.uk) LESSONS LEARNED Due to the size of the programme and its supply chain, Crossrail has significant potential to gather and share lessons across the industry. To facilitate this, details from incident investigations are shared at a bi-weekly tele-conference, attended by Crossrail and Principal Contractor construction teams. The programme has also generated working groups to gain better understanding of some issues such as pressurised systems, the role of the traffic marshal and lifting operations. Lessons learned documents are produced for significant learning and distributed prior to, and discussed during, a bi-weekly tele-conference. Improvement actions are identified and progressed. During 2014/15-86 lessons learned documents were produced. TOOLBOX TALKS PROGRAMME AND CONNECT IN BRIEF A schedule is in place for toolbox talks, which takes into account our H&S campaigns. The H&S team provide material for two talks per period which are made available to our site teams to use if required. Connect In Brief, our internal, electronic weekly communication, now has a health and safety message on each issue, along with a good news, best practice or an article on our latest health and safety campaign. Crossrail s monthly newsletter On-Site also features relevant health and safety information and is distributed in paper format across the programme. 24

27 OPERATIONAL CONTROL 25

28 OPERATIONAL CONTROL Building a new railway on the scale and complexity of the Crossrail Project poses an enormous logistical challenge. A ground-breaking approach to address the health and safety of the public exposed to our material transport risks was therefore required. Each vehicle movement on Crossrail is recorded on the Vehicle Management Planning System (VMPS) and checked for Crossrail safety compliance. CONSTRUCTION LOGISTICS LEADERSHIP Crossrail continues to set high standards and demonstrate leadership in developing and implementing safer construction logistics working practices and procedures. The Construction Logistics for Cycle Safety (CLOCS) initiative founded on the best practice implemented by Crossrail continues to gather pace and is now supported by leading industry bodies, contractors, regulators, vehicle manufacturers, logistics operators and clients. As a CLOCS champion, Crossrail played a key role in helping shape this initiative by sharing lessons learned through working groups managed by Transport for London s CLOCS team. Crossrail also continues to pass on best practice to other infrastructure projects and to local authorities. MAKING CONSTRUCTION VEHICLES SAFER By introducing stringent standards for all vehicles involved in building Crossrail, over 40,000 heavy goods vehicles, and more than 14,000 vans have been made safer. The fitting of a standard set of safety equipment to all lorries working on the project, along with rigorous compliance checking procedures applied each time a vehicle visits a Crossrail worksite, has set high standards in the construction industry for vehicle safety. Nearly 600 principal contractor staff across 53 worksites, including lorry holding areas, are trained and qualified to undertake systematic vehicle safety checks every time a vehicle visits site. Each check is recorded on handheld computers and reported monthly to monitor and track the compliance levels of each principal contractor. 26

29 At the end of March 2015, the principal contractor level of vehicle safety compliance across the project was running at 99.4 per cent. This is a testament to the ongoing commitment of Crossrail supply chains to meet their contractual requirements and to make London safer for vulnerable road users. LORRY DRIVER TRAINING Since November 2009 the award wining lorry driver training programme has delivered 561 courses and continues to go from strength to strength, with a total of 8,039 drivers attending the one day course up to 31 March The course remains focussed on Sharing London s Roads with Vulnerable Road Users but is overlaid by key project information covering Crossrail health and safety policies, approved lorry routes and contract requirements covering vehicle safety requirements. Crossrail continued to host observers from stakeholder organisations, safety managers and company directors from the supply chain. As Crossrail transitions into a new construction work stream, less heavy goods vehicles will be seen as higher numbers of light vans up to 3.5 tonnes will be used. Crossrail is exploring the introduction of a van driver training course and is collaborating with Transport for London on the design, development and implementation of this new one day course. ROAD SAFETY IN THE COMMUNITY EXCHANGING PLACES To date, Crossrail s Exchanging Places efforts have reached over 3,600 cyclists directly to raise their awareness of sharing London s roads with HGVs. Since early 2012 Crossrail, in conjunction with both the Metropolitan Police and the City of London Police, have delivered local Exchanging Places events at or near Crossrail worksites and also featured at the London Bike Show in 2014 and Crossrail also took the lead role in organising CLOCS champions to support the 2015 Bike Show safety event at which 1,176 cycling enthusiasts underwent a safety briefing on cycling close to HGVs. NEWHAM JUNIOR CITIZENS EVENT CYCLE SAFETY Young Crossrail works with the Metropolitan Police as part of a three-week Junior Citizens Scheme for primary school students in Newham. The event runs during January and June. Young Crossrail ambassadors present a tenminute cycle safety scenario alongside safety scenarios from other organisations including the Metropolitan Police, London Fire Brigade and the Youth Offending Team. Crossrail s Be Safe, Be Seen interactive session encourages children to wear helmets, reflective clothing and bike lights at night and to understand the dangers of blind spots through the use of a mock-up HGV lorry, webcam and a related video clip. 27

30 28 EMERGENCY PREPAREDNESS

31 EMERGENCY PREPAREDNESS The Business Continuity Manager led a wide range of initiatives to improve emergency planning arrangements with emergency services and to reduce the risks to Crossrail s operations. A simulation of an emergency involving the Gold Response team, Operation Dragon, was held at the end of As a result, training in the role of Gold Command was provided to around 30 Crossrail directors and senior managers. Numerous Emergency Exercises were held during the year, with topics agreed with the Principal Contractors. These exercises were facilitated by workshops, designed to probe the arrangements that the contractor had in place to respond to the emergency scenario. A report was prepared following each workshop with remedial actions identified. The Business Continuity team were involved in the Project Griffin counter terrorism workshops and also a number of joint initiatives with the London Fire Brigade, Metropolitan Police, Canary Wharf Group and Citigroup. HEALTH & SAFETY INCIDENT MANAGEMENT PLAN 29

32 30 ANALYSIS

33 ANALYSIS ACCIDENT STATISTICS - OVERVIEW All incidents on Crossrail sites are recorded using the RIVO Safeguard incident management system. Using incident data provided by all Crossrail sites, the Health & Safety Improvements team were able to identify the most appropriate time within the business year to conduct focussed initiatives, including the Have Your Say Safety Survey in Period 6 and Stepping Up Week in Periods 1 and 8. INCIDENT TYPE 2013/ /2015 Total number of incidents recorded Fatality 1 0 Major (Specified) Injury RIDDOR Lost Time (Incl. 3+ days) Lost Time Cases (1-3 days) Total number of Lost Time cases (1+ days) Total Number of injuries without lost-time RIDDOR Dangerous Occurrences 4 2 Property Damage Total number of Safety Near Misses Total H&S Observations recorded CUMULATIVE NUMBER OF RIDDOR LOST TIME INJURIES (INCLUDING 3+ DAYS LOST-TIME) P01 P02 P03 P04 P05 P06 P07 P08 P09 P10 P11 P12 P / /14 31

34 NUMBER OF LOST-TIME INJURIES PER PERIOD (INCLUDING 3+ DAYS LOST-TIME) P01 P02 P03 P04 P05 P06 P07 P08 P09 P10 P11 P12 P / /14 RIDDOR MAJOR INJURY CAUSE CONTACT WITH MOVING MACHINERY STRUCK BY MOVING, FLYING OR FALLING OBJECT LIFTING OPERATION SLIP, TRIP OR FALL AT SAME LEVEL FALL FROM HEIGHT - LESS THAN 2m INJURED WHILST HANDLING, LIFTING OR CARRYING SPRAY CONCRETE LINING RIDDOR MAJOR INCIDENTS ROOT CAUSES PROCEDURES - SYSTEM 3 HEAD 9% TOOLS - EQUIPMENT 2 COMPETENCE - KNOWLEDGE ATTITUDE - BEHAVIOUR SAFETY - MANAGEMENT ARM 9% CHEST/THIGH 18% HAND 18% LEG/FOOT 45% 32

35 REPORTING CULTURE ON CROSSRAIL In the 1930s, H.W. Heinrich undertook analysis that suggested, for every major injury, there were 29 minor injuries and 300 non-injury accidents. In 1969, a study of industrial accidents was undertaken by Frank E. Bird, Jr., who was then the Director of Engineering Services for the Insurance Company of North America. Bird analysed almost 2 million accident reports by 300 cooperating companies and found that, for every reported major injury (resulting in fatality, disability, lost time or medical treatment), there were 10 reported minor injuries (requiring only first aid). The illustration below is a simplified version of Bird s triangle, showing the relationship between the number of reported incidents and the injuries reported on the programme. 1 SERIOUS OR MAJOR INJURY MAJOR INJURIES (LOST-TIME, RIDDOR, FATALITY) MINOR INJURIES (FIRST AID, NO LOST-TIME) 10 MINOR INJURY PROPERTY DAMAGE 30 ACCIDENTS INCIDENTS WITH NO 600 VISIBLE INJURY OR DAMAGE BIRD S TRIANGLE NEAR MISSES AND ACCIDENTS HEALTH AND SAFETY OBSERVATIONS The Grey triangle represents the ratio of the reported incidents as would be expected from Bird s analysis. We can see that there is a healthy reporting culture on Crossrail in relation to both the number of Near Misses and the number of Health and Safety Observations reported in 2014/15. By focussing on these minor incidents, Crossrail was able to reduce the number of injuries in 2014/15. The reduction of injuries and Target Zero remains a priority for Crossrail and our Principal Contractors and this will continue in 2015/16. 33

36 RIDDOR LOST-TIME INJURIES, INCLUDING 3+ DAYS LOST TIME CONTACT WITH MOVING MACHINERY 6 INJURED WHILE HANDLING, LIFTING OR CARRYING 5 SLIP TRIP OR FALL AT SAME LEVEL 4 HIT/NEAR HIT BY MOVING, FLYING OR FALLING OBJECT 4 EXPOSURE OR CONTACT WITH HARMFUL SUBSTANCE ACCESS AND EGRESS CONTACT WITH ELECTRICAL SERVICE PLANT/VEHICLE MOVEMENTS AND OPERATIONS RIDDOR LOST-TIME INJURIES ROOT CAUSES PROCEDURES - SYSTEM TOOLS - EQUIPMENT 4 5 SHOULDER 13% HEAD 8% MANAGEMENT 3 ATTITUDE - BEHAVIOUR COMPETENCE - KNOWLEDGE PRECAUTIONS - ATTENTION PERSONAL CONDITIONS ARM 4% HAND 25% CHEST/BACK /THIGH 17% LEG/FOOT 33% SAFETY NEAR MISS REPORTS (CAUSE) Only showing causes which contributed to 90% of total incidents reported GENERAL TUNNELLING WORK AT HEIGHT PLANT/VEHICLE MOVEMENTS AND OPERATIONS CRANES AND LIFTING EQUIPMENT AND MACHINERY PPE FIRE/FIRE PROTECTION OR PREVENTION HOUSEKEEPING ACCESS/EGRESS MATERIAL STORAGE SLIPS,TRIPS AND FALLS AT THE SAME LEVEL RISK ASSESSMENT/METHOD STATEMENT UNSAFE STRUCTURE 113 SAFETY NEAR 72 MISSES REPORTED 34

37 Safety is our primary value, nothing is so important that it cannot be done safely Steve Hails - Crossrail Health & Safety Director MOVING LONDON FORWARD