Developing Safety Cultures Leading from the Top Andy Melachrino Head of Group Health & Safety

Transcription

1 Developing Safety Cultures Leading from the Top Andy Melachrino Head of Group Health & Safety

2 Dairy Crest Products

3 Dairy Crest 6000 staff, 1500 franchisees 14 factories 2 distribution centres 130 depots 3570 commercial vehicles 376 Trailers 3700 commercial drivers Manufacturing Distribution to retail, wholesale, doorstep

4 Mission : Going home without injury or ill-health BACK TO BASICS AGENDA Health and Safety In Your Face Engaging our Employees Consistent Standards IMPROVING OUR H&S CULTURE Attitudes and Behaviours Hearts and Minds

5 Why is Behaviour Key Safety is the Responsibility of Management I can prevent my own injury I can prevent my colleague from being injured Little employee Involvement THEY Increased employee Involvement ME 100% employee Involvement WE Dependent Independent Inter-dependent

6 Bringing health and safety to life Real stories injuries lives Emphasise families Use passion, emotion Management Systems complimented by behaviour Improving the culture starts with Directors & Managers Directors workshops 2007,08 H&S key part of our Vision and Values : WE Care

7 Behaviour Starts with Management Phase 1- setting the scene Workshops focussed on Safety Leadership 2009: Get Your behaviours right lead by example Put Safety on the Agenda Talk to your staff about health and safety Never Turn a blind eye Be a role model!!

8 H&S Conference Oct 2009 creating the appetite for change 80 x Directors, Senior Managers Ken Woodward story Workshop to discuss causes / behaviours Ken Woodward in person dramatic effect opportunity to ask questions and challenge.

9 Behaviour Starts with Management Phase 2- coaching Coaching managers in small groups of 3 effective observations 9 step framework to assist : observe, introduce, explain, ask, praise, worst accident, probe unsafe, action, commitment Role play avoid a punch on the nose Dairy Crest Working Safely DVD- focussed on behaviours, which starts with management teams, examined 4 real DC accidents and effects on lives Climate Survey 20 questions Senior mgrs, middle mgrs, shop floor Views on h&s culture type questions Negative feedback helps generate debate / improvements

10 Behaviour Starts with Management Phase 3- create the brand Give the program a name STAR Stop Think Assess Review + establish Key Safe Behaviours Formally require managers to complete 1 behavioural safety observation each week logged on central d/base

11 Phase 3 - Shop Floor Workshops I can prevent my own injury 2011/12 Employee engagement workshops : What is behavioural safety Changing the culture in Dairy Crest Preventing my own injury Safety Reps and shop floor employees wanted to report safe / unsafe acts not planned but not discouraged

12 Challenges along the way Sceptics Talking to staff behaviour applies to managers as well Time to talk and confidence to do it Recognise safe not just unsafe At some stage continued unsafe behaviours must be addressed Depots used Area Behavioural Safety Champions (managers) Roundstaff short sessions at end of round, bacon sandwiches Safety Surgeries with roundstaff to discuss issues Commercial Drivers used driver trainers as coaches Do managers really buy into this behavioural change won t work if your not the real thing and just going through the motions!! Are you the mime artist or the real thing?

13 Number What have we achieved in 3 years 2009 to 2011 Near Miss / hazard reporting has increased by 310% 2009 to 2011 (8156) Near Miss / Hazards reported Behavioural observations introduced from April 2011 with 8400 completed (58% safe) Jan Feb Mar Apr May 0 Jun Jul Aug Sept Oct Nov Dec Month Riddors have decreased by 52% to 2011

14 What next Phase ,13 More coaching for Managers and Safety Reps to support Repeat the Directors workshop Focus on quality of Behavioural Observations & Near Miss / hazard reporting rather than chase a higher target Workshops Looking after my colleagues pilot in April

15 Summary Going home without injury or ill-health Behavioural / Cultural change starts with Managers It takes time to change don t rush it Set the scene create the appetite and coach Real stories Real Lives something to remember Make it visual Create a brand Refresh / support Examine quality sense check data If it doesn t feel safe it probably isn t Board support makes a huge difference.

16 Thanks for listening Think Safe Act Safe Be Safe