Turning around health and safety performance Behavioural Safety Interventions Professor Neil Budworth Corporate Health and Safety Manager E.ON UK
Behavioural Safety Interventions - Two widely different cases Background How we identified the issue - Field based staff How we chose the solution Field based staff How we identified the issue - CHP staff How we chose the solution CHP staff Results 22 May 2012, E.ON, Page 2
Background - The Power of Culture You are the co pilot on a Korean flight that is trying to land at Guam airport. The exhausted captain has locked on to a beacon which is on the side of a mountain. Its dark and the captain has committed to a visual landing in poor weather and the weather radar is off. You are about to fly in to a mountain! Seite 3
What do you say? 1. You are locked on to the wrong beacon and visibility is dreadful. 2. Don t you think it rains more? In this area here? 3. Captain the weather radar has helped us a lot 4. Captain the situation is critical, I m taking command. Seite 4
Let me take you back in time To March 2008 22 May 2012, E.ON, Page 5
What s Our Performance Like? To end of March 08
With Retail
LTIF to March 08 Houston we have a problem!
Home Energy Consultants Wider Retail business was losing money Fast & large expansion of field sales force High value-add sales channel Moved to circa 450 sales persons 60 Team Managers, 4 Regional Managers Low threshold for entry, younger workforce Lone roles with minimum supervision & coaching Low base salary & high commission structure Leadership focussed almost solely on sales
Our hazard profile - Retail
Contribution of Accident Types to HEC Injuries
The Investigation Stakeholder Consultations On-the-job Observations Safety Training Observations Analysis of HEC slip, trip and fall accident records between January 2007 June 2008 Stakeholder Interviews
On-the-job Observations HECs were frequently seen walking and using their pentablet (handheld computer). Interviews 86% HECs identified walking while using their pentablet as an action that increases the risk slips trips or falls. 75% admitted to walking and using their pentablet while working. 50% HECs said induction is inadequate in pentablet training There was nowhere near enough training on the pentablet. We only used them on the last day of the two week course"
Summary Why So Many Slip, Trip and Falls? Seasonal Variation - Its about the weather and footwear Slip, trip and falls most frequently occur while walking on the level and on stairs HEC are most at risk of a slip trip or fall in the first few months of their employment The induction of new recruits had limited safety content and was - from a safety point of view inconsistent Its about training people on the hazards they are about to face
Summary Why So Many Slip, Trip and Falls? Over 75% of HECs used their Pentablets ( Mobile Computers) when walking Its about awareness Pentablets contributed to at least 30% of falls Its about awareness Every HEC had a problem with their Pentablet in the first few months Its about training Team managers rarely (if ever) discussed safety with their HECs Its about priorities The managers did not perceive the importance of safety and health It was a leadership issue
Into action......
What we did Introduced a full behavioural safety programme with the support of BST (Behavioural Science Technology) Bottom up behavioural measurement and feedback process Fully integrated safety and sales behaviour Started by assessing the leadership style and approach 22 May 2012, E.ON, Page 17
Blueprint for Safety Transformation Safety Enabling Systems Hazard Recognition and Mitigation Skills, Knowledge, and Training Policies and Standards Exposure Reduction Mechanisms 2008 BST. All rights reserved. Confidential Information. Organizational Sustaining Systems Selection and Development Structure Performance Management Rewards and Recognition Blueprint for Safety Transformation is a trademark of Behavioral Science Technology, Inc.
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Behavioural Programme Focuses on Critical Behaviours (Safety and Sales) 1:1 Peer to Peer observation and coaching Problem solving by the people who do the work Continually reinforces safe behaviour through communication and coaching Brings together behavioural psychology and total quality management techniques. 22 May 2012, E.ON, Page 20
So what s changed? Different tomorrow, from direct action today Response to weather Provision of equipment shoes Managerial focus Accident rate Number of deals per day
Lost Time Frequency Rates in Residential Sales 22 May 2012, E.ON, Page 22
Deals per Man in Residential Sales 22 May 2012, E.ON, Page 23
CHP a Different Issue a Different Solution
Concern over an increase of accident rate and potential severity of near hits. Recognition that the systems were reasonably robust but behaviours were a major influence on accidents. Consistently having 5 accidents per rolling 12 months and despite a number of safety initiatives. CHP recognised it needed to do some thing different 22 May 2012, E.ON, Page 25
+people Safety Coaching Programme 2007 to 2010
Systems + People Preventing people failings that statistically account for, or play a significant part in, 96% of all injuries. to investigate, propose and implement a unique process that will significantly reduce the impact of human failings associated with accidents Bring a fresh, unique approach to Safety and Health (not just another Safety and Health initiative) to engage and motivate everyone to achieve our ultimate goal of Zero Harm; A cultural journey from interdependency towards a generative culture where safety isn t a priority, it is a natural, habitual way of life. 22 May 2012, E.ON UK, Page 27
Systems + People based on coaching techniques and elements of NeuroLinguistic Programming (NLP), will provide us with sustainability to achieve a long lasting cultural change Need to improve behavioural quality of near hits and mind-set checks being reported and the quality of the investigations taking place. They can relate topics such as alpha sleep and time versus risk to specific areas where humans have developed bad habits as a result of their attitudes, beliefs and conditioning. 22 May 2012, E.ON UK, Page 28
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Hub day events - (1 day): These are known as infection events where a step change in awareness of how humans behave is presented in a unique and entertaining manner. life-changing event. 300 staff 200 contractors. Focus leaders - (3 days): They have a much greater understanding of why people do the things they do and can therefore influence people s behaviour and the choices they make at the point of work. Coaches - (5 days): These are volunteer Focus Leaders who are selected because of their natural coaching aptitude and desire to make a difference. Senior Leadership Team: The +people programme can only work with the full support of the leadership team which is maintained through a series of Senior Leadership days 22 May 2012, E.ON UK, Page 35
Using the Right Tools Safety climate measures and focus groups Use of Behavioural Vector Analysis to improve self awareness and coaching in Focus leaders and Coaches Using NLP techniques to improve coaching and communication 22 May 2012, E.ON, Page 36
Making it Habit! Cultural evolution does not happen overnight It happens through the many interactions that Focus Leaders make at work that will eventually change attitudes, behaviour and ultimately culture Not just seen in safety Positive Attitude! 22 May 2012, E.ON UK, Page 37
Results Up to October 2009 there was a 56% reduction in the number of injuries sustained in the CHP business compared to 2008 Significantly 60% of these injuries in 2009 occurred in the first 3 months, there was a step change reduction since then The 2009 injury performance was achieved against the context of 360,657 man-hours worked and 28 outages across the portfolio, to the end of October. March 2011 Down to 1 recordable incident in rolling 12 month period reduced from 5 in 2008/9. 22 May 2012, E.ON, Page 38
Total recordable Incidents Frequency Rate 22 May 2012, E.ON, Page 39
Results It s changed my thought process I now think about others. We re all using the same language now, e.g Time versus Risk and Alpha State. People are challenging people and not worrying about it. People will now offer a pair of gloves or say hang on a minute while I get a ladder. 22 May 2012, E.ON, Page 40
Summary Two issues Two solutions behavioural / attitudinal based Both with strong managerial support Both brought good benefits 22 May 2012, E.ON, Page 41
THANK YOU ANY QUESTIONS? 22 May 2012, E.ON, Page 42