Safety Excellence Matrix

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1 Safety Excellence Matrix 1 = Performance just meets minimum standards 2 = Performance is satisfactory got the basics 3 = Performance is good going beyond the norm 4 = Performance is very good best practice adopted 5 = Performance is excellent innovative / industry leading Leadership Driving hazard elimination and risk control Highly visible safety leadership from HA and suppliers Effective plans driving Aiming for Zero strategy Promoting and enforcing Commitments Actively encouraging honest performance feedback Risk control measures in place and enforced Safety fi rst on the agenda of all meetings and discussions Safety improvement strategy in place - Contractor strategy to support HA's A4Z Personal Commitment cards issued to all employees on site Near miss card / hotline vailable for use by everyone with promotion / rewards Review in place for challenging risk control measures for effectiveness - daily point of work risk assessment carried out to identify additional risks Achievement of previously planned safety tours by HA and Suppliers senior management team Action Plan in place - Contractor and site specifi c plan with measurable targets Individual commitments referenced in induction and displayed on site - Senior Management introduce at induction Targets established for each worksite on the number of near miss cards submitted Auditing of risk control measures for robustness in implementation - reviewed following accidents and near misses Personal engagement with the workforce by senior managers on a monthly basis Progressive Achievement against action plan - Regular reviews against targets Management tours / inspections actively reinforce understanding of personal safety commitments Near miss cards reviewed and feedback provided to originator with 48hrs - all reported incidents and actions taken also display on notice boards Potentially fatal hazards are identified and challenged (to eliminate). Risks are not accepted and the status quo is challenged conferences on a minimum annual basis - attended by Senior Management from Client and supply chain Plans beyond the strategy - on-going review and development of strategy Just culture in place for reviewing and responding to behavioural causes of accidents Safety circle (or similar) established to allow operatives to have a voice Elimination of potentially fatal hazards results in new products or systems being introduced into the Demonstrable infl uence in making a positive difference within the Construction industry - Policies and procedures adopted throughout construction industry Recognised as leading the A4Z campaign by outcomes - A4Z is fully integrated into site culture Management tours / inspections measure and quantify commitment by workforce Confi dential reporting hotline available matrix.indd 1 28/06/ :23:18

2 Area 1 Score 2 Score 3 Score 4 Score 5 Score Communications & Information Lessons learnt proactively shared Active two-way use of HA Safety Toolkit to disseminate best practice Effective briefings Publicity and promotion of Aiming for Zero you said / we did boards in place to provide feedback Occasional submission of best practice onto toolkit (<1 per quarter) Regular (monthly) briefings on risk assessment and method statements Aiming for Zero referenced at induction and displayed on notice boards in offices, welfare and on site Demonstrable feedback to instigator of near miss cards - where identified Active extraction of data from toolkit delivered routinely to at least 75% of 'at risk' population Supplier's own safety improvement programme in place that contributes towards aiming for zero significant events shared by alerts - Company wide alerts also sent to HA for distribution to supply chain Active submission of data to toolkit (>1 submission per quarter) delivered routinely to 100% of 'at risk' population Communicating the strategy and action plan to the workforce by HA and supplier - Senior Management to lead by example and present at induction significant incidents and near misses shared through regular discussions / workshops - and at daily briefings Demonstrable evidence that toolkit is used regularly to identify and implement best practice - Adoption of best practices on site (more than once per week) - Lessons learnt shared during daily briefing Safety improvement programme clearly aligned to Aiming for Zero, with publication of performance outside of organisation reviewed and improvements implemented where relevant Improvements to items already on the toolkit - re-submit to toolkit (daily for each gang) - Lessons learnt shared during following day briefings Leading the development of the HA strategy and action plan Publicise and promote Commitments adoption Commitments introduced by senior management at induction and displayed on site notice boards Commitments issued through the induction and supported by an-site campaign Safety wall or similar to provide public display of everyone's commitment. Including Senior Managements own personal commitment Feedback given to individuals who display in the a real commitment to personal safety and Project Board Personal Commitments displayed on site Regular award scheme for "demonstration of commitment to H&S" Employee & Supply Chain Engagement Safety Committee meetings with Supply Chain Reward and recognition for exceptional health and safety performance Representative workshops held to identify Health & Safety improvements Monthly health and safety meetings held, and tier 2+ supply chain invited Workforce rewarded for achieving 1 million hours worked on site without a RIDDOR Occasional workshops (at least once per year) to eview safety performance Monthly safety meetings held, regular attendance from all active members of the supply chain Individual and team awards for exceptional performance Regular (quarterly) seminars including the wider supply chain to review performance at each work place Supply chain regularly chairs safety committee meetings Monthly safety award / recognition to supplier with best performance Specific safety meetings with matched trades of the supply chain to review ncidents and identify improvements Clear documented evidence of contributions from supply chain with attendance from client representative Workforce rewarded for achieving 1 million hours worked on site without a lost time incident Specific safety meetings with matched trades of the supply chain that identify and agree best practice / standards to be applied at the work site At least one supply chain director attends the meeting each month with attendance from client project board Formal contractor award scheme and events in place with recognition from external bodies Periodic workshops involving the full supply chain to respond to cultural surveys and inform an action plan to address any areas requiring improvement Health and safety performance management across the Supply Chain H&S compliance and performance audited at each work site performance routinely monitored at each Monthly monitoring of supply chain safety performance and safety leadership at each Key Performance Indicators agreed with supply chain on a regular basis 360 degree feedback with supply chain Health and safety performance informs Employee & Supply Chain selection H&S improvement forms part of employees individual appraisal Continuous tracking of supplier performance informing pre qualification Safety performance data requested from the supply chain during the tender performance and leadership forms a significant element of tender selection Use of monthly safety performance data to assess competence and selection criteria matrix.indd 2 28/06/ :23:18

3 Culture & Behaviour Competent & Capable People Living the Commitments Near miss reporting promoted and visible action taken Safety Culture Surveys undertaken periodically to inform safety improvement plans Just culture where people understand the implications of their actions Open and timely reporting of incidents, learning and actions taken Competent designers, designing for lifecycle safety Construction Skills Certification Scheme, (CSCS), or equivalent qualifications for the activity undertaken Inducted staff and workforce briefed daily before starting work Drugs and alcohol tested and health screening and surveillance Competent and trained supervisors and people Employees sign up to adhere to the personnel commitments at induction Near miss card / hotline available for use by everyone Safety culture survey completed every year with data used to inform safety improvement plan Just Culture model established All accidents resulting in an injury logged on site and in AIRSweb Process established for assessing the competency of designers for the task with evidence of company assessment obtained 80% of workforce has Staff and workforce attend project induction prior to being allowed on site, including inductions for visitors Random / for cause drug and alcohol screening 50% of supervisors meet United Kingdom Contractors Group, (UKCG), requirements (Site Supervisors Safety Training Scheme, (SSSTS) and leadership training) Voluntary and demonstrable personal commitment you said / we did boards in place to provide feedback Safety culture surveys undertaken for each Provision for outcome is established. Training, mentoring, disciplinary arrangements etc Client representative informed on the day of a reportable or serious incident Individual designers can demonstrate suitable qualifications and experience 90% of workforce has delivered routinely to 'at risk' population Nurse available, (resident or on site) to treat minor injuries and carry out health surveillance 100% of supervisors meet UKCG requirements (SSSTS and leadership training) Use of a just culture approach when enforcing compliance individual feedback provided within 48hrs Culture surveys used to influence safety improvement programme Significant incidents reviewed against a just culture (human failure) model to identify trends Interim investigation report completed within one week of a reportable or serious incident Evidence of co-operation and co-ordination of design work with other designers and contractors 95% of workforce has delivered routinely to 100% of 'at risk' population Staff and workforce are subject to 100% drug and alcohol screening prior to being allowed on site 10% of managers hold National Examination Board in Occupational Safety and Health, (NEBOSH), Certificate / Site Management Safety Training Scheme, (SMSTS) Results from just culture approach are used to inform safety improvement plans Filtering of Near miss cards to identify significant near miss events - Trend analysis Culture surveys repeated at regular (quarterly min) intervals Trends are analysed and used to determine appropriate actions to improve performance HA representative as an integrated member of investigation team for reportable or serious incidents Lessons learnt and feedback from site incorporated into future and on-going design 100% of workforce has CSCS or equivalent card (more than once per week), with lessons learnt shared during daily briefing Health surveillance in place (medicals) for high risk trades 50% of managers hold NEBOSH Certificate / SMSTS Employees apply personal safety commitments at home as well as at work Formal Investigations into significant near miss events with actions to prevent recurrence - lessons learnt shared at briefings and with other sites Safety culture survey response exceeds 75% of employees All incidents subject to just culture review and action taken Within three months root cause revalidated and lessons learnt verified as embedded Designers fully integrated into project team and full co-ordination between designers, contractors and operating agents 100% of workforce has appropriate CSCS card or equivalent for activity being undertaken feedback are used to inform changes where necessary to procedures and information is shared with other sites Health surveillance in place (medicals) for all employees and supply chain 50% of managers have a discipline degree qualification matrix.indd 3 28/06/ :23:18

4 Designing for safety Effective operating controls & procedures Relentless hazard elimination through design Residual construction and maintenance hazards identified Planning and designing for safe construction, operation and maintenance Appropriate standards selected and clearly communicated (designer/ contractor/ Construction Design Management, (CDM), Co-ordinator) Engaging Toolbox Talks and training Controls appropriate to site and activity-specific risks Comprehensive and effective risk assessments Robust Safety Management System, (SMS) Advanced planning of works with appropriate change control Compliance with Construction Design Management, (CDM), Regulations and CDM-C fully involved in design review Identified on Safety Health and Environment, (SHE), box on drawings or in maintenance manual and maintenance philosophy prepared Compliance with CDM Regulations and CDM-C fully involved in design review Base HA/industry standards utilised and communicated through AIPs and Design Input Statements involving designer, contractor and CDM Coordinator carried out Established programme of toolbox talks in place that pre-empt site conditions and hazards Control measures identified in risk assessments Documented risk assessments in place for all operations and signed off by authorised person Document Safety Management System, (SMS), in place Safe systems of work in place before works commence for ALL operations Hazard identification and elimination starts at Client and maintainer fully engaged in identifying and mitigating residual risks HA and maintainer review planning and design to deliver operational and maintenance safety Risks to workers in deviating from standards identified, eliminated if possible and mitigated Clear evidence that buildability reviews have resulted in design changes which improve safety Appropriate toolbox talks delivered routinely / after incidents to workforce Routine audits (monthly) to assess controls against operations being undertaken Risk assessments undertaken by trained and competent individuals and signed off by authorised person SMS subject to independent audit Safe systems of work include predictable change including weather and site conditions Client and maintainer fully involved in hazard elimination and prepared to amend requirements to eliminate hazards Contractor fully engaged in identifying and mitigating residual risks Contractor and key suppliers review planning and design to deliver construction safety Amendments to HA/industry standards to reduce risks to road workers identified and implemented Client and Contractor fully involved in buildability reviews to ensure base client requirements challenged and amended to improve buildability Effective presentation training provided to those who deliver toolbox talks Start of operation audits completed for all activities (at commencement) to review effectiveness of controls - point of work risk assessment carried out at start of work Risk assessment is a group that includes site supervision. Workforce consulted on control measures and methods of working SMS certified to ISO Clear change control in place for authorising work to continue should unexpected change occur engaged and utilised at preliminary design stage to eliminate hazards engaged and utilised at preliminary design stage to identify and mitigate residual hazards Planning & design of Temporary and Permanent Works delivered by integrated planning, design and construction team Changes to HA/industry standards which affect worker safety performance monitored and results fed back to HA /industry and Toolkit engaged with buildability at preliminary design stage Regular monitoring of those who deliver toolbox talks with feedback Workforce given opportunity to review and provide feedback on control measures prior to work starting - point of work risk assessment carried out at start of work Risk assessments are reviewed after change in or any incident (including near miss) SMS compliant with ISO and appropriate National Highway Sector Scheme requirements Organisation conducts regular "what if" scenario's to test effectiveness of planned arrangements Hazard elimination integrated within design as a continuous full teamembracing from onwards Residual hazard information includes detailed mitigation plans with agreed owners responsible for actions Safety drives planning, construction sequence and design Holistic decisions made in challenging standards to deliver improved worker and road user safety for less cost integrated within design to ensure review of all key design decisions from onwards Workforce contribute towards development and delivery of toolbox talks Close of shift reviews that assess the effectiveness of the control measures and identify improvements and brief at following day briefing Risk assessments are subject to routine (monthly) review and new technologies and methods of working adopted SMS routinely benchmarked with organisations outside of the construction industry Organisation conducts end of activity reviews to feedback into planning and lessons learnt shared matrix.indd 4 28/06/ :23:18

5 AUDIT & PERFORMANCE MANAGEMENT Accident and Incident Root Cause Investigations Achieving good scores from HA site audits Achieving good scores in Motivating Success Toolkit - Health and Safety Reporting, eliminating and learning from all accidents and near misses (AIRSweb) Viewing site safety audits as a valuable challenge to improve safety H&S personnel are trained to conduct formal investigation to identify root cause of accidents Operational personnel are trained to conduct formal investigation to identify root cause of accidents Accident investigation in place for all injury and near miss events Full root cause analysis for RIDDOR incidents and significant events Accident reports and their recommendations are discussed with workforce prior to publishing HA Audit score >60% HA Audit score >65% HA Audit score >70% HA Audit score >75% HA Audit score >80% Score >60% Score >65% Score >70% Score >75% Score >80% 12 month AFR = < month AFR < month AFR + LTFR = 0 12 month rolling AFR = 0 Programme of site safety audits in place that addresses all current works Routine monitoring of audits completed against programme Senior management intervention should audits not take place or audit results fail to meet expected standards Actions from audit reports are addressed by each in a timely manner 12 month rolling AFR + LTFR = 0 Actions from audit reports are shared across all s required to address actions June 2011 Media Services, Bedford. Job number S matrix.indd 5 28/06/ :23:18

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