Health
Healthand
andSafety
Safety
Executive
Executive
1. Leadership & Worker Involvement on the
Olympic Park
2. Do Your Bit Campaign - early findings
Rob Vondy and Susan Robinson
Workforce and Leadership Policy Team
(Source: IES surveys)
Worker Involvement on the Olympic Park
Study aims
•
To understand approaches to leadership and
worker involvement on the Park, and the impact
of these on attitudes and behaviours associated
with positive health and safety practices and
performance
•
Transferability of lessons learnt
ODA HS & E Leadership Model
Summary of key findings
•
Vision - A strong commitment to health, safety and well-being
incorporating a clear statement of expectations and standards
as a key priority
•
Action - Vision was translated into action through creating an
array of levers to engage Tier 1 and Tier 2 contractors
•
Engaging the supply chain – work with and through
contractors to develop a collaborative approach across the site
•
Monitoring – performance against both the vision and
standards
•
Structure –involved all layers – HS&E Leadership Board,
SHELT, Project Leadership Teams - embedded throughout the
management chain
Summary of key findings
•
Communication – structure was supported by effective and
innovative communications at all levels
•
Learning – learning was embedded into the culture through
ensuring that it was encouraged and sustained – focus on
safety controls and hazard awareness
•
Employee engagement – focus on employee wellbeing,
health care, reward and recognition, encouragement of
near miss reporting and a culture of openness and “fair
blame”
Worker Involvement
Key components
Comprehensive H&S inductions
Mandatory Daily Activity Briefings (DABs)
Safety Stand-downs - “Take time for safety”
Visibility and accessibility to Leadership
teams
Involvement of Management and Supervisors
Tool box talks
Verbal and written communications
Worker Involvement
Key components
Climate Survey for feedback and action
Personalized posters
Good safety practice recognised – breakfast
vouchers, branded badges, fleeces and H&S awards
“You said, we did” boards
Encouragement of open feedback and challenge
Behavioural safety initiatives
Worker survey
•
•
•
•
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45 per cent of site operatives report making a suggestion on
how to improve health and safety
31 per cent of site operatives say they have reported a near
miss
83 per cent of site operatives report feeling comfortable raising
health and safety issues
89 per cent of workers on the Park who reported a near miss
were satisfied with how it was dealt with
Contractors' report taking learning from the Park to their own
organisations
Based on an IES survey of 518 workers (of which 336 were site operatives) across three
canteens on the Park.
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Workers consulted
90
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70
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0
Accident Frequency Rate (AFR) October 2005 – January 2012
(AFR 0.16, 1 yr 0.15)
AFR since October 2005
0.90
0.80
0.70
0.60
0.50
0.40
0.30
0.20
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Safety outcomes for the Olympic Park
•
By June 2011 the Olympic Delivery Authority (ODA)
recorded around 62 million man hours worked, with an
accident frequency rate (AFR) of 0.17 (calculated per
100,000 hours worked)
•
•
No accident-related fatalities
In addition, 22 periods of one million man hours have
been worked without a RIDDOR-reportable injury
accident
The ODA Business Case
Business case rationale
•
•
•
•
•
Productivity – workers healthy, happy and here
Recruitment and retention
Reputational risk
Prevention rather than litigation
Off-site time loss kept to a minimum
Transferability
•
•
•
•
Unique? (kudos, one site, resources)
•
Dependent on size, complexity, resolve, unity of purpose
and commitment from the top and throughout the
management structure
Enablers – processes not always complex or costly
Barriers – costs, cultures, reporting
Principles transferable eg dialogue, learning from incidents,
creating clarity, engaging contractors
Learning Legacy
• Independent evaluations
• Case Studies
• Tools and Products
www.london2012.com/learninglegacy
14
HSE Strategy
HSE strategic goal
Involving the workforce
“ To reinforce the promotion of worker involvement
and consultation in health and safety matters
throughout unionised and non-unionised
workplaces of all sizes”.
Worker Involvement
•
HSE is committed to promoting the importance and
benefit of worker involvement and consultation
•
This commitment is reflected in our approach to delivery
of Worker Involvement Training Programmes and our
inspection and enforcement activity
•
The development of a new Inspectors Topic Pack in
consultation with the TUC
Evaluation of the Worker Involvement
Training Programmes – pilot study
Early findings are positive:
•
Both new reps and joint training courses fulfilled the aims
they set out to achieve
•
94% of respondents from the new reps course agreeing
with the perceived benefits of the course, including better
understanding, influencing and communication skills
•
Delegates on the joint line manager and rep training
reported increasing confidence to tackle issues, greater
cooperation and an increased awareness of H&S issues
(A longitudinal evaluation of the training, by IES, is due to report in the
Autumn of 2012)
Evaluation of the Worker Involvement
Training Programmes – pilot study
Joint training delegates either strongly agree or agree that
the interventions have:
•
•
•
Helped to identify or implement health and safety
improvements
Established a more collaborative and constructive
approach
Led to the development of a realistic plan of action to help
maintain momentum and sustain improvements agreed
(A longitudinal evaluation of the training, by IES, is due to report in the
Autumn of 2012)
Worker Involvement
“It’s all about having conversations with those
closest to the job to help you manage health and
safety in a practical way”
This helps to:
•
•
•
spot workplace risks
make sure health and safety controls are practical
increase the level of commitment to working in a safe and
healthy way
Worker Involvement
Thank you.
Any questions…………?