Lead to Succeed
28th January 2014
Gerry Moy
Agenda
• Background
• Lessons from Safety Incident
• What are we doing strategically that’s different
• Questions
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Agenda
• Background
• Lessons from Safety Incident
• What are we doing strategically that’s different
• Discussion
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Babcock International Group:
In Brief
The UK’s
leading
engineering
support
services
organisation
Headquartered in
London
Employing a
workforce of
Delivering circa
c.26,000
skilled
personnel
600 services
across
six continents
Managing customer assets
currently worth over
£40 billion
Annual Revenue
over
£3.2 billion
Order book
circa
£12 billion
FTSE 100
Established
in1891
company listed on
London Stock
Exchange
www.babcockinternational.com
A strong history of revenue growth
Revenue
2013
2012
2011
2010
2009
2008
2007
2006
2005
2004
2003
3243.5
3070.4
2703.2 *
1923.4
1915.2
1560.8
993.4
838.3
732.1
438
377.9
£M
* VT Group acquisition
www.babcockinternational.com
Strategy and Objectives
Group Strategy
• We are the UK’s leading engineering support services company.
Our objective is to develop from this position and grow in both the UK and overseas, so
delivering superior and sustainable returns for our shareholders.
Group Strategic Objectives
In order to achieve this, we will focus on the following strategy:
•
Leading market positions
•
Preferred customer characteristics
•
Customer focused, long-term relationships
•
Integrated engineering and technical expertise
•
Balancing risk and reward
•
Excellent health and safety record
www.babcockinternational.com
What does Babcock do?
www.babcockinternational.com
Customers of our Group include:
Teach
Vital
Skills
(Education
& Training)
Manage
Critical
Assets
(Infrastructure
& Equipment)
Deliver
Complex
Programmes
Cavendish Nuclear
(Programmes
& Projects)
www.babcockinternational.com
Ongoing relationships
Our long-term relationships with customers
deliver value for both parties
1993
1997
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Today
www.babcockinternational.com
Case Studies: Rail
•
•
•
Network Rails’ largest conventional track renewals contractor,
with circa 50% of the market
Renewing the country’s vital railway network across Scotland,
the North West and East of England
Finished top of Network Rail’s National Contractor League Table
for the last two years
Paisley Canal Electrification (PaCE ) project
•
•
•
An award-winning collaborative electrification project which has
set the standard for rail project delivery in Scotland
Five miles of track successfully delivered in just 20 weeks
– three weeks ahead of the original programme
Delivered increased train capacity and improved passenger
experience at a cost 60% less than originally budgeted
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Network Rail
http://www.safety.networkrail.co.uk/
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Agenda
• Background
• Lessons from Safety Incident
• What are we doing strategically that’s different
• Questions
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Start of shift machines under
control?
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2-3 M lifting of CWR rail
using sleeper grab
banned 2005
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Supervisor?
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title
RCI
Disabled
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Exclusion zone?
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Are we learning…………….?
“Familiarity with
procedures to
point of
complacency”
“Ineffective inspection
regime”
“Demand,
perceived or real,
to prioritise
production over
other matters
including safety”
“Vulnerability
to human
error”
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Piper Alpha – 25 years ago
The sobering reality is to recognise that the
failings identified in the Cullen Report which
investigated the disaster, have the potential
to cross all industry and geographical
boundaries.
Irrespective of the views held, the reality is that
we should not close our eyes to the potentially
detrimental effects of complacency,
overfamiliarity, failure to heed warnings from the
workforce and ineffective inspection regimes.
Such issues are valid in all industries and work
locations.
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Lessons from Hope Incident
• Key Performance Indicators
• Cultures & Behaviours
• Risk Identification
• Fatigue Management
• Safety Responsibilities
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Accident Ratio
Year end position 12/13
?
4(1)
7(3)
63(30)
829
Fatality
Major Injury (RIDDOR)
Over 7 day Injury
(RIDDOR)
Minor Accidents
Close Call
Statistics show performance
is consistent with
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(Contractors’ injuries in brackets)
1. Key Performance Indicators
• Ensure that you have appropriate KPI’s to measure
performance
• Test these, objectively and regularly
• Understand and act on trends and findings
• Review the effectiveness of existing tours and inspections
process and investigate the proposal to set up a team of
dedicated site inspectors/auditors who do nothing but visit
sites, comment on safety and draw the site leader’s and
management’s attention to poor behaviour / bad practices /
unsafe issues
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2. Culture & Behaviours
•
•
•
•
•
•
•
Current training programmes, and competency assessments, are not
enough in themselves
More thought and effort is required to measure and change culture
Complacency led to erosion of standards and good practice
On wider investigation there were areas where good practices and
adherence to rules were shown – inconsistency across company
Zero tolerance applied to knowingly breaking rules. Especially life saving
rules – A “Just Culture” can/must also have consequences!
In conjunction with Network Rail undertake a formal industry wide
investigation into the behavioural and cultural issues that impact on
delivery activities and are underpinned by the perception that “production is
king” and “challenging unsafe acts is career limiting”
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3. Risk Identification & Management
•
•
•
•
Risk management is not a cut and paste exercise
Risks awareness and assessment should be done progressively through
project life cycle with a focus on the planning stage
If point of work assessments are allowed during work, then the application
and checking of this process needs to be rigorous
Engineering trains were usually late on site. Contingency plans were not
clear what actions to take. On the night trains were 1 hour late.
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4. Fatigue Management
Position
Employer
Risk Score on
07.03.13
% Increase in
likelihood of
having an
accident
Signalling
Technician
Babcock
2.34
134 %
MC
Morsons
2.10
110 %
RRV Operator
Quattro
2.70
127 %
Signalling
Technician
Babcock
1.07
7%
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Signalling
COSS
Babcock
1.30
3%
4. Fatigue Management
• The management of fatigue needs to be more effective (In
Babcock)
• Current tools may not be user friendly
• Review roster programme against bar chart deliverables using the
HSE Fatigue Risk Management Tool to develop management
arrangements to control staff fatigue
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5. Safety Responsibilities
•
•
Clear definition of safety responsibilities are required
Although important on site, needs to be understood right through
organisation
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Post Incident - Trends
25
21
20
20
15
10
Close Calls
9
8
5
0
8
11
9
Incidents
4
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March
April
May
June
AFR Performance
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Agenda
• Background
• Lessons from Safety Incident
• What are we doing strategically that’s different
• Questions
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“Lead to Succeed” - Aim
To analyse and make recommendations to improve
leadership and management behaviours and practices to
ensure they deliver the level of business operational
performance required within a successful and high
achieving private sector rail company.
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In partnership with
What We Asked The Depot To Do
•
•
•
•
Help to establish Leadership Excellence throughout the business
Determine the culture of shared values and norms within Preston Depot and its impact
on its systems and approach to leadership, identify shortfalls and initiate interventions
and solutions.
Determine the necessary leadership competence in cooperation with supervisory and
management personnel responsible for work-site planning and delivery, identify
shortfalls and initiate interventions and solutions.
Identify and analyse the management systems (policies, processes, procedures and
practices) and resources needed for the successful delivery of operational work-sites
and their application throughout the depot, identify shortfalls and initiate interventions
and solutions.
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In partnership with
The basic Model
Policy, Process,
Procedure, Practice
Management
Shared values &
accepted norms
Culture
Skills &
Behaviour
Leadership
Operational Performance (Safety & Production)
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John Kotter’s Model
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What We Did
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In partnership with
Culture
Quick Win
Readily Won
Develop to Win
Findings & Aggregated Solutions
Safety
Finance
Cooperation
Evolution
Safety Built
into Plans
Commercial
Inclusion
Job Status
Reviews
Management
Support Plan
Sponsors’
Mtgs Tactics
Suggestions
& Awards
The Babcock
Way
Safety
Behaviours
COSS Action
Plan
Statistics:
9 findings
18 recommendations
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In partnership with
Recommended External Requirements
Critical Impact
PD & NWR Partnering
Workshop
Behavioural Safety Sessions
Re-Training of COSSs
Revised First Line Leader
Course
Snr Depot Management
Leadership Programme
Mid-Management ILM
Training Course
Mid-Management ILM
Training Course
• BR Track Senior Team; PD SRM; PD RMs
• Perfect Process; Commercial; Sponsor Mtgs; Workbank; NDS; Plant; Change Control; Alignment;
Design
• All PD Staff
• Internal PSI training; Safety Day sessions; On-Track coaching of leaders
• Current BR COSS trained personnel & consider sponsoring Agency COSSs
• Briefing; Challenging; Assessment
• Supervisors, Gangers & SIT
• Active Safety Leadership
• Ops Managers; SRM, RMs
• Setting Objectives; Performance Management; Active Leadership; Track & Monitor
• SMs
• ILM Accredited Role Base Capability Training
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• SMs
• ILM Accredited Role Base Capability Training
In partnership with
Leadership
Quick Win
Readily Won
Develop to Win
Findings & Aggregated Solutions
Reaction
Delegation
Motivation
Comms
Workbank
Turbulence
Mid-Term
Vacuum
Leadership
Time
Whiteboard
Mtgs
On-Site
Teamwork
Gaps &
Duplication
BR versus
Agency Men
Briefings &
Handovers
Low SM
Morale
NWR Client
Criticism
Statistics:
13 findings
21 recommendations
PD Vision &
Floor Chats
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Safety
Comms & EC
In partnership with
Safety Lens
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Critical Next Steps
1. A detailed development action plan within
Preston Depot
2. The design & delivery of specific
development activities with Preston Depot
3. The transplant of the flagship L2S initiative
to the next Babcock Rail Depot
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In partnership with
Discussion
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