Safe by Choice: Promoting a Sustainable BBS Programme for Safety and Responsibility

1. Safe by Choice A sustainable BBS programme Andrew Livingston Steve Wiskin

2. Aims of Safe by Choice • Introduced in 2007 to promote an awareness that safety is everyone’s responsibility. SSoW alone are insufficient • To train staff and contractors how to constructively and confidently challenge unsafe behaviour and reinforce safe behaviour • To weave SbC into the fabric of our business to ensure SHE management is driven by our people • Close Call reporting is a key element of SbC • “Safety is delivered by people not paper”

3. • Courses developed for target audience profiles • DRA a key element • Importance attached to Close Call reporting • High risk groups prioritised in training programme Developing Influence Overview Key Influencers SbC Training Programme Safety Leadership

4. Some Fundamentals 30 A Behaviour C What influences what we do ? 20% 80%

5. Unsafe Behaviours • Bad Habits & Violations

6. Bird’s Triangle Consequences Lack of consequences reinforce the attitude that: “It won’t happen to me”. Loss Loss Close calls Close calls Unsafe Behaviour Unsafe Behaviour

7. ‘Close Call’ Reporting  Many unsafe behaviours are routine violations - HABITS  Many unsafe behaviours are routine violations - HABITS  ‘Close Call’ reporting can help identify unsafe behaviours  ‘Close Call’ reporting can help identify unsafe behaviours  We can then focus on creating safe habits  We can then focus on creating safe habits  Operating a fair reporting culture  Operating a fair reporting culture

8. SbC Support Structure & Enablers • Nominated SbC Champion and support staff • Role Profile for Key Influencer (KI) part of BMS and KI performance included in PDRs. • Ongoing mentoring of KIs and coaching forum/objectives setting • Behavioural analysis is key part of investigations • SbC conversations part of Director Safety Tour programme • SHE Committee and Marketing Dept involved in continually developing and promoting SbC

9. Supply Chain Engagement • All safety critical labour suppliers briefed and supported • Joint training and not for profit in-house contractor courses delivered • Over half our Close Calls are now reported by contractors • Annual Supplier Safety Forum and SbC award • Leading KPIs collected on contractor buy-in • Duty of cooperation is sometimes tested by investigations • Culture change is key to sharing lessons learnt and good practice

10. SbC impact Performance Time Minimum requirements Discretionary requirements “Want-to” curve “Have-to” curve

11. A Sustainable & Evolving Programme • Feedback and progressing actions from Close Calls is essential • Robust investigation for high potential events (ABC analysis) • Supply chain engagement in ongoing programme • Client engagement – merits to different BBS programmes and Close Call systems, the key is cooperation and sharing lessons learnt • Beyond Close Call reporting – immediacy, ownership & action • Safety by Design embedded within our SbC programme

12. SbC & Safe by Design • CDM is not new! Systems, procedures and techniques are not enough • Technical Close Call reporting and investigation promoted to increase understanding of how design impacts safety downstream – Confidential Reporting on Structural Safety (CROSS) introduced in 2005 • Engaging with our construction partners to help early identification of problems in temporary works • SbC engagement with designers, engineers and architects!

14. SbC Awards Winner 2011 Winner 2011 • Highly Recommended in the Network Rail Partnership Awards 2011