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UKDN Waterflow HSQE Management Annual Report 2014

Summer 2015

Let’s keep Britain flowing.

Water. Wastewater. Drainage. Infrastructure.

HSQE Management Annual Report

Water. Wastewater. Drainage. Infrastructure Page | 2

Table of contents

Foreword 3

Executive Summary 5

1.0 Close Call Incidents 7

2.0 HSQE Performance Management 8

3.0 Health and Safety Trends Analysis 10

4.0 Analysis of Accidents 14

5.0 Logistics 19

6.0 Breaches 20

7.0 Safety Communications 22

8.0 Monitoring and Measuring 24

9.0 Risk Register 25

10.0 Operational HSQE Manager Competency Review 29

11.0 Plan, Do, Check, Act 30

12.0 HSQE for 2015 31

Chief Executive’s review 34



Foreword from our Chief Operating Officer

Health and Safety is not just the responsibility of the company. We must

all play our part.

As a company, we have a legal obligation

towards health and safety. However, if this is our

only reason for implementing our health and safety management systems, then, as a

company, we have no real safety culture. First

and foremost, keeping people safe must be an ethical and moral decision, not because of legal

reasons.

It is because of our approach to Health and Safety that UKDN Waterflow has a ‘No

Compromise’ attitude. We make no apologies for

the fact that people have been removed from the company for not sharing this same philosophy.

There is no place within our company for people

who put themselves and other at risk of injury.

Over the past two years our company has had to change and adapt to the needs of the

market. Our work covers many sectors, ranging from domestic property, to high-risk sectors,

such as rail and underground networks. We work in confined spaces and have lone workers, but this does not mean we cannot manage the risk out of what we do to ensure that we are

safe and injury free.

We introduced internal health and safety audits, which covered an office and site based

audit for each of our locations and we have also increased the number of site inspections. In

addition, we have also undertaken independent third party audits with Achilles Link-up, which we passed with no improvement recommendations.

We are a responsible company and care about our environment. To ensure that we treat

environmental issues in the same way as health and safety, we have achieved ISO 14001 accreditation. As part of this certification, we have spent time finding ways to reduce our

carbon footprint, in turn, reducing our impact on the environment.

Whilst I congratulate our HSQE department for the clear improvements we have made, I

must remind everyone that health and safety is not just the responsibility of the company.

We must all play our part and we all have a duty to ensure company employees, customers, partners and stakeholders are kept safe and free from injury. We have made very good

progress, but there is still a way to go before we report our first injury free year. If everyone

plays his or her part, I am sure it will not be long before we achieve our aim.

Kevin Mouatt CDir FloD

Chief Operating Officer



Who is UKDN Waterflow?

We are an innovator. An end-to-end provider of infrastructure services, from households, through to major contractors.



Executive Summary

The purpose of our 2014 annual report is to demonstrate the commitment and culture of continual improvement of HSQE performance at UKDN Waterflow.

This will be used to demonstrate to our people, clients, stakeholders and competitors, that

UKDN Waterflow considers the safety of all of our people and those that may be affected by

our work, to be paramount. We put safety first and plan for First Time Right.

With on-going formal monthly reviews of our systems of work by our Chief Operating Officer

- our dedicated director for health and safety – UKDN Waterflow analyses incidents, through

category break down, root cause and human behaviour. We have made great strides during 2014, in targeting 100% compliance, which will benefit our employees and the communities

in which we operate.

HSQE highlights for 2014

§ Appointment of Kevin Mouatt, Chief Operating Officer and dedicated Director for Health and Safety

§ Introduction of First Response Safe Systems of Work, with Take 5 check lists for risk

controls

§ Take 5 themed site engagement and inspection from operational management, which in November and December 2014 reached 100% of target

§ Increase in reporting of events where incidents may have been under reported, by

event categorisation and promoting and investigating close call reporting § Dedicated day for monthly HSQE performance review.

Health and Safety Summary for 2014

AFR - The accident frequency rate (AFR) for the group at the end of 2014 was at 0.15. This

is compared to an AFR of 0.13 for 2013.DDOR1 Incidents - The reported incidents for the Group for 2014 included 28 Close Calls, 26 No

Lost Time Accidents, 15 Lost Time Incidents and 2 RIDDOR Reportable Incidents.

Breaches of health and safety – There were 10 breaches recorded and entered on the

ICAR Register in December 2014. There were Five Category 2 breaches and Five Category 3 Observations made. All actions were programmed with close out dates. 8 Actions were

closed with two still outstanding.

Safety Communications – In total 138 Safety Alerts were issued in 2014. 34 Internal Alerts and 104 External Alerts. In addition quarterly HSQE Engagement were carried out nationally

to all Operations Managers and Site Teams, with presentations on various HSQE

campaigns to promote and improve safety.

1 Whilst it appears that there was decrease in performance with the rising AFR, after analysis of RIDDORs for

2013 and 2014, it is noted that there were two RIDDOR Incidents for each year: There were less man-hours worked in 2014 than 2013; the number of days lost from RIDDORs in 2014 was 45 compared to 108 for 2013; the RIDDOR incidents from 2014 were less severe than those of 2013 without prediction or trend. For comparison 2012 AFR = 0.43.



We delivered over 40 sites for Thames Water’s Sewer Crossing Rail project, with no incidents

or injuries, significantly improving the hydraulic efficiencies of London’s sewers.

WATER AND

SEWERAGE



1.0 Close Call Incidents January to December 2014

The information below shows the number of ‘close calls’ that were raised in 2014 and their causes.

28 ‘Close Calls’ have been raised year to date.

Fig.1. Close Call Causes for 2014

Service Strikes were the dominant Close Call event during 2014. Work groups have focused on case studies for service strikes, whilst they have also been used to instruct operatives of

the assessment and actions to take prior to working on site. The second and third most

common cause for close call events were thorough checks not being conducted and third party involvement. With the issue of Take 5 – Operator check lists and Safe System of Work

(SSOW) and the increased site inspection engagement, the business should be in a better

position to monitor the pre-check use and third party protection on site.

An ‘Event-Close Call’ report card has been created following consulation with

representatives from IC&I and IS Nationally. The Event-Close Call Card is designed to

capture ‘Close Call’ (near miss / near hit) events, whilst taking immediate actions to improve conditions and activities. This is set for trial in IS-Rail Region for January 2015 with

presentations and Site Person in Charge workshops by the HSQE Rail and Systems

Manager. Following the trial and review, it is intended for national roll out to improve the reporting culture further, in 2015.

4 1 1 2 2 1 1 2

10

1 3

Checks not

conducted

Contact with

electrical

discharge

Deliberate Act

Exposed to

harm

ful

substance

Hit by a flying

object

Hit by m

oving

vehicle

Infrastructure

defect

Planning

Service Strike

Slipped /

Tripped on

same level.

Third Party

Close Call Causes



2.0 HSQE Performance Management – Leading and Lagging data Leading and lagging data is important, because it provides input and output activity, demonstrating HSQE performance across the business.

Proactive (KPIs) input is gathered from training compliance, site inspection and engagement, customer satisfaction reporting, programmed internal and external audit,

campaigns and communication. Reactive (KPIs) output is gathered from incidents and

accident information inclusive of RIDDOR, Lost Time and No Lost Time Incidents, Environmental Incidents and Quality Incidents defined as incident with no injury but damage

or service failure from critical process non-conformance.

Fig 2. Leading and Lagging Graph

§ December had an increase in performance compared to November, from a reduction

in incident, with 3 No-Lost Time Accidents reported in December 2014 and a

sustained KPI of 100% for site engagement and inspections by operations teams. 98

inspections were set and carried out in December

§ November demonstrated an increase in leading (proactive) measures. This is from the increase in site inspection and meeting the site engagement KPI for November.

91 Inspections set & 91 carried out



§ October showed a decrease in performance compared to that of September, with 1 LTI and 2 No LTI and a slump in Site Inspections – Engagement from 83% down to

66% of inspection target met

§ September shows an increase in both leading and lagging performance. 83% of the target for supervisory inspections were reached, increasing the leading measure

With a decrease of ‘Minor No Lost Time’ incidents and no incidents resulting in ‘Lost

Time’ incidents for the period

§ August demonstrated a drop in input compared to July 14, as a result of the decrease in site inspection activity.



3.0 Health and Safety Trends Analysis We use industry guidance from the Health and Safety Executive to measure health and safety performance across our business. Section 3.1. AFR

The Accident Frequency Rate (AFR) for the group for 2014 Year End is at 0.15. This is measured from January 2014 – December 2014. This is an improvement from 0.16 for

November 14 at Period 11’s YTD figure.

It could be considered that the AFR is not improving for 2014. After analysis of RIDDORs for

2013 and 2014, it is noted that there were two RIDDOR Incidents for each year: there were

less man-hours worked in 2014 than 2013; 45 days were lost due to RIDDORs in 2014 for

both incidents, compared to 108 days lost for RIDDORs for 2013. The RIDDOR incidents from 2014 were less severe than those of 2013 without prediction of occurrence and without

trend. For comparison 2012 AFR = 0.43.

Fig 3. UKDN Waterflow AFR.

AFR = 0.15 for 2014.

Section 3.2. Total No of RIDDOR Incidents

The total number of man hours worked and the total number of RIDDOR Incidents for 2012

& 2013 was reviewed in November 2014 by the COO and Head of HSQE and amended to reflect, both the changes to RIDDOR Regulations 2012 and to ensure consistency for the

reporting for 2014 onwards. (Fig 4).

Fig 4. UKDN Waterflow AFR. Total No of RIDDOR Incidents

0.43

0.13 0.15

2012 2013 2014

UKDN WATERFLOW AFR



The Accident Frequency Rate has been split for the Group, for Insurance, Commercial and

Industrial (IC&I) the AFR is measured at 0.00, whilst for Infrastructure Solutions (IS) the AFR is recorded at 0.43.

Both RIDDORs recorded for the last 12 Months have occurred at Infrastructure Solutions in the months of January 2014 and March 2014. The AFR for the business with the inclusion of

the hours worked by subcontractors is 0.09.

Section 3.3 Accident Frequency Rates for RIDDOR, Lost Time Incidents and No Lost Time Incidents

The graph below demonstrates (using a cumulative figure) incident rates for 3 types of injury

related events. No – Lost Time Incidents, Lost Time incidents and RIDDOR Incidents. These are recorded over a 12 Month Rolling Period to demonstrate trend over a continuum.

Fig 5. 12 Month Rolling Accident Frequency Rates for RIDDOR, LTI and No - LTI

Figure 5 shows that there has been an increase in the number of minor no lost time and

minor lost time incidents in the between January and May 2014. It is suggested that there

may have been ‘under reporting’ of incidents in previous years and that this has increased

as the safety culture has improved with campaigns and HSQE awareness sessions in early

6

2 2

2012-‐535 Staff 2013-‐573 Staff 2014-‐509 Staff

0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

8.00

9.00

Rolling RIDDOR Rate Rolling LTI Rate Rolling Non LTI Rate

12 Month Rolling Incident Rates for Periods 1 -‐ 12 January -‐ December 2014 (Incidents Per 100,000 worked)



2014 and continual HSQE engagement since. The numbers have stabilised during the last quarter, giving the business a good benchmark for setting performance targets for 2015.



Our no-dig solutions saved Cross Rail over £10m, but more importantly by diverting

exposure of a skilled engineering workforce, we reduced the health and safety impacts to

staff and local stakeholders.

RAIL AND INFRASTRUCTURE



4.0 Analysis of Accidents (events resulting in injury) The following section shows a summary of all accidents and their causes. Events resulting in injury are analysed for the whole of 2014. Section 4.1. Event Categories Fig 6.a. Event Types (Incident Triangle)

Fig 6. Event Category

In December 2014, and after final review, it has been reported that for 2014, there have been 28 Close Calls, 36 No Lost Time Accidents, 15 Lost Time Accidents and 2 RIDDOR

(Over 7 Day Lost Time) Events. Following the trial and the successful implementation of the

new ‘Event Close Call’ Cards, results in 2015 will be reflective of a true incident triangle,

where there is a relationship between the number of serious incident and close calls reported (Heinrich Law – Incident Triangle). It is still evident that Close Call Events are under

reported.

Section 4.2 Injury Causes

Fig 7. Injury Causes

8%

2% 4%

4% 4%

4%

19% 41%

14%

Injury Causes January -‐ December 2014

Exposed to harmful substance

Fell from height <2m

Hit by a flying object

Hit by falling object

Hit by hand tool

Hit by Hand Tool / Electrical Tool

Hit by something fixed or sta]onary

35%

19%

44%

2%

Event Categories 2014

Close Call

Lost Time Accident

No Lost Time Accident



The largest injury cause of injury in the business is from manual handling activity from either incorrect lifting, pushing or pulling. This followed by being hit by something fixed or

stationary whereby the injured person has made contact with a fixed object. A 3rd significant

injury cause were the injured person has been hit by a flying object, either from pressure and loss of grip of a tool, or a projectile / debris from the activity

Fig 7.a. Body Parts Injured From Accidents During 2014

From the Chart in Fig 7.a. Body Parts Injured, it can be seen that the significant and most

common injuries are injuries to the Back = 15 and the Hand = 12.

Back Injuries = 16

8 of the back injuries resulted in lost time injury with 7 of the back injuries not resulting in any

lost time. 14 of the injuries were as a result of manual handling. 1 of the Injuries was sustained from

slipping and tripping.

Actions taken to reduce back injury and accidents resulting from manual handling have

included, Onsite refresher training, ‘Pristine Condition’ Manual Handling Film presentation,

safety alerts and tool box talks. This has also been monitored through increased site inspection, where one objective is to record handling activity and interact with operatives to

promote awareness. A specific lifting Safety Alert was communicated during December 2014

detailing manual handling techniques.

Hand Injuries = 12

1 of the 12 hand injuries resulted in lost time. The hand injuries differed significantly in both

injury cause and root cause.

Actions taken to reduce hand injury included the issue of first response safe systems of

work, Take 5 – Site Assessment, Safety Alerts and briefings during the 3rd quarter of 2014. Periodic promotion of PPE awareness was also carried out. This has also been monitored

through increased site inspection, where one objective is to record handling activity and PPE

use, with interaction between managers and operatives to promote awareness for protecting

the hands.

5

16

1 5 4

12

1 5 1 2

Arm Back Eye Face Foot Hand Head Leg Respiratory Torso

Body Parts Injured



For all injuries actions have been taken to reduce accident, injury and absenteeism during the year in the form of awareness campaigns and training for manual handling; hand and

electrical tool use and the correct use of personal protective equipment (PPE). Proactive

measures are taken in the form of routine Tool Box Talks and monthly issue of Safety Alert, both internally created and client / industry issue.

Section 4.3. Root Cause Analysis Fig 8. & Fig 8.a. Accident Root Causes for January - December 2014 demonstrates that the root causes of accidents were predominantly contributed by individual behaviour (28 incidents = 54% of the accidents) as opposed to unsafe conditions or failure in safe systems of work. It was noted at the October 2014 HSQE Management meeting that review of employee selection during recruitment must be considered. For 2014 the IP Behaviour was 46% of the Root Causes of all ‘Events’ (both accidents and incidents combined). An improvement from 50% for the first half of the year. Period 06 – June 2014 HSQE Management Report.

Fig 8. Root Cause of Accidents 2014

2%

54%

11%

4%

15%

6% 8%

Accident Root Cause 2014

Insufficient Training / Competence

IP Behaviour

PPE Not Used/Defec]ve/Inadequate/Not Available

Safe System of Work not followed

Third Party Behaviour

Unforeseen Risk

Uniden]fied Hazard



Fig 8.a Accident Root Cause Total 2014

Whilst HSQE Engagement Sessions will continue to strive for improvement with

themes for ‘Take 5 Behavioural change’, more must be done to reduce incidents,

with increased attention for a change in attitudes and behaviours. Disciplinary is now

considered for all Behavioural Incident Accident as a way of modifying behaviours

and reviewed at the HSQE Monthly Management meeting with the Head of HSQE

and Chief Operating Officer.

A Close Call reporting trial / campaign is underway for review in January 2015. This

is being trialled in the IS-Rail Region. Following the trial and review, it is intended for

national roll out to improve the reporting culture further, in 2015. It is designed for

improvement of hazard reporting and close call activity, with an aim to improve

operative behaviour and eliminate accident.

Section 4.4. Actions Taken to Prevent Recurrence

All accidents are investigated with a review of the Safe System of Work inclusive of

risk, activity / task, equipment / tool use and work environment. Findings and

suggested actions to prevent recurrence are discussed with minutes taken at the

Monthly HSQE Management Meeting by Head of HSQE and Chief Operating Officer.

These actions are recorded with ownership agreed and recorded on the ICAR

1

28

6 2 8 3 4

Accident Root Cause 2014



Register. Actions / Improvements are managed by HSQE Coordinator. (Breaches of

HSQE in Section 7.)

Fig 9. Action Following Accident and Incident Investigation %

The Graph shows action taken following the Accident and Incident. 2 Events resulted in

formal disciplinary action. 1 Accident in January 2014 resulted in Disciplinary Action for 4

members of staff one of which resulted in terminating their employment. 1 Close Call in

December resulted in First Stage - Verbal Warning. 43% of Accidents have required further

coaching or training for employees. 31% of Accidents required early stages of disciplinary

action in the form of a ‘Record of Conversation’. A Record of Conversation is kept on file for

an employee, this is recorded between Line or Senior Management discussing the incident,

preventative and immediate action and the instruction to follow a policy / procedure. Failure

to do so will result in formal disciplinary action.

Fig 9.a. Action Taken with the IP YTD

The chart shows No. of actions taken with the IP (Injured / Involved Person).

For the Individual / Injured or Involved Person (IP), where training / mentoring and

engagement with IP is not sufficient disciplinary action is taken.

43%

2% 2%

22%

31%

AcXon Taken with the Injured Person / Involved Person

(IP) 2014

Coaching / Refresher Training

Diciplinary Ac]on

Lecer to Third Party

No Ac]on Required

Record of Conversa]on

35

2 2

18

25

Coaching / Refresher Training

Diciplinary Ac]on Lecer to Third Party No Ac]on Required Record of Conversa]on

AcXon Taken with the Injured Person / Involved Person

(IP) 2014



5.0 Logistics

It is important that we operate a plant and fleet portfolio, which is right for the job and sufficiently maintained to ensure it is safe for use on site. In addition we must ensure that our staff are suitably trained with the correct certificates and industry standards.

Section 5.1. Vehicle Incident / Behaviour – Driver Assessment is under review. Risks and controls in the interim have been added to the Risk Register.

The Logistics Team, will produce reports for vehicle incident and driving behaviour for the inclusion of the HSQE Report.

Speeding Offenders (Drivers) will receive a letter from Head of HSQE detailing

consequences that could occur following an incident and the action that will be taken if found speeding again.

The report will detail the activity of driving behaviour nationally. This will include reactive and proactive measures for improving driver behaviour and safe vehicle use.

Section 5.1.1. Road Traffic Accidents - RTA 1. IP stopped vehicle at end of shift to allow secondary operative to collect his belongings from another vehicle. IP was sitting in vehicle

on highway with vehicle stationary. A third party reversed into IP's parked vehicle. IP

reported that he had suffered whiplash. The IP was not parked in a parking bay and was parked in the highway. IP was given a record of conversation with A Douglas (Line

Manager.) This was an incident on the highway, thus not reportable by which HSE

determines. (Verified by NJM Associates on 08.01.15.)

Section 5.2. Plant and Equipment Management – Plant and Equipment Compliance is

being measured as part of ongoing internal audit and review. Competent persons have been

selected by regional / area managers to ensure all equipment is deployed to site fit for purpose and safe for use. A schedule has been developed for ensuring competent persons

trained around the business conduct the necessary inspection within the appropriate time

scales. Adherence to the new procedure will be measured as part of the weighted scoring

system. This is monitored weekly and will be managed by the Logistics team to ensure compliance.



6.0 Breaches

For 2014, there were 8 Category 1 breaches, 112 Category 2 breaches

and 26 Category 3 Observations made. All actions were programmed

with, owners, close out dates and corrective action and entered on to the

Improvement Corrective Action Register (ICAR) for logging, tracking and

analysis.

Breaches are categorised into 3 categories.

1 = Major, a non-conformance or event which has the potential for major / significant

personal injury, major property / asset damage or major / significant impact on the environment.

2 = Minor, a non-conformance / event which has the potential for minor personal injury,

minor property / asset damage or minor impact on the environment.

3 = Observation, an observation made with room for improvement or suggested alternative method of work.

Fig 10. (Improvement Corrective Actions) in Health and Safety

There were 146 breaches recorded and entered on the ICAR Register in 2014.

In summary, the 146 breaches were recorded and entered on the ICAR Register. For all

breaches the responsible person is identified and corrective/ preventive action assigned with

timely close out dates.

Actions

Cat 1. – All Cat one breaches are reported to the COO. Formal interview with Head of HSQE

and Director.

Cat 2. – Review of action at dedicated Monthly HSQE meeting with Head of HSQE and

COO.

Cat 3. – Recommendation and corrective action completed at time of assessment where

practical.

8

112

26

Category 1 Category 2 Category 3

HSQE Breaches for 2014.



Commercial owners are liable for health and safety of its visitors and building users, we

understand getting the drainage working again is important, but so is working safely. Our approach to safety has been rewarded

with our 0.08% AFR

COMMERCIAL AND INDUSTRIAL



7.0 Safety Communications

Safety communications are important for both our industry and our

business, as an example of sharing best practice.

Section 7.1. Internal Communications

For 2014, in total 138 Safety Alerts were issued group wide. Of these, 34 were made internally and 104 were issued following escalation from clients, fellow contractors and

governing bodies.

The alerts are accessible from the dedicated HSQE Page on the company intranet ‘UView’,

these are also issued on site from operational managers and supervisors on site, in the form

of a tool box talk.

In addition to monthly tool box talks and safety alerts. The HSQE team travel nationally to

visit all site teams and managers quarterly. This is to carry out HSQE promotional

presentations, workshops and training sessions. These visits are also used to hold open forums for any HSQE innovation, concerns or issues with the allowance of open discussion

and sharing of HSQE information and promotion incident free working.

Fig 11. Number of Communications Issued for 2014

3 3

0

4 3

5

3

1 2

4 3 3

7

3

10

2

4 4 5

19

14

7

22

0

Jan-‐14 Feb-‐14 Mar-‐14 Apr-‐14 May-‐14 Jun-‐14 Jul-‐14 Aug-‐14 Sep-‐14 Oct-‐14 Nov-‐14 Dec-‐14

Number of Communications Issues for

2014

Internal External



Fig 12. Examples of Staff Alerts

8.0



Monitoring and Measuring To fulfil the business commitment to improving health and safety, HSQE activity and performance is monitored and measured through, Site Inspection for Operation Activity and premises and procedural audit for facility safety management.

For site inspection and engagement. Each operational manager and supervisor are set a number of visits to achieve per month. The target benchmark is set at 85%. The following

chart represents Operational Manager and Supervisor Engagement in each of the business

groups and regions.

Fig 12. Site Inspection – Regional / Area Performance

There was a consistent result of onsite engagement in November and again in December

2014 through safety inspection with 100% of target achieved compared to that of 66% for

October. IC&I completed 100% (up from 96%) of target inspections and IS completed 98% (down from 105%) of target.

The operational managers and supervisors set with KPI’s for Site Inspection are monitored for performance and reviewed by HSQE and the COO for trend analysis and to ensure

consistent reporting.

Section 8.1 Premises / Procedure Audits

All areas are audited 6 monthly by HSQE to ensure improvement and compliance. Based on

a scoring system to aid and promote improvement. In addition the business is routinely audited by external bodies, such as: NQA for OHSAS 18001, ISO 14001 & ISO 9001;

Achilles UVDB & Achilles RISQ; as well as other client and industry accreditations.

117%

94%

110%

92% 83%

100% 100% 100%

CENTRAL IC&I NORTHERN IC&I

SOUTH EAST IC&I

SOUTH WEST IC&I

CCTV IS HGV IS RAIL IS REHAB IS

Percentage of Site InspecXon Target Reached

December 2014



9.0 Risk Register The Risk Register section includes subjects and risks identified during Monthly HSQE Management Review at the HSQE Management Meeting with the Head of HSQE and The Chief Operating Officer. They are listed with interim controls and actions and proposed long term control measures. These will be monitored at all HSQE Management meetings to report on progress.

No Risk Identified Impact Interim Control

Measure

Proposed Long

Term Control Measure

1 External ‘New Driver’

Assessment stopped in September 2014.

Evaluation proved poor

offering no value. New assessment to be

sought.

Drivers not assessed

or deemed competent pose risk

to other drivers, the

public and themselves. Impact

on insurance

premiums.

Drivers

mandate is managed by

Fleet Hire.

New starters

are deemed

competent by Line

Management or

professionally

trained operatives.

Drivers handbook

issued,

understood and signed for by all

drivers.

Tracker reports

are monitored

by logistics

team.

Actions taken

for speeding offenders,

incidents and 3rd

party complaints.

Driver handbook

to be reviewed, amended and

reissued to all

drivers.

Comprehensive

Driver assessment to

be evaluated

and

implemented.

This would be

carried out for all new drivers

and driving

offenders. This would be carried

out periodically

thereof.

All the above

are under

review by Logistics

Manager.



2 Employees Driving at Speed.

Drivers pose risk to other drivers, the

public and

themselves. Impact on insurance

premiums.

Drivers handbook

issued,

understood and signed for by all

drivers.

Tracker reports

are monitored by logistics

team.

Actions taken

for speeding

offenders,

incidents and 3rd party

complaints.

Driver handbook to be reviewed,

amended and

reissued to all drivers.

Comprehensive

Driver assessment to

be evaluated

and implemented.

This would be carried out for

all new drivers

and driving

offenders. This would be carried

out periodically

thereof.

All the above

are under review by

Logistics

Manager.

3 Incident, accident and

event as a result in

change in the following: - SSOW, Legislation,

client agreement or

review of practice.

Incident, Accident,

damage, misconduct

of employee.

Safety Alerts,

Tool Box Talks,

Presentations, memo’s and

HSQE

Engagement

Sessions.

Web based

regular reading

with assessment and

scoring.

This is on the IT

programme for

development.

4 Incident as a result of

equipment not being

maintained and checked correctly.

Injury, damage,

failure in safety

critical equipment and non-

conformance.

Plant and

equipment

procedure. Uview Plant and

equipment

register.

Nominated competent

persons tested

in testing of equipment.

Electronic

(PDA) check list

to be created for operative

ownership.

KPI to be set, managed and

acted upon for

Plant & Equipment.



All the above are under

review by

Logistics Manager.

5 Portable plant requiring

refuelling on site.

Serious Incident

resulting in explosion, burns, fire.

Environmental

Incident involving pollution and

damage.

Risk

assessment reviewed for

petrol and

diesel plant with instruction on

how to refuel

safely without

risk to persons or environment.

Prohibition of

purchase or rehire of petrol

plant. Risk

assessments and instructions

issued

nationally.

To find solution

to prevent spillage and

prevent the

need to refuel on site with

open

containers.



We are a market leader in the drainage industry and we currently manage over

300,000 customer contacts from our Birmingham Customer Service Centre that

results in over 100,000 visits to customer locations annually.

INSURANCE AND HOUSEHOLD



10.0 Operational HSQE Manager Competency Review At the monthly HSQE Review by Head of HSQE and the Chief Operating Officer, operational management and supervisory HSQE competence is reviewed and scored.

The scoring is based on the fundamentals of each person’s competence in HSQE Leadership, HSQE Control and HSQE Engagement.

The scores are tabled and reviewed quarterly. For those scoring less than 80% further training and coaching will be given to enable the person to improve and engage effectively.

Areas for improvement are visible and can be used for performance review. This HSQE Monthly Manager Competency Review is in its infancy and will be used as a tool for driving and measuring improvement.



11.0 Plan, Do, Check, Act (Leadership – Engagment – Control) We have adopted the HSE’s Industry Guide INDG417 (rev1) developed by the Institute of Directors (IOD) and HSE for Leading Health and Safety at Work ‘Plan, Do, Check, Act’.

This summarises the business’s monthly and YTD performance and its desire to demonstrate Leadership, Control and Engagement, using ‘Plan, Do, Check, Act’.

Section 11.1. PLAN

‘How do you demonstrate the board’s commitment to health and safety?’

• Director for Health and Safety Appointed with active role in H&S Management and improvement strategy.

• Procedures for HS available with defined responsibilities for HSQE. (Under redevelopment to revise business HSQE Objectives. Once complete CEO&COO to sign and reissue to all.)

• Director of H&S (COO) reviews HSQE performance monthly and presents to the board.

• Senior Management Site Inspection / Engagement to be conducted (not conducted at present)

• Senior Management Engagement at HSQE Engagement Sessions to be planned (Not conducted at present).

• Slot on main Board Meeting designated to HSQE Management

• Slot on Monthly Operational Management Meeting for HSQE Review, feedback and update.

• Provision of HSQE Team.

• Accident Root Cause Analysis



Section 11.2. DO

What have you done to ensure the

organisation, at all levels including the

board, receives competent health and

safety advice?

• Monthly Board Report

• Intranet for visible HSQE Procedures

• Safety Communications

• Quarterly HSQE Engagement

Presentations.

• Competent HSQE Team

• Availability of H&S Consultant

• Reactive and Proactive feedback.

How are you ensuring all staff – including

the board – are sufficiently trained and

competent in their health and safety

responsibilities?

• Training Matrix with minimum

requirements which is managed. It

indicates skill gaps and training

requirements.

• Directors Training Matrix not in place.

How confident are you that your

workforce, particularly safety

representatives, are consulted properly on

health and safety matters and that their

concerns are reaching the appropriate level

including, as necessary the board?

• HSQE Engagement sessions give

opportunity for feedback, suggestions

and improvements. Reported

monthly on ICAR Register when

identified.

• Site Engagement Sessions

(Inspections from all levels) include

the opportunity for feedback,

suggestions and improvements.

Reported monthly on ICAR Register

when identified.

• Senior Management Inspections not

currently carried out.

• HSQE has an open door policy and

reminds, requests and facilitates

improvement and issues

What systems are in place to ensure your

organisations risks are assessed and that

sensible control measures are established

and maintained?

• HSQE Conduct and Review Risk

Assessment.

• Reviewed Annually (or following

incident or change in legislation)

• The system is audited by both

internal and external verification to

measure its effectiveness and

maintenance.

• Risk Register produced for HSQE

Monthly Management Review.



Section 11.3. CHECK

How well do you know what is happening

on the ground, and what audits or

assessments are undertaken to inform you

about what your organisation and

contractors actually do?

• Site inspection from HSQE

• Site inspections from Operational

Management

• Client Site inspection

• Subcontractor Evaluation

• Audit by external verifiers

• Independent annual audit and review

of years H&S performance external

H&S Professional

• Sample site audit by external auditors

• Planned and Unplanned inspection

What information does the board receive

regularly about health and safety, e.g.

performance data and reports on injuries

and work related ill health?

• Minutes from HSQE Management

Meeting

• HSQE Management / Board Report

for Period and YTD.

• Comprehensive report detailing

performance and previous

performance data analysis.

• Monthly pack to review period and

year to date progress on:-‐

1. Events -‐ Accidents and Incidents HSQE

Performance Measurement

2. Accident Frequency Rate – Trends

Report

3. Analysis of Accidents (Events resulting

in injury)

4. Logistics

5. Breaches in HSQE

6. Safety Communications

7. Monitoring and Measuring

8. Risk Register

9. HSQE Competency Assessment

10. Plan – Do – Check – Act

(Leadership, Control and

Engagement

Do you compare your performance with

others in your sector and beyond?

• Proactive HSQE Performance is

compared with fellow contractors and

competitors by NWR, TFL and LUL.

• Annual Accident Frequency Rate is



compared with same sector and

industry.

Where changes in working arrangements

have significant implications for health and

safety, how are these brought to the

attention of the board?

• This would be brought to the

attention of the COO by Head of

HSQE at the time. (Reactive)

• Planned works would be considered

and shared with HSQE for discussion

and recording at HSQE Management

Meeting.

• Monthly Report

• Minutes from HSQE Management

Meeting

• Inspection Report

Section 11.4. ACT

What do you do to ensure appropriate

board level review of health and safety?

§ To ensure appropriate board level

review of health and safety the Chief

Operating Officer meets Head of

HSQE on a monthly basis to discuss

HSQE Proactive and Reactive

Performance. Improvements and

Actions are agreed and a report

created and submitted to the board

for review (and action were

necessary).

§ Formal Management Review by Head

of HSQE and COO

§ COO delivers and presents full report

to Main Board

§ Monthly Management Review of H&S

§ Annual Review of H&S Policy



12.0 HSQE for 2015 With an established practice now in place for site HSQE performance monitoring, Take 5 Themed Safe Systems of Work already introduced and a continual improving safety culture, UKDN Waterflow needs to keep the momentum for 2015. Area Manager HSQE Sessions, will start the year with key HSQE Ownership performance management targets for monthly capture to monitor and measure improving performance.



Chief Executive’s review Like other companies in our industry, we place a huge importance on improving safety. We’ve come a long way in the last year but there is still much we can do to improve.

I would like to thank all of our people personally for their

hard work over the past year. We have seen many changes across the group and we have still maintained

our focus on safety, which has been reflected in the

achievement of a zero AFR.

Delivering an exceptional health and safety performance

is how we do business. Our clients can be assured that

when they work with UKDN Waterflow, our approach to health and safety will have an impact on their overall

health and safety performance.

Building on our talents as an innovative and specialist provider of drainage and infrastructure

services, we must continue to focus our efforts on keeping our people, partners, stakeholder

and members of the public, safe. Nothing is too important that it cannot be done safely and we want everyone to go home safely at the end of the day.

I look forward to continuing this good work in 2015. Please don’t hesitate to speak to me

personally if you have any questions.

Nick Harris

Chief Executive Officer

hsqe management annual report 2014 - ukdn waterflow · 2013 and 2014, it is noted that there were...

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