mike leppard - royal society for the prevention of accidents · 2019-03-14 · mike leppard ena she...
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Mike Leppard ENA SHE Adviser
RoSPA Scotland Conference
The Voice of the Networks
Powering Improvement:
Human & Organisational Factors
2 The Voice of the Networks
ENA Electricity Network Members
3 The Voice of the Networks
Introduction – Global Safety Culture
HSL study
Powering Improvement – Overview & Phase 1 (2010 – 2015)
2013 Approach – Behavioural Safety & Personal Responsibility
Programmes & Models
Phase 2 (2015 – 2020)
Future challenges
Presentation outline
4 The Voice of the Networks
Rana Plaza collapse 2013
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• Global demand and supply chain - Corporate Social Responsibility
• Illegal construction & materials – Governance (Owners & Authorities)
• Management control – Economic v Safety drivers
• Working conditions – Workers’ rights & representation
• Emergency response – Controls & Procedures
Andrea Nahles
(Minister of Labour)
Immediate & Root causes
World Congress on Safety & Health at Work
(Frankfurt, 2014)
“We need the co-operation and partnership of all social
partners; there is a responsibility on all. We need to learn
together and act together for the benefit of everyone.
Prevention Culture (Vision Zero) and Corporate Social
Responsibility are perfect twins”
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Built on SAFELEC 2010
Health & Safety Laboratory Study
Supported 2009 HSE strategy principles
‘Be Part of the Solution’
Relevant to industry from 2010 onwards
Includes generation, transmission and distribution
Focus on occupational health AND safety
Powering Improvement
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New Industry Approach
Throughout the 5-year strategy Five Annual Themes
3 Overarching Themes:
Leadership
Competence
Worker Involvement
Strategy designed following
consultation with partners
Reflects top down risk
management approach
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Bradley Curve Cultural maturity ladder
Behavioural approach
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2013 – Behavioural Safety and
Personal Responsibility Aims
The aims were to ensure by the end of the year that workers in the electricity industry (from
senior managers to front line employees) were more aware of how their behaviour could
impact on the health and safety performance of their company. By doing so companies and
trade unions worked together to ensure that employees are comfortable and supported in
challenging unsafe acts and conditions.
Outcome/Outputs
By the end of 2013 workers in the electricity industry (from senior managers to front line
employees) will be more aware of how their behaviour can impact on the health and safety
performance of their company.
By the end of 2013 companies and trade unions will have worked together to ensure that
employees are comfortable and supported in challenging unsafe acts and conditions.
Champions
Frank Mitchell Mike Clancy
(CEO Scottish Power (General Secretary
Energy Networks) Prospect)
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James Reason model Swiss Cheese model
Research models
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Supporting evidence
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Programmes and Case Studies
Behavioural Safety and Personal
Responsibility – 2013 Outputs
Reviewed and documented the range of behavioural
safety initiatives and programmes that have been
undertaken by electricity companies to date
Identified and collated national and international best
practice from high-hazard industries
Produced a high level principles and guidance
document for the electricity sector that reflects current
best practice
Published 8 case studies on the Powering
Improvement website
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‘Safety Programmes’ already existed within the companies, the aim was to improve
engagement within the industry and share and communicate learning from the initiatives.
SHE Review 2013
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Planning & Design
• Evidence base – Theory - Models
Aims & Objectives
• Controls - Engagement - Behaviours
Potential Pitfalls
• Isolation – Integration – Investment
Timing
• Commitment – Organisational change
Benefits
• H&S profile – Visibility – Cultural change
Key principles
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HSL “Make it Happen” Model
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Management Guidelines Working Group
Representation:
ISSA Electricity Section
(Germany, France, Czechoslovakia)
European companies
(Siemens, ABB, RWE, AUVA, HEP)
ENA (UK)
Project launched in December 2012
“Guidance for the Management of
H&S Performance” published July 2015
ENA - ISSA Management Guidelines
Guidance for the
Management of Health and
Safety Performance Supporting and Empowering Middle
Level Managers in the Electricity
Industry
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H& S Leadership (H&S Guide)
Energises teams to move beyond compliance (Behaviour)
Empowers staff to “own” H&S issues (Output)
Roles & Responsibilities
Recognise own and team’s responsibilities
Workforce engagement
Active listener to create inclusive environment
Risk management
Ensures robust risk assessments are carried out consistently
Incident Investigation & Management
Supports thorough and rigorous investigations
Auditing
Communicates findings to senior management and workforce
Training & Competency
Checks competence levels against company requirements
H&S Guides – Behaviours & Outputs
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VISION
“By 2020 the UK electricity industry will have delivered a sustained improvement in health and safety performance by applying and influencing best practice approaches utilised in the top performing sectors in the UK and beyond.”
2015 – Working with Contractors
2016 – Managing Occupational Ill Health Risks
2017 – Asset Management
2018 – Human and Organisational Factors
2019 – Review of Progress and develop the next phase
Powering Improvement 2015 - 2020
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Relationships and partnership working established between
ENA, Trade Unions, HSE and the Electricity Companies;
(Powering Improvement strategy)
Leadership and governance at an industry senior level;
(Annual Champions & Industry Steering Group)
Alignment with ‘Helping Great Britain Work Well’;
(‘Acting Together’ case study)
Openness to share experiences and learn together;
(Themes and focus areas link to company initiatives)
Communicate best practice via website and publications
(www.poweringimprovement.org)
Continuous improvement