The Behavioral Based Safety Journey British Sugar - Wissington

Ivan Searle Health, Safety & Environment Manager

24/06/2015

Parent company - ABF

Page 2 © 2013 British Sugar

Overview – AB Sugar

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• AB Sugar is a substantial and core business within Associated British Foods

• a diversified international food, ingredients and retail group

• sales of $18.7bn

• 106,000+ employees in 47 countries

• Operations in UK, Spain, Africa, and China

• capacity of approximately 5.5mtpa

• current production around 4.6mtpa

• c. 13mt of beet processed in Europe and China

• No.2 sugar producer in the world

• Co-products not by-products and increasingly value-added

• animal feed, co-generation, betaine, tomatoes, furfural and crop guard

Geographic footprint

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Spain 6 plants

Africa 14 plants

China (N) 4 plants China (S) 5 plants

UK 5 plants (inc. Vivergo)

British Sugar is an AB Sugar company operating in the UK

British Sugar in the UK today • Leading UK supplier to all the major blue-chip customers

• 55% market share

• Comprehensive portfolio of products

• Lowest cost sugar processor in the EU

• 1.3 million tonnes of sugar (1.056 mt quota)

• four factories processing 50kT sugar beet per day

• c. 3,500 growers

• sole processor of UK sugar beet crop

• UK’s largest tomato glasshouse at Wissington

• Bioethanol refinery at Wissington sugar factory

Growing cycle

• Planting - April

• Maturity and harvesting – September - February

• to synchronise with processing capacity

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British Sugar – main hazards

Multiple fatality potential

Explosion risk

(sugar dust, gas etc)

Fire

(potential major business threat)

Legionella

(cooling towers and water systems)

Process safety

Confined spaces

Pressure systems

Carbon monoxide (kiln gas and

combustion products)

Single fatality/life changing injury

potential

Workplace transport

(extensive vehicles and reversing)

Work at height

(we do a lot of this)

Electricity

(up to 33kV)

Chemicals

Mechanical /machinery hazards

Driving on company business

Mechanical lifting/LOLER

Asbestos

Contractors/contract work

A number of these are Low Likelihood but High Potential Severity

- perhaps 1 in 10 to 100 year events.

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Background to our current H&S strategy

• Better than we were

• But not good enough

• Injury performance “plateau-ed” over recent years.

• LTI upward trend since 07/08

• Significant moral & business risks remained

• Continuing Injuries – Management standards

– Individual competences & working practices

– Physical Conditions

– “Safety Culture” – needed to change!

• Understanding of low likelihood high severity risks

Injury history 02/03 to 10/11. - All Injury Rates - Lost Time Injury Rates

0

2

4

6

8

10

12

0

20

40

60

80

100

120

140

160

180

200

02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11

AllInjuries

LostTimeInjuries

How we benchmark nationally

0 100 200 300 400

Wood Products

Fabricated Metal Products

Food Products

Other Manufacturing

Non-metallic Mineral…

Basic Metals

Rubber & Plastic Products

Paper & Paper Products

Furniture

Beverages

Chemicals & Chemical…

Repair & Installation

Textiles

Printed & Recorded Media

Vehicles

Electrical Equipment

Machinery & Equipment

Other Transport Equipment

British Sugar

Leather & Related Products

Pharmaceutical

Coke & Refined Petrol

Clothes

Computer, Electronic, Optical

Tobacco Products

HSE Data for Manufacturing. Average rate of Reported Major Injuries per 100,000 employees. 2007/08 – 2011/12

9

Culture Change Program – overall aim

10

Changing the British Sugar Culture

Compliance.

What the law requires us to do

Physical Safety.

Plant, Fabric & Equipment

Human Factors / Behaviours.

What people do and why they do

it.

Zero LTI aspiration

• Fire Risk Management • Process Safety • Engineering/Electrical/ • DSEAR • Work at Height • Workplace Transport

• Culture Change • BBS programme • Line Management

Leadership and Objectives

• Safety Rep Development & Training

• Incident Investigations – Root Causes

Leadership workshops

Safety conver- sations

“Awareness for all” Workshops

Safety Improve-

ment Process

(SIP)

Application of key role model leader behaviours: - Culture - Role modelling - Communication - Fairness - Safety balance - Challenge - Assess risks - SIP process overview

Peer-to-peer and by leaders: - Challenge - Support - Reinforce - Hazard recognition - Constant awareness - Working safely

Identify and address root causes of unsafe behaviours and conditions - Site group(s) - With site support - Proactive addressing of issues - Five step DMAIC process lean sigma aligned - RM coached/facilitated

Safer Working: - Behavioural understanding - Corporate commitment understanding - Hazard recognition - Safer working skills - Reinforce key elements and behaviours - Understanding of consequences

Our behaviour based safety programme

13

Culture Change – BS key elements

Surveys – 20% face to face

Feedback to Management &

“Ownership Transfer”

Safety Conversation – how we engage with each other

A “Safety Improvement

Process”

2 day facilitation. Teams functioning at all

locations.

Root Cause Incident

Investigation.

In place and functioning

Further review of outcomes

“Awareness for all” Workshops

1 day. Culture, Individual actions & responsibilities.

All site personnel including

contractors

Leadership Workshops

Safety Leaders

3 days,Culture, Improvement,

Leadership

Site establishment & embedding – local charters

Survey & develop program

Apply Program

Feedback & Review

Board & Leadership commitment

CC Steering Group to oversee and implement corporately

Culture Change - progress

• 33 months into 60 month programme

• Leadership, Awareness & SIP Workshops – Completed at all factory locations and

– Other business areas – logistics, agriculture, central office

– Over 1800 people trained to date, including regular contractors

– Sharing with and including key contractors

• Challenge now to embed and make it “what we really do” – Line Management ownership and application the key

– Tools to support - including line management led reviews, “safety game”, more consistent communications

– Personal objectives

– Local “charters”

Wissington Safety Charter

16

How Are We Doing?

• The gut feel is getting better

• Most people know we are not there

• Recognition and acknowledgment that people are human

• Reactive stats increased initially? Just showing signs of reducing

• Severity has reduced especially this current year

• The hard yards have now started – embedding

• Training

• Dedicated SIP coordinator

• Continuous Improvement Alignment

• Contractors buy in

• Psychology

• Acceptance and expectance to be challenged

• Safety charter development

• Safety charter messaging, e mails, mouse mats, stress balls, pens, torches, everywhere

What Went Well?

• The Behavioural Based Safety Cake

• Sell & Tell

• Senior team must lead – values & beliefs

• SIP team make up

• Dedicated resource

• Look them in the eye when you shake their hands

• Give people time

• Use the tools

• Make sure you are ready for it

• Magic Wand

• The journey is the important part

• Don’t forget to focus on behaviours

Peel Your Bananas