what can we really learn from the safest olympics build? · howard shiplee, construction director,...

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What can we REALLY learn from the safest Olympics build?

Lawrence Waterman Alistair Gibb

OHS is the bedrock of construction project management

OHS is a specialist

application within a project

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If you get the OHS right before the start then all the other things will fall into place

OHS is a millstone

around our neck – it creates more

problems than it solves

www.123rf.com

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deviantart.com

harrypotter.wikia.com

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www.rastamonk.com

“Baselricky Council pays us to MINIMISE RISK, even where no such risk exists!”

Static Seesaw www.bbc.co.uk/iplayer/episode/b01s5l34/The_Wright_Way_The_Rogue_Speed_Bump/

7:10min 23/4/13 Ben Elton

Horizontal slide “Always use acronyms they speed

communications and thus increase efficiency”

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TheTimes.co.uk www.telegraph.co.uk www.guardian.co.uk

Less nonsense about

health and safety Health and safety r

ules are

pointless time wastin

g

Kill off th

e health and

safety culture for good

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www.dailymail.co.uk

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hseni.gov.uk planbconsulting.co.uk

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https://save-energy-now.org/EM/SPM/PublishingImages/1.4.jpg

www.spartansafety.co.uk

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"Speak softly and carry a big stick; you will go far“ US President Teddy Roosevelt

www.theatlantic.com

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We’ve not been an innovator. A lot of what we’ve done has been down

to the execution of tried-and-tested techniques

Jason Millett CEO London 2012 Delivery Partner CLM

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So, what was the challenge for London 2012?

April 2006 - Large complex, contaminated site

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•  Build an Olympic Park... •  Do it all on time... •  Do it all on budget... •  Do it all to quality...

•  ...and, by the way, don’t kill anybody!

London 2012 – The Challenge

•  Barcelona 1992 •  Atlanta 1996 •  Sydney 2000 •  Athens 2004 •  Beijing 2008 •  London 2012

02 02 01 14 10 00

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•  Measuring accidents in the industry –  High level of under-reporting, only c1 in 4 accidents are

recorded •  Predicting deaths on site

–  Statistics at the beginning of our programme suggested THREE deaths

–  No previous Olympic construction without a fatality •  Predicting injury accidents on site

–  AFR for the industry falling, but the mean was c 0.5 –  This would translate into 500 reportable accidents (over

3 days) –  ~75 of these would be in some sense life-changing

Predicted Safety Performance

ODA

CLM

Tier 1

CLM Delivery Partner

Client

T2

T3-T3-T3 T3-T3-T3

T3-T3

Tier 1 Tier 1 Tier 1 Tier 1 Tier 1

T2 T2 T2 T2 T2 T2 T2 T2 T2 T2

etc etc etc etc etc

Programme Delivery

Programme Sponsorship

Project Delivery

T2

Viewed as one entity by most T1, T2, T3

employees

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ARCOM members involved with Gateway PM some years ago

Mission To deliver venues, facilities, infrastructure & transport on time , that are fit for purpose and in a way that

maximises the delivery of a sustainable legacy within the available budget

Value for Money Fit for Purpose

Sustainable Development

Cost On Time Safe & Secure

Equalities & Inclusion Environment Legacy Quality &

Functionality

Crit

ical

Suc

cess

Fac

tors

KP

Is O

bjec

tives

There will be a standard set of measures These measures will be designed for each contract, based upon these and overall Policy values

For Construction Projects the UK Construction Industry KPIs will be used with detailed sub measures

Trad

ition

al

Trad

ition

al

Trad

ition

al

Prog

ress

ive

Prog

ress

ive

Prog

ress

ive

Prog

ress

ive

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“The protection of the health and safety of everyone involved in our work or affected by it is important to us... Our vision is to go beyond eliminating preventable illnesses, injuries, business losses and environmental harm... It extends to enhancing the well-being of all involved in our project work”

ODA health, safety & environment policy statement

ODA Standards

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•  No work-related fatalities

•  AFR below one in a million 0.1

•  No occupational ill health

•  Workers healthier for working on the Project

•  Near Miss reports 10x reportable accidents

OHS Targets and Measurement

•  Commitment

•  Structure

Leadership

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Health & Safety Programme

Competence Culture Well Being Health Safety

•  Clear Polices •  Risk

Assessments •  Method

Statements •  Visual

Standards •  Daily Activity

Briefings •  Etc etc

•  Pre-employment Checks

•  Prevention Programme

•  Assessment & Control

•  Health Surveillance

•  Training •  Emergency

Response •  Etc etc

•  Advice •  Well Man /

Woman Clinics •  Good food

strategy •  Campaigns •  Sexual health

clinics •  Partnerships •  Etc etc

•  Induction •  Training •  Supervisor

Academy •  Briefings •  Apprenticeships •  Checks &

records •  Etc etc

•  Leadership •  Action Plans •  Near Miss

Reporting •  Communication •  Reward &

Recognition •  Climate Tool •  Etc etc

08

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Completed – ahead of

programme – on budget – to quality

...and nobody died!

How did we do?

The construction has even broken a record; people have died building every other stadium in the modern history of the Olympics [Building.co.uk]

AFR=0.16 (last year 0.12) cf UK construction ave 0.75

0.00

0.10

0.20

0.30

0.40

0.50

0.60

0.70

0.80

0.90 AFR since October 2005

Accident Frequency Rate (AFR) October 2005 – July 2012

AFR 0.15 (final year AFR 0.12)

•  AFR <1/3 construction level, lower that ALL-UK employment •  Periods without reportable accident:

- 31 periods of 1m worker hours; 5 of 2m; 2 of 3m; 1 of 4m •  127 RIDDOR accidents with declining severity >85M hours •  1 case reportable ill health •  80 near miss reports for every RIDDOR report

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•  Aim…. to identify factors which have contributed to the London 2012 Olympic Park being delivered on time, on budget and with an exemplary health and safety record.

•  …the ‘why’ rather than the ‘how’ •  …focussing on the underpinning human and

organisational interactions.

Preconditioning for Success An analysis of human and organisational factors affecting the construction of the London 2012 Olympic Park

Helen Bolt; Roger Haslam; Alistair Gibb – Loughborough University

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! Respectful ! Trusting ! Empowering ! Motivational ! Fair ! Consistent ! Clear


!  Pre-emptive !  Challenging !  Collaborative !  Communicative !  Open !  Assured

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Skip Detail

•  Respectful

Preconditioning for Success iamtheclient.blogspot.com

•  Respectful –  Fundamentally respecting

individual and corporate roles, and recognising mutual reliance and the right to respect in terms of conditions and personal interactions

healingsciencetoday.wordpress.com

thefa.com

mindthis.ca

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Preconditioning for Success •  Putting faith in other parties

to achieve shared objectives based on a cycle of commitment and delivery, fuelling the ability to collaborate effectively

quickbase.intuit.com spiritual-blog.com markwilliamsinternational.com ingridvekemans.com

Trusting

Enabling parties to work to best effect based

on their knowledge and skills…

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…providing motivation and encouraging innovation

wehavediamondsontheinside.blogspot.com en.wikipedia.org

Inspiring people and organisations to collaborate…

writersbuttdoesnotapplytome.blogspot.com

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…to collaborate in achieving more than they think they can against the London 2012 objectives, industry legacy aspirations and personal goals

I’m famous for my motivational skills. Everyone says they have to work a lot harder when I’m around.

corhq.com

Being equitable by recognising good performance and providing motivation through reward but using sanctions where rules are flouted and in so doing underlining their importance

Fair!

anotherarsenalblog.blogspot.com guardian.co.uk steveandcat.net

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Consistent

Being relentless in focussing on priority objectives, ensuring there is alignment through the supply chain…

businesspromotioninc.com vickiemartinarts.blogspot.com!

They say I’m consistently screwing up. I call it being consistent.

Consistent

…and persisting even as the build phases change

golftoday.co.uk

13!

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Clear

Providing clarity through the foundation for planning, risk management and delivery, as well as a basis for

transparency, communication and a shared commitment to the objectives

onlinepharmacynz.com

Pre-emptive

Securing information and action as early as possible to ensure

there is time for careful consideration of alternatives and

proper planning

thebadchemicals.com

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Challenging

Maintaining focus on whether there could be a better route

to the objectives and encouraging an openness to ideas and innovation from counterparts in the supply

chain suemckee.com fabquote.co desura.com

Collaborative

Leveraging resources by

securing alignment, working

constructively…

14!

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…and sharing expertise and understanding

coetail.com

•  Collaborative –  Leveraging resources by

securing alignment, working constructively, and sharing expertise and understanding, to achieve a common purpose

…to achieve a common purpose

photoblog.nbcnews.com

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Communicative •  Engaging to develop

understanding, to listen and pass on messages to support clarity, openness and collaboration

questmark.co.uk awisdc.org scottthornbury.wordpress.com

Open

Sharing information and knowledge to avoid

unwarranted suspicions and to encourage trust, and particularly, to be

transparent where there are opportunities for

wider learning

deedees-jazz.com; underyourbossom.blogspot.co.uk

15!

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Assured – Having a rigorous basis

for knowing facts around the objectives, to provide confidence in delivery or the means to prioritise actions to maintain and improve performance.

blackforgeart.co.uk

! Respectful ! Trusting ! Empowering ! Motivational ! Fair ! Consistent ! Clear

!  Pre-emptive !  Challenging !  Collaborative !  Communicative !  Open !  Assured


Helen Bolt; Roger Haslam; Alistair Gibb – Loughborough University

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16!

…of all the 2012 Legacy Learning documents I really believe this to be the most significant for the future.

May I thank you particularly, and your colleagues, for doing such a terrific job in setting out with credibility the significance of

‘soft‘ individual and organisational issues which can transform the construction industry.

Howard Shiplee, Construction Director, Olympic Delivery Authority Now Head of the DWP’s Universal Benefit Project

Preconditioning for Success Human and organisational factors affecting the construction of the London 2012 Olympic Park

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It was quite clear to me that health and safety was not just an annoying millstone hung around middle management’s neck, but it was the enabling theme on which the project senior leadership team could found the bedrock of operational efficiency leading to completion under budget and ahead of schedule – and all achieved with no fatalities.

General the Lord Dannatt Capita Symonds Annual H&S lecture, Sept 2012 Commenting on London 2012 construction

Preconditioning for Success

British Army Chief of the General Staff 2006-2009

18!

If you get the OHS right before the start then all the other things will fall into place

OHS is a millstone

around our neck – it creates more

problems than it solves

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Stages in the evolution of a culture of safety adapted from Pybus 1996 p.18 in Lingard & Rowlinson, Occupational health and

safety in construction project management, SPON, 2005, p33

Innovative Phase

Transitional Phase

Traditional Phase Levels of loss

Time

•  Attention to rules, discipline & enforcement

•  Individual controls •  Emphasis on acute effect injury risks

•  OHS integrated into all decision making •  Emphasis on elimination of risk •  Attention to cultural and motivational issues

(e.g. behaviour)

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Transitional Phase •  Attention to safe work procedures •  Employee training programmes •  Engineering controls •  Known health issues addressed

Innovative Phase

Transitional Phase

Traditional Phase

Incr

ease

in h

ealth

& s

afet

y

Time

•  Attention to rules, discipline & enforcement •  Individual controls •  Emphasis on acute effect injury risks

•  Attention to safe work procedures •  Employee training programmes •  Engineering controls •  Known health issues addressed

•  OHS integrated into all decision making •  Emphasis on elimination of risk •  Attention to cultural and motivational issues

(e.g. behaviour)

What next?

Stages in the evolution of a culture of safety adapted from Pybus 1996 p.18 in Lingard & Rowlinson, Occupational health and

safety in construction project management, SPON, 2005, p33

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and

Wel

lbei

ng

Wellbeing Phase?

© Gibb, 2013: adapted from Pybus 1996

Time

Large Medium Small Micro

Lagging Regions

10 year goal

Lagging Regions

NOW

Leading Regions Now

Leading Regions 10 year goal

Innovative

Transitional

Traditional

Incr

ease

in h

ealth

& s

afet

y

© Gibb, 2013: adapted from Pybus 1996

Research Implementation

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W099 – Safety and Health in Construction Research Roadmap Report for Consultation Publication 376 ISBN 978-90-6363-078-2

Aoife Finneran Alistair Gibb Loughborough University

www.cibworld.nl/site/roadmaps.html

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OSH & other domains

Occupational Safety and Health

Management Systems

e.g. SHEQ

Technical Innovation

Risk

People

Psychology e.g.

behaviour

Process Innovation

Human Factors

Causality

Legislation and

Contracts

Sustainability

ICT e.g. BIM

Medicine and health

Supply Chain

e.g. SMEs

Other ‘stuff’

Proj Mangmt Cost, Time & Productivity

© Gibb, 2013

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Influence of other industries

Construction

Occupational Safety and Health

Management Systems

e.g. SHEQ

Technical Innovation

Risk People

Psychology e.g.

behaviour Process

Innovation Human Factors

Causality

Legislation and

Contracts

Sustainability ICT e.g. BIM Medicine

and health

Supply Chain e.g.

SMEs

Oil & Gas Management

Systems

Technical

Innovation

Risk People

Psychology Process Innovation Human

Factors

Causality

Legislation Contracts


and health

Supply Chain

Nuclear Management

Systems

Technical

Innovation

Risk People


Factors

Causality



and health

Supply Chain

Other sector Management

Systems

Technical

Innovation

Risk People


Factors

Causality



and health

Supply Chain

Skip Pie

© Gibb, 2013

•  Glibly, the London 2012 OHS effort worked – few accidents, none life-threatening, no deaths, one ill-health reportable

•  Actually the OHS “glue” held the programme together, got project teams sharing skill and knowledge

•  Early warnings meant few surprises •  Part of “on time and on budget” – and pride!

So what? 26

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Rebalancing London - Convergence

Legacy Learning and influencing

is how construction progresses

If I have seen farther it is by standing on the shoulders of giants. Isaac Newton 1675

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•  Communications •  Supply chain •  Design - CDM •  Worker Engagement •  Leadership •  Measuring Culture •  Preconditioning for Success

OHS Legacy Research

Other Management Research

What now?

www.IOSH.co.uk

www.HSE.gsi.gov.uk

Launched at…

www.leaninglegacy.independent.gov.uk

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Pass on the learning… •  Crossrail •  Olympic Park

•  Queen Elizabeth Olympic Park

•  Athletes’ Village •  East Village

•  Riyadh •  $25bn Public

Transport System •  Thames Tideway

Tunnel? •  Other projects?

What now?

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That’s okay for London 2012, CrossRail, HS2 etc…

…but what about the rest of us?

www.avclub.com/articles/the-little-minion-guys-from-despicable-me-are-gett,82913/

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Large contractors

Medium-sized organisations

working on their own projects


working for large

contractors Very small

organisations

Illegal workforce & ‘cowboy’

builders

Our industry © Gibb, 2013

Our industry 20 years ago

Poor working practices

Large contractors

Illegal workforce & ‘cowboy’

builders

Good working practices







working for large


organisations

Still some Regions Today © Gibb, 2013

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Many Leading Regions Now





working for large

contractors

Large contractors

Very small organisations

Good working practices Good working

practices


Good working practices Illegal workforce

& ‘cowboy’ builders

Assumed trickle down

Realistic target for Lagging Regions © Gibb, 2013

Realistic medium term target Leading Regions


Large contractors




working for large


organisations



Good working practices Illegal workforce

& ‘cowboy’ builders

Assumed trickle down

© Gibb, 2013 How do we get there?

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Vision for ALL

Large contractors




working for large


organisations





© Gibb, 2013 Is this realistic? Does it help?

How to end?

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How to end? 39 Construction Fatalities in 2012-2013

1.9 per 100 000 workers

How to end?

John

John

John Mike Sue Steve Jon Jock Ali Mo Rob Mick Stu Dave Pete

Sam Joe Sean Andy Josh Toby Lee Paul Ewan Pat Tim Tom Chris

Bob Adam Max Brett Jane Ben Nik Rhys Jack Fred Jim Jan Mark

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What can we REALLY learn from the safest Olympics build?

Lawrence Waterman Alistair Gibb

what can we really learn from the safest olympics build? · howard shiplee, construction director,...

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