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Contents
A.
B.
C.
D.
E.
F.
The PBBS data, Graphic Displays of Data and Analysis of Data ............................................................ 15
G.
H.
I.
Summary .................................................................................................................................................. 33
J.
Appendices .............................................................................................................................................. 34
Page 1 of 34
A. Identifying Information
Name of Organisation
Costain Ltd
Page 2 of 34
Page 3 of 34
Page 4 of 34
Ground Works
Mechanical Installation
Drainage installation
Electrical Installation
Earthworks
Commissioning
Road Construction
Steelwork
Steel Fixing
Concrete Placement
Site Investigation
Shuttering
Joinery
Road Maintenance
Page 5 of 34
AFR = 0.45
AFR<0.2
st
AFR = 0.14
The UK construction market is such that there is a very transitional workforce who may only be on site for
very short period of time, or who comes to site to carry out very specific work activities.
Page 6 of 34
Ages
16 to Retirement age, this would typically be 65, however changes to the law now means that there is no
prescribed age where a worker has to retire.
Experience
Workers will have a diverse range of experience based on their age, experiences to date and time spent in
our industry.
Training
Training is a key element of our BE SAFE Strategy; it comes under the Competence Section. We require
that everyone who works for Costain can demonstrate that they have the appropriate level of training for
the work they are engaged to carry out.
Where the workers are directly employed they will have a progressive programme of training identified for
them, this is typically identified on a projects training matrix and plan.
Where agency or temporary workers are engaged, we ensure that they have the appropriate training for
their role and will provide further training as appropriate to the projects needs or as and when their roles
develop.
Where workers are employed by our supply chain we expect to see that they are included on the supply
chains training matrix and plan.
See Appendix C for an example of a training matrix.
Safety Training
As a minimum requirement all workers are required to possess a valid and appropriate Safety Training
Card for the UK construction industry.
Typically this would be:
CSCS card for workers both skilled and unskilled
CPCS card for plant operators
This is a mandatory requirement and cards are checked at induction and periodically through the life of a
project.
Safety training is delivered in the same way as discussed in the section above, with each project and
subcontractor having a training matrix and training plan.
Page 7 of 34
Education
The educational base of our workers is extremely diverse and will depend on their trade.
For example a general worker may have left school at 16, whilst an instrument technician may have gone
to college or university and gained the associated qualifications.
We also operate apprentice schemes, sponsor workers to attend the National Construction College and
where appropriate sponsor them to attend college or university to progress their educational base.
Health
Workers health is monitored as appropriate to the project and will generally follow a risk based approach.
We require workers who are in high risk roles to have a valid and up to date medical, e.g. Crane
Operators, Scaffolders etc.
Where workers may be exposed to specific health risks e.g. radioactive material, hand arm vibration,
working in contaminated works, we set up specific exposure and health monitoring systems for the project.
We also take a proactive approach to health through educating the workers on subjects such as hygiene,
manual handling, healthy eating and hydration.
We also provide the facility to have a Health Check Up with a qualified medical person.
The above relates to anyone who works on a Costain Project and is not limited to directly employed
workers.
Safety Records
Workers safety records are monitored for trends to help us identify if we have any particular problems or
training needs
Page 8 of 34
D. Safety Concerns
Costain has a stated Value that Safety Health and Environment (SHE) is our No.1 Priority and in order to
achieve this we must continue to improve our performance in this area.
Costain safety performance, (based on AFR data), since the year 2000 has shown a general downward
trend.
The initial downward trend can be attributed to the implementation of our Procedures and Guidance Manual;
however between 2003 and 2006 the performance had reached a plateau.
The start of CBS in 2006 led to a step change improvement in safety performance.
These trends can be seen in the following graph which charts Costains AFR between 2000 and 2010,
1
0.9
0.8
0.7
0.6
0.5
0.4
BBS on JV Projects
0.3
0.2
0.1
0
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
It became obvious that to continue to drive our SHE Performance forward and continue to reduce our AFR
we had to do something different, we were confident that our systems and procedures were robust as we
had accreditations and audits to verify this, however our performance was varied which lead us to the
conclusion that we needed something to address our peoples behaviour.
In 2005 two of our large Framework Projects, 4D and UU, both with a 5 year programme of work ahead of
them piloted two Behavioural Based Safety Programmes, the results over the following years showed a
significant impact on the Frameworks Safety performance which helped to deliver an improved safety
performance at group level.
The following graph charts one of the pilot programmes, 4Ds, AFR performance over the 5 year period.
Page 9 of 34
0.40
0.35
0.30
0.25
0.20
Monthly AFR
0.15
0.10
0.05
0.00
Apr-06
Dec-06
Aug-07
Apr-08
Dec-08
Aug-09
Apr '10
Dec '10
In 2008 it was decided to commence adopting a behavioural approach to safety across the wider business
and training started to be rolled out.
In 2010 Costain appointed a dedicated Costain Behavioural Safety (CBS) Delivery Manager to give CBS a
focal point, build on its success to date and deliver a step change to our safety performance.
The CBS Delivery Manager reports directly to the Divisional Managing Directors as opposed to the SHE
Director and is one of the Framework Managers who piloted the original programmes. The reason we have
adopted this approach is that a fundamental principle of CBS is that it is lead by Management and supported
by our SHE Teams.
Page 10 of 34
The CBS Programme is based on the work carried out by the two pilot programmes, the results they
achieved and understanding what worked and how it can be applied to the specific needs of our business.
The over arching principle of CBS is Leadership and Engagement, as such we have adopted a top down
leadership approach, using the key principles of Applied Behavioural Science along with a suite of tools to
aid implementation. This approach has ensured that CBS was developed to address the specific needs and
requirements of the Costain Business, which included addressing the issues of having a predominantly
transient workforce and the short duration of projects.
Injuries decrease
Page 11 of 34
Training
The approach to training focuses on top down; this is to ensure that we develop a sustainable CBS model
where everyone in the delivery chain of command, including our supply chain, clearly understands the
impact and consequences of their behaviours on their direct reports.
Costain working with Hollin Consulting developed four bespoke Costain Behavioural Safety Training Courses
designed to address the specific needs, of the different levels within the company. We also developed and
produced a CBS Training Booklet which included Costain specific examples of how CBS has been used to
make improvements as well as to illustrate key learning points.
The four levels of training are delivered through a combination of Hollin and Costain trainers.
Type of Course
Duration
Delivered by
Executive Board
2 x 4hr modules
Hollin
Senior Managers
Hollin
Workers
2 x 2hr module
Hollin
Each Project develops its own CBS Training Plan which identifies everyone on the project, what training they
require and would normally include, staff, directly employed workers, subcontractors and client members of
the project team.
It is worth noting that several of our Executive Board have subsequently attended the Senior Managers
course as well.
Key elements of the course syllabus include:
Consequence Analysis
Pinpointing Behaviour
Feedback
Analysing Behaviour
Measurement
Consequence Types
Shaping Behaviour
Page 12 of 34
At the end of the Managers and FMS courses, delegates are required to produce a Behavioural
Improvement Plan (BIP) that they will then carry out over the next 4 to 6 weeks, at which point they feedback
to their group on what they achieved and how they achieved it.
See Appendix E for information on numbers trained
Implementation
Training is only the first step of our CBS Programme, it is designed to engage, educate and equip our people
with a fundamental understanding of the principles of Applied Behavioural Science and how to apply it in the
real world.
Once training has been undertaken, it is up to individuals and leadership to implement the principles of CBS
in the work place; this is driven and supported by our management teams.
To aid implementation we have produced an Implementation Pack designed to help teams look at things in a
different way and provide them with a number of tools to support CBS on a project. The Pack has been
designed to provide a Simple Guide to Implementing CBS on a Project, it comprises of an Implementation
Guidance Booklet and a set of CBS Tools.
Each Project is required to produce a CBS Implementation Plan that looks at and addresses the specific
needs of the project. It includes when training is scheduled to be delivered, the projects choice of tools that it
intends to use and when they intend to implement them.
It should be noted that this is a live plan and if a particular tool is not working or the projects data tells them
they need to do something different, then the plan should change to reflect this.
See Appendix F for an example of a CBS Implementation Plan
Whilst we have developed an initial suite of behavioural tools it is expected that over time teams will adapt
and develop their own CBS Tools that are appropriate to the their specific issues, these will be identified and
driven by data captured at a project level, which in turn will be used to make the decisions that really will
make a difference.
The principle of the CBS Implementation Plan is to identify and make focused and often small changes in the
project teams behaviour, in a structured and measurable way.
As part of the Implementation Plan, each Project is required to nominate a CBS Champion responsible for
driving and implementing CBS on the Project.
Each Champion is an Operational Member of the Projects Senior Management Team and is appointed in
writing by their Sector Director, this ensures that the Sector Directors are engaged with CBS, made aware of
the impact of their behaviour on the project team and made part of the CBS consequence chain.
A key feature of CBS is that it is designed to address a projects individual need and is based on
implementing a series of tools across the projects lifecycle. Consequently when we are operating with a
client who has a Behavioural Safety Programme or are working in a Joint Venture where our partner may
have a Behavioural Programme, we are able to integrate their programmes and tools into the Projects
implementation plan.
We have been successful in achieving this with our client at Sellafield Ltd where we integrated their Human
Factor tools into our implementation plan and combined their training into an additional bolt on module.
We have also worked with our Joint Venture Partner Skanska and integrated their behavioural Observation
Programme into the projects implementation plan.
In addition to this our Client London Underground has asked Costain to provide CBS training to 60 key
London Underground staff who are not working on Costain Projects.
Figure 1 depicts the principle of Behavioural Science sitting at the core of our CBS Programme and that
projects then select CBS tools that are appropriate for the project.
Figure 2 depicts how CBS fits into the Costain BE SAFE Strategy along with its constituent parts. It
demonstrates that there is a need for some quick win tools that will have a relatively quick impact on worker
behaviour as well as long term cultural change tools, the blank boxes represent the fact that other tools will
be developed to suit the needs of the business or project.
Page 13 of 34
Names on
Helmets
RF Card
Road Shows
and TBTs
Client /
Partner BBS
Tools
Behavioural
Science
Culture
Survey
Simple
Observation
Scheme
Engagement
& Comms
Hazard
Recognition
Charity
Donation
Figure 1
Figure 2
Page 14 of 34
Importance
These measures are important to the business as they are how the company
and wider construction industry bench marks itself. In addition to this these are
two of the measures that our clients judge our SHE performance
Due to the low number of Incidents it is often hard to identify any trends
How is it Collected
Ensuring Accuracy
Importance
This data set helps to identify what is likely to happen next and hence allows
us to implement proactive measures to minimise the likelihood that a similar
more serious incident does not occur.
We have also found that this is a good measure in identifying the level of
engagement with both CBS and wider SHE aspects on a project.
Consequently there are a number of initiatives to increase the level of reporting
in this area
How is it Collected
Data is collected by projects on a daily level and then incorporated into monthly
returns from site
Ensuring Accuracy
Data gets checked during monthly inspections, data gets verified through the
use of anonymous RF card surveys
Page 15 of 34
Data
Importance
How is it Collected
Ensuring Accuracy
The SHE advisor is independent from the project, normalisation days are held
for the advisors to ensure consistency in scoring &approach.
Data
Importance
This is a key in measuring whether projects are truly engaging with CBS and
have an organised and planned approach.
How is it Collected
Ensuring Accuracy
Data
Importance
This gives an indicator as to the level the projects and Sector Directors are
engaging with CBS.
It provides evidence as to the interactions that are going on between directors
& PMs & ensures that Directors know what their projects are doing
How is it Collected
Ensuring Accuracy
Data
CBS Ratio
Total No. of Near Misses, Hazards and Observations / Total No. of Accidents
Importance
How is it Collected
Ensuring Accuracy
Data
Importance
How is it Collected
Ensuring Accuracy
Page 16 of 34
Engagement with the CBS Process is measured using a combination of metrics which are weighted
dependant on importance. Figure 3 provides a snap shot of this engagement data along with an overall
engagement score.
Division
Environment
Nuclear
Project
Evap D
31
Berkley Framework
31
Trawsfynnydd
Capping Roofs
31
85
85
MAC 14
FMS
MAC 12
FMS
MAC 10
FMS
MAC 7
FMS
E and SE
Framework
FMS
Bidston Moss
90
90
M1 J10-13
88
4D
UU AMP5
4D
STW AMP5
29
4D AMP5
40
40
GMW
FMS
Highways
Water
FMS
Infrastructure
Waste
St Georges,
Lincolnshire
4D
Env Other
Lewisham Schools
Education
Bradford Schools
GSD
GSD
Sector
93
15
75
66
73
100
4D
4D
21
73
100
69
100
100
4D
78
100
86
91
63
TBC
90
100
81
CBS Ratio
12
26
42
73
180
96
33
33
56
14
19
57
34
49
49
36
39
50
50
13
96
115
578
61
89
299
203
16
38
30
28
107
305
272
188
100
FMS
90
66
66
93
4D
4D
99
73
FMS
77
100
100
4D
FMS
FMS
100
86
Appointed in Writing
Training Plan
Implementation Plan
26
36
28
26
35
Y
13
26
11
18
26
19
Y
17
28
27
27
10
10
10
10
31
14
33
Y
Y
29
30
Figure 3
Figure 4 is a snapshot of the CBS Measurement Data; it uses the engagement data from Figure 3 to identify
Project Engagement as well as other the data from both leading and trailing measurement.
It measures and tracks the rolling 12 month trends for this data set and uses a simple Red / Amber / Green /
Blue coding for a Projects / Sectors / Divisions performance.
Environment
Isabel Coman
Llion Evans
Tony Kopec
Simon Atwell
Matt Butler
MAC 10
MAC 12
MAC 14
Trawsfynnydd
Capping Roofs
Berkley Framework
Evap D
Rob Phillips
Clive Loosemoore
MAC 7
Simon Atwell
Clive Leadbetter
E and SE
Framework
PA
Andy Clarke
Andy Bannister
Andy
Bannister
Bidston Moss
M
PA
Phil Davies
Simon Ellison
Simon Ellison
M
MC
Doug Coutts
Bruce Richards
M1 J10-13
L
GK
John Madden
Flat
Richard
Scrase
Up
Ray Dennis
Welsh Water
12
Simon Radley
164
Simon Radley
UU
20
Bill Lomas
Mark Lloyd
14
STW
Barry Mitchell
Barry Mitchell
No of Minors
M
MH
4D
No of RIDDORS
Phil Risbridger
Nuclear
Craig Reede
Rail
Jerry Hayes
Parkway, Newbury
Highways
John Boyd
Kevin Miners
St Georges,
Lincolnshire
AB
Project
Water
Paul Howells
David Woodhouse
Clive Kraus
Lewisham Schools
CBS Champion
Infrastructure
Waste
GMW
Kevin Miners
Matt Robinson
PM
Phil Parsons
Bradford Schools
Env Other
Carly White
Education
GSD
GSD
Craig Snow
July 2011
44
19
44
12
11
34
21
18
21
12
434
494
157
83
458
437
1078
575
228
1123
223
110
303
211
111
170
34
49
26
42
73
180
96
33
33
56
14
19
57
34
49
623
52
Flat
Flat
Down
Flat
Up
Flat
Up
Up
Up
Down
Flat
Flat
Flat
Down
Down
Up
Flat
Up
Up
36
39
50
50
13
98
116
578
61
89
299
203
16
38
30
28
107
305
272
188
Up
Flat
Flat
Flat
Flat
Flat
Up
Flat
Up
Up
Up
Flat
Up
Flat
Down
Flat
Flat
Down
Flat
Up
Up
Engagement
CBS Ratio
Blue
Very High
>100
>200
Green
High
65 to 100
100 to 200
Amber
Medium
25 to 65
40to 100
Red
Low or Non
<25
<40
Figure 4
Page 17 of 34
Figure 5
Page 18 of 34
Figure 6
The success of CBS and a project realising sustained improvement as demonstrated in the previous two
graphs, is dependent on getting people to use what they have learnt in the day to day running of our
business, as such the Project Implementation Packs help to support our project teams by providing simple
guidance and providing a number of tools that they could use.
The CBS Implementation Plan helps a project to identify where the issues are on the project and hence
allows the team to focus its efforts on being proactive and adopting a Behaviourally sound approach in
increasing the levels of safe behaviour.
The tools have been designed around the principles of applied behavioural science and on what we have
found to work, examples of these tools are:
Some of the tools focus on collecting local data on specific behaviours that the project team believes are
safety critical, whilst others focus on creating and maintaining an Environment that will allow desired safe
behaviours to thrive or how we can shape workers behaviours.
Whichever tools a project selects to use they need to address the specific needs and issues of that particular
project.
As CBS develops and matures on a project, the project teams are asked to develop their own tools that we
can add to the Toolbox an example of this is the BBS report card developed at Bidston Moss.
See Appendix G for example of Bidston Moss BBS Report Card.
The following four case studies explain the tools and type of data that a project may choose to implement
collect and act up on, they also demonstrate positive results they attain.
Page 19 of 34
% Safe Behaviour
70%
60%
50%
40%
30%
20%
10%
0%
0
Week Number
Figure 7
Page 20 of 34
They would collect the data during the start of shift briefing in the morning
Hazards / Near Misses would be captured by the person delivering the start of shift briefing by
writing on the briefing sheet what had been observed by the workers, this also meant that the
foremen had to actively engage with the workers
The Site Manager would then categorise the data captured against 12 specific categories, as data
points this gave the project team real time data on where the hazards were on the project at any
point in time and allowed proactive measures to be implemented.
The site manager was to ensure that all high potential near misses were then formerly reported as
per the company procedure.
The site manager was only required to submit numerical data, against the 12 categories, to the
Construction Manager on a monthly basis to allow a framework review of any trends which was then
feedback to the projects.
The result was that Near Miss reporting increased from an average of 10/month to 154 and stayed above
100 for the next 6 months and above 70 for the following 6months, this drop can be attributed to the
workload in the framework dropping by 2/3rds.
Figure 8 shows the rolling 12 month data for near miss reporting, total number of accidents & CBS ratio on
the Framework.
1200
1000
800
600
400
200
Jun-11
Apr-11
Feb-11
Oct-10
Dec-10
Jun-10
Aug-10
Apr-10
Feb-10
Oct-09
Dec-09
Jun-09
Aug-09
Apr-09
Feb-09
Oct-08
Dec-08
Jun-08
Aug-08
Apr-08
Feb-08
Oct-07
Dec-07
Jun-07
Aug-07
Apr-07
Figure 8
It is also worth noting that the AFR for the Framework has been zero since the introduction of this initiative.
Page 21 of 34
Figure 9
Figure 10
The Contracts Manager started to engage with the 85 workers who were participating in the road show, very
quickly he found that there were a number of supervisors who were simply not carrying out start of shift
briefings but were getting their teams to sign that they had received one.
The Project Manager and Works Manager were astounded; they thought everything was OK, they had been
checking that sheets had been signed. Their immediate reaction was to try and find out who the problem
supervisors were and punish them.
The Contracts Manager pointed out to them that it was perhaps they who should be punished as they had
been sat in an office checking that pieces of paper had been filled in as opposed to physically going to see
and understand what was actually happening.
The agreed action was for the Project and Works Managers to engage with the supervisors and understand
why this was happening and then come up with a shaping plan to change the behaviour.
This was carried out and they found that the supervisors need some training in how to effectively
communicate and in what they should be delivering. They also ensured that they periodically attended the
start of shift briefings to check on what was being carried out and to reinforce the supervisors.
The questions were asked again on the next road show & received a significantly more positive result.
A side effect of this case study was that it was discussed at the next foremans forum where it was identified
and agreed that the staff foremen required their own effective communication training course as not all of
them were confident in delivering briefings or wanted to improve the quality of their briefings.
Page 22 of 34
No service strikes
Zero Complaints
If the workers achieved both the production and behavioural targets they got the full bonus, if the workers
achieved the behaviour target but missed the production target they got 50% of their bonus.
However if they achieved their production target but missed their behaviour target they got no bonus.
The result of implementing this scheme was that the pipeline was finished 3 weeks ahead of programme, the
team negotiated over 270 services without hitting one; this was especially impressive as over 50% were
uncharted.
In addition to this there were no quality issues and the team received letters of thanks from several
stakeholders and residents along the route.
These positive results lead to the worker receiving an additional discretionary bonus and the company was
awarded additional work by the client.
Not all of these tools are suitable for use on all projects, but when they are used the change in behaviours
and following results have been outstanding.
We have also found that the CBS Training on its own is often enough to have an impact on an individuals
behaviour, such that they seek to increase the safe behaviours of others around them. This can be
demonstrated with the following case study.
Page 23 of 34
Since undertaking the training, the supervisor has addressed the reasons why the dumpers get overloaded
and has gradually shaped his behaviour and those within his team, to ensure that they are always working
as safely as possible.
He attributes the success of the training to the fact that he now feels more comfortable being vocal with the
workforce. The training has affected the way he works on a daily basis and he has noticed that he finds that
he is consistently challenging unsafe behaviours and reinforcing safe behaviours, which in turn has improved
his hazard awareness.
DESCRIBE THE
PROBLEM
TARGET RESULT
Workforce to understand
and follow rules.
T-cards to be place in
correct holder - replace
when needed.
RECOMMENDED
CONSEQUENCES
OBSERVED
IMPROVEMENTS
Speak to supervisors
from all companies and
suggest wagons be
unloaded in a temporary
location, & for materials
to be moved later on.
Give toolbox talks on
obstructing main roads
through site.
Number of vehicles
blocking walkways and
roads throughout site
has reduced
dramatically, with people
giving feedback to
continue improvement.
Reduced number of
Workers walking in haul
road, although still
occurring due to
pedestrian walkway
being blocked. BBS
Card submitted.
Problem not been
repeated since - T-cards
being used in correct
manner.
Page 24 of 34
Encourage workforce to
place correct waste in
designated skip.
To encourage all
aspects of the site to be
tidied and maintained
daily specifically
improve the Dis Plant
Set ups.
Reduction in incorrect
usage of skips observed.
Change environment
Access Lighting being
moved, and used as
Task Lighting
Access Lighting to
remain in place
- spray symbol at
permanent lighting
locations so removal
can easily be identified
Give workforce
opportunity to tidy up
and then punishment for
those who continue to
leave rubbish
Rubbish placed in
rubbish bin at smoking
huts
Rubbish places in a
rubbish bin
Page 25 of 34
G. Sustained Improvement
The CBS Programme has been able to demonstrate not only local sustainable improvements as discussed
in the previous section, but can also demonstrate long term sustainable improvement.
Figure 11 charts Costains AFR over the last 10 years, the graph demonstrates a sustained improvement in
the companys performance over this period, the improvements since 2007 can largely be attributed to the
introduction and implementation of the CBS Programme.
1
0.9
0.8
0.7
0.6
0.5
0.4
BBS on JV Projects
0.3
0.2
0.1
0
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Figure 11
In addition to this we can demonstrate a sustained improvement in SHE Performance over a 5 year period
with the following two sets of data.
Page 26 of 34
Figure 11
The data clearly demonstrates that there is a significant difference between the performance of the two
construction managers and their teams and that CBS really does make a difference.
4D Framework Data
Our 4D Framework commenced their CBS programme in 2006.
On this framework the CBS programme was driven and lead by the Framework Director, the results clearly
show an outstanding SHE Performance, Figure 12 charts their AFR over the 5 year period, it is worth noting
that they achieved an AFR of Zero for over 3 years during which time they worked in excess of 7 Million man
hours, the jump in AFR in Jan 11 is the result of a single injury.
0.40
0.35
0.30
0.25
0.20
Monthly AFR
0.15
0.10
0.05
0.00
Apr-06
Dec-06
Aug-07
Apr-08
Dec-08
Aug-09
Apr '10
Dec '10
Figure 12
Page 27 of 34
1. Communication
We have used the principles of ABS to help us improve the way we communicate, this has ranged from
changing the content and style of our communications, through to where we put notices that we want
people to read, to how and where we deliver briefings.
For example we now use the space on the back of the toilet door, above the urinals and next to the kettle
to place notices that we would like people to read, we have carried out a number of experiments to see if
this works.
We have also worked with project teams to get them to communicate face to face with workers as
opposed to simply putting notices up.
We have worked on the content and style of our communication, keeping communication short and to the
point, using appropriate imagery and telling them what we want them to do.
We also use the RF Cards in the wider business to test for knowledge, during and after briefings as well
as within the various training courses we deliver.
Page 28 of 34
4.
There are many more examples of CBS affecting family life such as this one. Virtually every course
results in some improvement projects being directed at improving life at Home.
5.
Alan Kay
MD
Darren James
Charles Sweeney
Peter Fisher
MD
MD
SHE Director
Figure A
Page 29 of 34
Divisional Level
Within each of the three divisions there is an Executive SHE Leadership Team, these teams meet on a
monthly basis and have a dedicated meeting to review the safety performance of the Division and it
Sectors.
The Divisional Executive Leadership Team generally deals with the operational needs and issues of the
business,
Figure B indicates the typical make up of a Divisional ESLT.
Managing
Director
Sector Dircetor
Sector Director
Sector Director
CBS Delivery
Manager
Divisional SHE
Manager
Environmental
Manager
Health and
Wellbeing
Manager
Figure B
SHE Leadership Teams are also in existence at subsequent levels in the business, i.e. similar structures
to Figure B occur at the Sector Director Level, Framework Level and Project Level.
Response to Data
The ESLTs have dedicated SHE meetings to ensure that issues surrounding SHE are listened to and
addressed appropriately. By having these dedicated meetings the Managing Directors are sending out a
very clear message that SHE is one of our core values and needs dedicated time to review and discuss.
The CBS Programme has been designed to ensure that there is a CBS consequence chain from
Managing Director to Worker. This has been done through the requirement for Sector Directors to
formerly appoint, in writing, CBS Champions for their projects.
Consequently when there is an issue on a project, specifically around CBS, the CBS Delivery Manager is
able to apply appropriate consequences, through the Managing Directors as necessary, to the Sector
Directors and on to the Project Teams.
This consequence chain ensures that leadership issues are addressed and that there is clear leadership
and ownership for any specific issue.
When data is received that highlights a specific issue on a project, it will be reviewed at the appropriate
Divisional SHE Meeting, an open discussion will then be held with points of view being tabled from
appropriate attendees. Actions are then allocated to the appropriate Sector Director, with agreed
timescales for feedback and follow up, where the issue is more complex other parties such as the CBS
Delivery Manager will work alongside the Sector Director to help resolve the issues.
Equally where there are projects or sectors with excellent performance or whom have examples best
practice, these are shared and recognised by the teams and cascaded appropriately to other projects.
This ensures that the consequence chain is used to resolve the issues and recognise good performance
through the provision of timely and appropriate consequences.
It is the responsibility of the CBS Delivery Manager and SHE Managers to ensure the accuracy of the
data and support the teams in its analysis and interpretation.
Page 30 of 34
A particular projects CBS and Near Miss Ratio data highlighted particularly low scores and downward
trends. This was brought up at a Divisional SHE meeting as a cause for concern by the CBS Delivery
Manager, who highlighted that the projects data was significantly lower than other projects in the division
and according to the CBS Data trends, increased the probability that a RIDDOR incident would occur.
The action plan was for the Sector Director to discuss the data with his project team and work with the
CBS Delivery Manager in identifying and implementing a CBS Tool that was appropriate for the project
and would address the projects specific needs.
Weekly feedback was scheduled between the Sector Director and CBS Delivery Manager, who
monitored and reviewed the data and trends, feedback to the Managing Director was required for the
next meeting.
Had the Sector Director failed to address the issue with his team the chain of consequences would allow
the CBS Delivery Manager to apply consequences through the Managing Director to Sector Director.
Incident Example
Following a serious incident on site that resulted in a worker turning over a tele-handler and sustaining a
fatal injury the ESLTs acted in the following way. Note this example focuses on the response following
the incident as opposed to how the incident was dealt with, which is subject to our standard procedures
and guidance.
The Group ESLT reviewed what was known to have happened and identified what needed to be
communicated immediately to all parts of the business; they also ensured that appropriate support and
advice were available to all. In addition to this the Divisional SHE Manager and CBS Delivery Manager
were tasked to review how we could adopt a behaviourally sound approach in how we communicated
and implemented the actions that were required to be carried out by the business.
An example of this is how the Frontline Supervisor Assessment was derived The CBS Delivery
Manager and Divisional SHE Manager engaged with several of the Senior Works Managers and General
Foremen in developing a simple tool that addressed their needs and the needs of the business.
Consequently when this tool was introduced, initially as a pilot and then to the whole business, there was
an immediate uptake in implementation and positive feedback received from all parties as to why we had
not done this before.
The Divisional ESLT worked with the SHE Team to identify and compile a plan of corrective measures
following the incident, this included measures to ensure the actions were implemented.
After such an incident it is imperative that Group and Divisional ESLTs have a joined up approach and
communicate a clear expectation based on the knowledge they have at any particular point in time and
share the best practice and ideas developed from the project teams.
The response to the incident is detailed below, with actions broken down into Group and Divisional
Executive SHE Leadership Actions:
Group Actions
Safety Stand Down for all projects incident briefed and expectations re-set on the operation of
plant and specifically tele-handlers;
They could design in a stability device and auto cut off when the machine sensed it was
becoming unstable;
They could design in an interlock system to ensure that the machine could only be
operated if the driver was correctly wearing the fitted seat belt.
All plant operators underwent a specific briefing, reinforced what their training and CPCS
License teaches them and requires them to do;
All tele-handlers now require specific RA and Authorisation prior to being brought onto site;
Page 31 of 34
Front Line Supervisor (FLS) Assessments have been introduced to ensure that we have
competent FLS, this is a two part assessment carried out by observing their behaviour and
performance whilst discharging their duties.
Divisional Actions
There has been a focus on what consequences are in play and how teams could change them
to encourage the wearing seat belts;
Working with supervisors to increase the vigilance of plant operators wearing seatbelts and
correctly operating the plant;
Project teams have investigated other technology based solutions such as fixing lights on top of
cab when seatbelt is being worn;
All FLS have been engaged and instructed to pay particular attention to the safe use of plant,
specifically seat belt use, and have been asked to reinforce the wearing of seat belts;
Workforce has been engaged and encouraged to be a "Critical Friend" to the drivers by
checking and reinforcing the wearing of seat belts with the machine drivers they are working
with;
Project Managers / GF's have engaged directly with tele-handler drivers to understand what
they thought could be done to support them;
Please note:
The Divisional ESLTs are responsible for discharging the actions from the Group ESLT;
The actions were not limited to the above and ongoing sharing of best practice between projects
through the Sector and Divisional Directors continues to occur.
Page 32 of 34
I. Summary
As this Application for Accreditation by the Cambridge Center for Behavioural Studies demonstrates, the
Costain Behavioural Safety Programme has had and is continuing to have a positive and sustainable impact
on not only our SHE performance, but also other areas of our business as well as in our workers personal
lives, specifically:
1. CBS has shown a sustained improvement injury rates at both a Project and Group Level over a 5
and 3 year period respectively
2. CBS has produced visible changes in safety behaviour at all levels within the business, from
Directors understanding the downstream impact of their behaviours and using behavioural analysis
to understand what the issues are, to supervisors listening and engaging with the workforce and
workers being prepared to speak up and stopping unsafe acts.
3. CBS and its training is based on the principles of Applied Behavioural Science, as such people who
have undertaken the training programme have used the principles to make a positive significant
impact in SHE. In addition to this the principles have also been used to make improvements in
other areas of our Business such as communication and engagement as well as in the personal
lives of the people who work for us.
Page 33 of 34
J. Appendices
A.
B.
C.
D.
E.
F.
G.
Page 34 of 34
Appendix A
Company Structure
Chief Executive Officer
Andrew Wyllie
Chief Executive Officer
Andrew Wyllie
ENVIRONMENT
Managing Director
Alan Kay
Water
Waste
Education
Marine
Financial Controller
Martin Hunter
Projects
Highways
Airports
Nuclear
Process
Power
Hydrocarbons
& Chemicals
Projects
Projects
Projects
Projects
Projects
Projects
Projects
Corporate Development and Strategy / Business Development / New and Emerging Market Development / Corporate Responsibility
Projects
Projects
Patrick Bruce
Investments Director
Alistair Handford
Rail
Commercial Director
Patrick Bruce
Corporate
Martin Hunter
Development Director
Alex Vaughan
INFRASTRUCTURE
Managing Director
Darren James -
Projects
Projects
Projects
Projects
Projects
Projects
Company Secretary/
Legal/Human
Resources Director
Handford
Tracey Wood
Projects
Projects
Projects
Projects
Projects
Projects
Projects
Projects
Communications
Director
Graham Read
Projects
Property
Development
Martin Burdes
Projects
Legal
Tracey Wood
Business Systems
Tony Blanch /
Bill Price
Projects
Human Resources
Director
Christina Wade
Projects
Corporate
Responsibility Director
Catherine Warbrick
Appendix B
Costain Cares
about your
environment
We operate in the built environment
where we meet national needs for
strategic investment in infrastructure.
We compete in an economic
environment where we must deliver
value for customers and shareholders.
We have to deliver our responsibilities
to the natural environment for the
benet of everyone.
We will:
deliver sustainable solutions
ensure our long-term viability
reduce waste
prevent pollution
reduce our impact on climate change
conserve resources
Costain Cares
about relationships
We encourage open, honest and
respectful communication. We believe
in strong, long-lasting relationships that
are mutually benecial.
We will:
be safe, promoting health and wellbeing
treat everyone fairly
work as partners
deliver a sustainable investment
return for shareholders
do everything that we can to be
the employer of choice
operate a collaborative and responsible
supply chain policy
support local communities
about
YOU
Andrew Wyllie
David Allvey
Chief Executive
Chairman
The best main contractors understand that in order to succeed they must secure the condence
of their supply chain. They achieve this by creating honest, safe and trusting relationships.
Nick Richards, Managing Director, WALTERS UK Ltd
Costain is a valued member of Business in the Community and we are pleased that the Company
is moving along on its sustainability journey and clearly articulating what sustainability means to the
Company through Costain Cares.
Stephen Howard, Chief Executive, Business in the Community
www.costain.com
Appendix C
Chief Executive
Directors
Op Mgt
Front Line
Mgt
Tech/Eng
Mgt
Bidding
Office Staff
SHE Mgt
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
IWA
COSS
CAT Scanning
Environmental Awareness
Site Supervisor
RPS Course
2-4
1/2
Confined Spaces
Scaffold Inspection
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
M
M
M
Contracts Manager
Head of Departments
Construction Manager
Project Manager
Agent
Site Manager
Commercial Manager
Quantity Surveyors
Foreman
Section Manager
Senior Engineer
Engineer
Planners
Chief Engineer
Design Co-ordinators
BSE/M&E
Planning Engineers
Land Surveyors
Estimators
Architects
M
R
R
M
R
R
O
Industrial Placement
Plant Managers
Plant Operatives
Section/Trade F/man
Technicians
O
O
R
O
Operatives
Site Accountant
Storeman
Office Management
Administrative staff
Office Other
R
M
SHE Managers
Appointed Person
Fire Co-ordinator
Fire Warden
First Aider
O
M
M
R
Radiation Protect Ad
Site SHE Co-ordinator
Chargehand
Environment
Manager/Advisors
Site App'd
1-3
1-2
First Aid
Fire Safety
Crane Supervisor
Hand/Arm Vibration
10
Accident Investigation
Planning/Risk Assessmts
15
Acc'g
Plant Staff
Area Manager
New Entrants
Regional Director
Senior Site
Senior Agent
Mgt
Comm Mgt
Network Rail
Projects
Job title
Executive
QS SHE Training
Duration of course
(days)
Generic
groups
Core course
titles
M: Mandatory
O: Optional
R: Recommended m:
Mandatory (as
required to meet
Network Rail
standards)
Appendix D
Appendix E
Number Trained
Manager
FMS
Operative
495
763
442
1700
Appendix F
September
Area
ID
Activity
DevelopTraining Plan
January
December
Comment
5
November
Notes
12
19
26
10
17
24
31
13
20
27
11
18
25
15
22
29
Initiation
6
Training
7
FMS Course Module 3
Delivered by Internal Trainers
FMS Course Module 4 (Feedback)
7
Ongoing
TBC
Appendix G
Simple
suggestion
Feedback on
Improvement
Develop improvement
with BBS team
Pinpoint Behaviour
(Brief description of behaviour you want to change/stop)
........................................................................................................................
.......................................................................................................................
.......................................................................................................................
Target Result
(Brief description of desired behaviour)
.........................................................................................................................
.........................................................................................................................
........................................................................................................................
Data Collection (detail the exact number of times you have observed this
behaviour):
Data Collection
At day 1, only 3
members of staff were
observed using the
designated walk ways.
Day 2 = 4
Day 3 = 7
Day 4 = 8
Day 5= 8
Day 6 =9
(detail the exact number of times you have observed this behaviour)
...............................................................................................................
...............................................................................................................
...............................................................................................................
Recommended Consequence
(detail the recommended consequence to get desired behaviour)
........................................................................................................................
........................................................................................................................
........................................................................................................................
Improvements
(has the behaviour stopped or changed)
.......................................................................................................................
......................................................................................................................
......................................................................................................................
Name.........................................( to receive feedback on any aspect of this card)
BBS Support Team member...............................................Date..........................
EXAMPLE OVERLEAF
Injuries due to slips and falls decreased and the use of walkways continued to
increase with continued feedback.