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

5 The Voice of the Networks

• 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”

6 The Voice of the Networks

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

7 The Voice of the Networks

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

8 The Voice of the Networks

Bradley Curve Cultural maturity ladder

Behavioural approach

9 The Voice of the Networks

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)

10 The Voice of the Networks

James Reason model Swiss Cheese model

Research models

11 The Voice of the Networks

Supporting evidence

12 The Voice of the Networks

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

13 The Voice of the Networks

‘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

14 The Voice of the Networks

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

15 The Voice of the Networks

HSL “Make it Happen” Model

16 The Voice of the Networks

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

17 The Voice of the Networks

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

18 The Voice of the Networks

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

19 The Voice of the Networks

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