Introduction

The Dimensions of Safety Tool has been designed in response to a PSLG initiative, is supported by the ORR for use in conjunction with their RM3
model and includes the Safety Culture Maturity Model, widely recognised across the Industry.

We have identified 4 factors and associated maturity levels for each of the 6 Dimensions of Safety; in conjunction with an Industry wide Working
Group.

Instructions

Depending on your security settings, when you open this workbook, you may receive a message asking whether you want to enable or
Note disable macros. If you receive this message, please select "enable macros". If you have opened this workbook without enabling
macros, please close and reopen it selecting the correct option (enable macros) before continuing.

NOTE Each Dimension has its' own tab.

NOTE Saving frequently is recommended.

NOTE You may complete the tool in any order.

NOTE The tool has been designed to be completed during a workshop, meeting or on an individual basis to promote discussion.

NOTE Much of the tool self populates according to information input.

Each sheet may be printed on A3, the print areas are preset for you. The rows and columns have been set to autosize to fit contents. Whilst the
NOTE
contents and structure is locked, we have left the resizing options unlocked to assist.

Should you experience any issues with the use of this tool, please email both Philippa.Murphy@Networkrail.co.uk and
NOTE
Claudine.Smith@Networkrail.co.uk

1 Please read the 1-5 Safety Culture Maturity Level descriptions for each of the factors listed.

2 The yellow row underneath this detail contains a drop down selection of the word "yes".

3 Please only select one Safety Culture Maturity Level for each Factor i.e. one "yes" per row.

If you make a mistake, or change your mind regarding a selection, press the grey "reset" button in the same yellow row. Then make the correct
selection.
4 By clicking on the reset button(s) the original tool programming is restored. You may take advantage of this when revisiting the tool as intervention
plans are delivered or to review your progress at a later date. NOTE: If you type in your own interventions or actions in the Intervention Plan
Sheet, please back up your work or similar to avoid loosing this information when clicking on the reset buttons.
We are measuring Safety Culture Maturity and action planning. Should you find you are "between" levels it is suggested that you choose the
lower of the two i.e. if you establish that you can identify with some of calculative (level 3) and some of proactive (level 4) of Leadership - Level of
5
Investment in Safety, then place a "yes" under calculative (level 3). This will give you the best visibility of where you are doing well, and what your
opportunities for improvement are.

6 The Summary Sheet reflecting your results in a simple format is preset to round down

The Working Group identified particular actions or interventions that may be implemented to develop safety culture maturity i.e. develop from
pathological (level 1) to reactive (level 2). After placing your "yes" under the relevant maturity levels, the actions / interventions identified to assist
7
with this will appear to the right of the screen i.e. placing your "yes" under pathological (level 1) will result in the actions / interventions identified to
progress to reactive (level 2) will appear.
The "Intervention Plan" Sheet provided will be populated with these suggested actions / interventions for you. Left clicking on the shape shown
below (when in the "Intervention Plan" sheet) will allow you to edit the action / intervention suggestions. Please edit as required and add your own
activities to build your plan. You may add rows to the "Intervention Plan Sheet". This will allow you to allocate actions or interventions to multiple
owners.

8 Click Here to Allow

Editing of the
Suggested Actions /
Intervention

The "Intervention Admin" worksheet has been left visible for your reference. It contains all of the actions / interventions suggested to progress or
9 improve your safety culture maturity from one level to the next. The content is locked. However the sheet may be printed to help promote
discussion, identify areas for improvement or communicate current successes.

Leadership
Level of Investment in Safety.
Select One Of The Maturity
Ratings Per Factor using the
drop down option.
Engagement of Senior, Middle Supervisory management only engaged
and Supervisory Management in in safety when reacting to incidents.
Safety Programme.
Select One Of The Maturity
Ratings Per Factor using the
drop down option.
Safety Tours.
Select One Of The Maturity
Ratings Per Factor using the
drop down option.
Leadership Communications.
Select One Of The Maturity
Ratings Per Factor using the
drop down option.
345348457.xls
Pathological
Investment limited to provision of basic
PPE and legislative minimum
requirements. Leadership visibility on
safety is limited to reacting when incidents
occur.
Middle management focus is on safety
reporting data not rectifications. Senior
management function is limited to
receiving safety reports rather than on
analysis and learning.
In line with Network Rail guidelines,
conduct a minimum of 6 Safety tours per
year.
The use of management Promises and
Pledges is minimal and are not carried
through to action plans. Communications
to workforce is minimal; and no feedback
is sought from them. Safety Forums are
held as a one way communication tool.
Reactive
Management are interested in improving
basic safety provisions. Safety tours are
conducted but rectifications not
completed by management in time
agreed (or no timescales are set).
Management have visible interest in
safety programmes and in disseminating
safety information. Listen to safety
concerns from front line staff but little
action. Rectifications or changes to safety
programmes only made in response to
safety incidents. Middle management
focus tries to balance safety and
productivity but feel more pull to delivery
and productivity.
Management conduct more than the
minimum number of safety tours. Tours
are followed by action planning for closing
out issues identified which management
follow up, mostly when prompted.
Communication strategy under
development. Communications to
workforce is minimal; and feedback is
sought with action planning being scoped.
Maturity Rating
Calculative
Management have an interest in including
the workforces input into safety
programmes as evidenced by the backing
of safety action groups. Workforce are
included due to feedback from
management. Near misses begin to be
reported. There is a recognition of the use
and importance of a behavioural
approach to safety but this is limited to
pockets of the organisation.
Senior Management interest in a
behavioural based approach to safety and
initial engagement of Front Line staff
interest, from those who volunteer.
Management involved willingly in safety
meetings. Visible communications from
senior managers on safety messages and
backed up with action. Best practice is
identified and shared internally. Pockets
of usage of safety coaches from
workforce/supervision.
Management proactively seek to conduct
more than the minimum number. Their
safety tours usually include understanding
the behavioural elements of what is
causing unsafe acts or unsafe conditions
and these are included in action planning
to close out issues identified. Clear
communication of management
commitment and participation at
Supervisory and Middle levels. Style of
tour is more instructional and process
orientated.
Clearly defined communication strategy.
Leadership response to feedback /
comments from workforce delivered in a
meaningful and honest manner.
Consistency of cascaded messages is
monitored. The safety vision of the
business is clearly displayed and
leadership communications are used in
development of business strategy.
Proactive
Behavioural safety programmes are
implemented within the company and
management provide consistent, visible
leadership at events and continue to fund
the programme. Rectification of
management controlled issues done
consistently completed and closed out
within timescales. Improving number of
near misses/close calls reported and
investigated.
Senior, Middle and Supervisory
Management training or awareness on
behavioural safety. All three levels of
management are actively involved in
safety meetings. Visible communications
from senior managers and backed up by
actions and leads to proactive
interventions. Best practice identified and
shared internally. Consistent use of
safety coaches from
workforce/supervision with support in
place for the sustainability of these.
Management proactively seek to conduct
more than the minimum number, but there
is an understanding that the quality of the
tour makes the difference. Their safety
tours always include understanding the
behavioural elements of what is causing
unsafe acts or unsafe conditions and
these are included in action planning to
close out issues identified. Clear
communication of management
commitment and active participation at all
levels of staff in the safety tour. Best
practice is identified and used internally.
Style of the safety tour is conversational
and focuses on listening, followed by
action.
Clearly defined communication strategy.
Leadership response to feedback /
comments from workforce delivered in a
constructive and timely manner.
Monitoring of consistency of cascaded
messages. The safety vision of the
business is clearly displayed. Leadership
communications used in development of
business strategy. All employees are
made aware of their impact on achieving
the safety vision of the business.
Promises and Pledges and Action plans
are communicated, managed and
maintained. Best practice is identified
and shared internally.
Generative Suggested Actions or Interventions
Well managed and engaged behavioural
based safety approach in place which is
primarily maintained by the workforce but
managed by visible, honest management
actions. This workforce includes office
based and design staff as there is a
recognition they impact on safety.
Communicated and maintained to
schedule with measurement and
scorecard tools in place. High levels of
ownership and engagement as evidenced
by consistently high percentage of
attendance at groups
Senior, Middle and Supervisory
Management are all trained in BBS and
proactively involve themselves in safety
meetings at all levels of the organisation.
Visible and engaging communications
from senior managers throughout the
organisation regarding safety.
Management constantly strive for more
engaging ways to communicate.
Communications from all levels is backed
up with immediate action on promises or
pledges. Best practice identified and
shared within organisation, Supply Chain
and Industry. Safety coaches are actively
engaged and workforce/supervision
throughout the organisation with
consistent sustainability of these.
Management proactively conduct more
than the minimum number of tours Senior
management from functions such as
Finance, HR etc also conduct safety
tours. Their safety tours always include
understanding the behavioural elements
of what is causing unsafe acts or unsafe
conditions and these are included in
action planning to close out issues
identified. Clear communication of
management commitment and active
participation at all levels of staff in the
safety tour. Best practice is identified and
used internally and shared with Supply
Chain. Supply Chain actively involve
themselves in improvement plans. Style
of the safety tour is conversational and
focuses on listening, followed by action.
The vision / mission / purpose of the
business is clearly displayed and all
employees are engaged in contributing to
achieving the safety vision of the
business. Best practice is identified and
shared with Industry. Active engagement
with stakeholders with their staff, cross
functionally and within Industry.
Leadership

Technologies Pathological
Training Basic minimum technical training.
Training is task based and delivered in a
paper based or PowerPoint based style.
Training continues after implementation of
technology
Focus is on qualifying for competence /
role.
Reactive
Training requirements are understood and
designed with consideration to learning
styles and delivery requirements. It is
task based training which is completed /
rolled out before technology is
implemented in accordance with a clear
training delivery plan. Refresher training
is available but there is no mechanism in
place to identify when this is required.
Maturity Rating
Calculative
Inclusion of behavioural training / impacts
delivered as part of task specific training.
Observable outcome based training
methodology is used. The availability of
refresher training is clearly communicated
and through continuous assessment,
requirements are identified for this,
quickly followed by re-delivery of the
training.
Proactive
New methods of training delivery explored
and exploited. Behavioural Safety is fully
integrated in all training packages for new
starters and is also available as stand
alone packages where relevant.
Post implementation of new technology
there is continuous validation and
verification of the specified learning
requirements and of the observable
outcome definitions.
Generative Suggested Actions or Interventions
Learning is package such that it can and
is communicated into the Supply Chain
and shared with Industry.
Training features in accident investigation
process and lessons learnt as a result;
these are fed back into the training
delivery approach and continuous
improvement can be identified in strategy,
delivery and observable outcomes.

Select One Of The Maturity

Ratings Per Factor using the
drop down option.
Usability
Only Budget dictates what technology can Usability of the technology is only User Acceptance Testing in design and
be used; not requirements or suitability for explored as a result of incident procurement is done in response to
purpose. investigation. competition in the market and client /
customer requests. Lessons learnt are
captured and shared internally as part of
a commercially aware competing
business approach.
Dynamic feedback mechanism allows
usability checks for current use / audience
after original approvals for use.
Alternative technological solutions are
investigated internally and externally. The
client is invited to and involved with the
User Acceptance Testing process.
Knowledge, findings and experiences are
shared internally and with supply chain.
Commitment to continuous improvement
in design. Revisiting User Acceptance
Testing results and learning from them in
new design. Knowledge, findings and
experiences are with Supply chain and
Industry.

Select One Of The Maturity

Ratings Per Factor using the
drop down option.
Innovation
Product acceptance testing completed
within timescales as required.
There is a cost restraint on decisions to
be innovative. Innovation is also limited
by lack of technological skill base and
lack of optimisation of new innovations.
Implementation of Safety related
technology is led by external
expectations.
Sustainability of technology is included in
strategy / business approach.
Methodologies like Six Sigma or similar to
identify opportunities to innovate and
improve are in regular use. Cost benefit
analyses are done to represent long term
advantages of innovating.
Leads Industry in terms of identifying and
using new safety related technology.
Integration of continuous improvement
processes. Open channel of
communication / feedback from those that
use the product, service etc.
Recommendations from feedback are
picked up and integrated holistically.
Supply chain and Industry are integral to
design and innovation processes. An
open culture of shared learning
knowledge is propagated and the
approach is shared with Industry via
external forums or similar in order to
contribute to Industry development.

Select One Of The Maturity

Ratings Per Factor using the
drop down option.
Safety in Design.
End user requirements included in design
of assets and equipment in a reactive
manner i.e. in response to client request.
Reviews of designs are focussed on
technical compliance.
In addition to CDM minimum compliance,
reactive design changes utilised in
response to client / customer
requirements. Reviews of designs are
essentially concerned with technical
compliance but include end users.
Design Risk Management is focused on
producing a risk assessment as a design
deliverable. Safety risks included on
drawings.
Regular design review meetings which
include appropriate input from
construction, maintenance and end users
with discussion including safe use of the
equipment/asset. Good communication
with client. Red and green lists used by
designers. Constructability HAZOPs have
been introduced. This is done with
sporadic application but management
commitment to improve is communicated
through the line. Safety and
environmental risks included on drawings.
Actively publicising design, sharing Actively publicising design, sharing
lessons learnt and best practice with lessons learnt and best practice with
Industry. Design review meetings have Industry and Supply Chain. Design
structured input on safety requirements review meetings have structured input on
from construction, maintenance and end safety requirements from construction,
users. Constructability HAZOPs are maintenance and end users. Design risk
embedded in the design process. Design log is reviewed periodically by line
risk log is reviewed periodically by line management.
management. Staff proactively provides
feedback on equipment/asset design and
usage and this is formally registered and
included in new product design or
acceptance. Consistent quality in each
design. Management commitment to
continually improve and learn is
acknowledged and visible through actions
as well as words.

Select One Of The Maturity

Ratings Per Factor using the
drop down option.

345348457.xls Technologies

Outputs
Bench Marking Supply Chain.
Select One Of The Maturity
Ratings Per Factor using the
drop down option.
Implementation of Continuous
Improvement.
Select One Of The Maturity
Ratings Per Factor using the
drop down option.
Balanced Score Card.
Select One Of The Maturity
Ratings Per Factor using the
drop down option.
Welfare.
Select One Of The Maturity
Ratings Per Factor using the
drop down option.
Pathological
No benchmarking in place.
Continuous improvement process in place
as per ISO 9001. Actions from outputs are
either non existent or are not followed
through.
Balanced scorecard under design.
Basic compliance to Legislation and
Industry Standards. 'Shell' of welfare in
place but not used as designed.
Reactive
Benchmarking in place with plans for
consistent usage being designed.
Data collated as required by 9001. The
focus is as a reactive process where
learning is primarily focussed on negative
events and not looking for proactive
learning opportunities. Only lagging
indicators used to measure progress.
Process is in place for information
collation and measurement. Only
intermittent use of action planning.
Balanced scorecard used with lagging
indicators. Some opportunities identified
for improvement to scorecard format.
Reality and Strategy of Welfare facilities
does not match; evidenced by front line
staff raising concerns about the standard
of welfare facilities via staff forums ad
other channels. PPE provision is on a
'One size fits all' basis i.e. one size of
work gloves provided. In response to
Industry pressure, management
awareness of Fatigue, Stress
Management and other Occupational
Health issues encourages development of
measurement and support processes.
Maturity Rating
Calculative
Supply Chain benchmarked with primary
focus on costs and process adherence.
Management engagement in the process
with planning for improvement as
evidenced by action plans in place and
being monitored.
Data collated cross functionally. Two
distinct approaches exist - proactive and
reactive. Process and measures in place
to capture leading lagging indicators for
improvement. Measurements lead to
action planning with regular use.
Balanced score card used consistently
across business. Utilisation of 10% of
score based on positive safety indicators.
All management levels engaged.
Reality and Strategy of Welfare facilities
match; evidenced by positive or
constructive feedback from staff via staff
forums and other channels. Suggestions
for improvements are action planned and
implemented where practicable. Task
specific usable PPE provided and
usability verified by requesting feedback
from staff. Fatigue management process
in place but not actively monitored.
Stress awareness and Occupational
Health programmes etc. are in place for
all direct staff. Level of take-up is not
monitored.
Proactive
Supply Chain benchmarked on costs,
process and safety, with full management
engagement from company management
and Supply Chain management. Action
planning identified as a result with
commitment to continuous improvement.
Good internal communication and sharing
of best practice internally as
demonstrated by presence of process.
Data volunteered and collated as a
business-as-usual activity. Process joins
reactive and proactive interaction and
activities seamlessly. Measures capturing
leading indicators for improvement with
associated action planning. Consistent
and embedded use, utilising a workable,
usable system for data collection and
learning. This system is used across the
company.
Consistent balanced scorecard used
across business which includes 20%
positive safety indicators as part of the
score card. Opportunities identified with
action planning, timescales and
management of close out used.
Communication of best practice visible
internally. All management levels
engaged.
Proactive health management
programme in place for direct staff
including health and wellness campaigns,
focus of Welfare facilities and subsidised
health initiatives. PPE is readily available
and fit for task and user. Staff feedback
sought and acted upon to make
improvements. Level of take-up is
monitored and plans are in place to pro-
actively raise awareness and engagement
with all direct staff.
Generative Suggested Actions or Interventions
Supply Chain benchmarked on costs,
process and safety, with full management
engagement from company management
and Supply Chain management. Action
planning identified as a result with
commitment to continuous improvement
with close out within timescales identified.
Good internal communication and
sharing of best practice with Industry and
Supply Chain utilising culture of trust and
shared improvements. Information freely
shared throughout Supply Chain.
The lessons learned process is clearly
established across all functional areas,
goals are set, reviewed and updated
regularly with clear action plans in place
with effectiveness measured. Process is
proactive and communication of the best
practice and lessons learnt are visible
internally. All management levels are
engaged. Communication of best
practice and lessons learnt with Industry,
internally and with Supply Chain. There is
a very low level of repeat project or
delivery issues as the lessons learnt are
implemented consistently across the
business / Supply Chain.
Consistent balanced scorecard used
across business which includes 30%
positive safety indicators as part of the
score card. Opportunities identified with
action planning, timescales and
management of close out used.
Communication of best practice visible
internally. All management levels
engaged. Communication of best
practice with Industry and Supply Chain.
All management levels engaged.
Campaigns, focus of Welfare facilities and
subsidised health initiatives. PPE is
readily available and fit for task and user.
Staff feedback sought and acted upon to
make improvements. Level of take-up is
monitored and plans are in place to pro-
actively raise awareness and engagement
with all direct and indirect staff. Support
services for staff and families (i.e. Care
first). Gym memberships and similar
promotions. Effective and proactive
stress management, medical screening or
other Occupational Health and Safety
schemes in place.

Workforce
Activity Risk Assessment.
Select One Of The Maturity
Ratings Per Factor using the
drop down option.
Competence Management (task
and individual).
Select One Of The Maturity
Ratings Per Factor using the
drop down option.
Safety Action Groups.
Select One Of The Maturity
Ratings Per Factor using the
drop down option.
Cultural / Climate Surveys.
Select One Of The Maturity
Ratings Per Factor using the
drop down option.
345348457.xls
Pathological
The use of High level Generic Risk
assessments with no regular review and Minimal engagement and involvement
acceptance associated with it. Specific from workforce.
risk assessment performed. Risk
Assessment sufficient for the risk involved
and in compliance with legislative
requirements.
Competency records exist.
Competencies needs are identified.
Compliance with law. Specific forums or Management led safety committee.
meetings taking place. Running within Feedback led by management.
the business on a minimum basis. Led by Workforce attendance.
management as they see at as a legal
obligation rather than as a forum for
improvement or communication.
Development of cross functional non-role
specific survey. Minimal method of
completing and communicating (i.e.
paper, telephone). Central collation. 20%
max response rate. Clear context
identified by management - not
communicated to workforce. No evidence
of local ownership or action planning.
Reactive
Specific risk assessment performed.
Competency records exist.
Competencies and training needs are
identified. Assessing gaps and
opportunities to develop.
Development of cross functional non-role
specific survey. Multiple methods of
completing and communicating (i.e.
paper, internet, intranet, telephone).
Central collation. 30% max response
rate. Clear context identified by
management - not communicated to
workforce. Central collation and action
planning with minimal cascade of actions
required through the organisation.
Maturity Rating
Calculative
Relevant supervisory or workforce staff
engaged in risk assessment process.
Process is open to query, challenge and
feedback. Clear concise and specific
Risk Assessments that are focussed on
the high risk task and site specific Risks.
Learning is feedback to the wider
business. Competent delivery of briefing.
Fully briefed and understood by all.
Questions and feedback included in
briefing process.
Competency records. Competencies and
training needs are identified. Initial use of
job profiling and Behavioural markers.
Gap analysis and plans in place to
develop. Job descriptions include
behavioural attributes.
Consistent attendance, led by workforce
with management engagement. Outputs
captured as actions in minutes and
published. Actions closed and recorded
as such.
Both cross functional and role specific
surveys used. Multiple methods of
completing and communicating (i.e.
paper, internet, intranet, telephone).
Central collation. 40% max response
rate. Clear context identified by
management and communicated to
workforce. Local collation and ownership
within teams and functions to encourage
participation. Central and local collation
and action planning. Good cascade of
actions required through the organisation,
without follow up to confirm completion.
Proactive
Relevant supervisory or workforce staff
consistently and proactively inputting into
risk assessment process. Clear concise
and specific Risk Assessments that are
focussed on the high risk tasks and site
specific risks. Risk profile regularly
reviewed and updated with capability built
in to capture last minute changes that
occur. Competent delivery of briefing.
Fully briefed and understood by all.
Questions and feedback included.
Communication of best practice visible
internally. All management levels
engaged.
Implementation plans for behavioural
component (behavioural markers) to all
competencies (trainers assessors and
verifiers) (behavioural markers) workforce
supervisors and managers. 360 degree
involvement and review in organisation.
Competency matrix for all roles.
Proactive management of competence
decisions.
Outputs measured and managed
excellence communicated internally.
Workforce managed and maintained.
Process for escalation and cascading of
key safety messages proposals visibly in
place driving changes within the business.
Both cross functional and role specific
surveys used. Culture, Behaviours and
personal responsibility are included in
questions and scenarios. Multiple
methods of completing and
communicating (i.e. paper, internet,
intranet, telephone). Central collation.
60% max response rate. Clear context
identified by management and
communicated to workforce. Local
collation and ownership within teams and
functions to encourage participation.
Central and local collation and action
planning. Good cascade of actions
required through the organisation, without
follow up to confirm completion.
Generative Suggested Actions or Interventions
Relevant supervisory or workforce staff
consistently and proactively inputting into
risk assessment process using various
analysis techniques i.e. ETA, FTA. Clear
concise and specific Risk Assessments
that are focussed on the high risk task
and site specific Risks. Risk profile
regularly reviewed and updated with
capability built in to capture last minute
changes that occur. Competent delivery
of briefing. Fully briefed and understood
by all. Questions and feedback included.
All management levels engaged.
Communication of best practice across
business; with Industry and Supply Chain.
Competency matrix covering everything
from Machinery. Sentinel. Training and
Key Safety requirements including Risk
Assessment, Behavioural Based Safety
and Leadership. Personal Performance
Review 1:1 use, capabilities, behaviours
part of the template. Identify training
requirements and behaviour based
improvements.
Safety groups have funding and
autonomy / decision making abilities.
Empowered by senior management to
deliver for the workforce by the workforce.
Safety meetings held regularly on site,
review of all Safety Related information,
process for escalation and cascading of
key safety messages proposals visibly in
place driving changes within the business.
Both cross functional and role specific
surveys used. Culture, Behaviours and
personal responsibility are included in
questions and scenarios. Multiple
methods of completing and
communicating (i.e. paper, internet,
intranet, telephone). Central collation.
60% max response rate. Clear context
identified by management and
communicated to workforce. Local
collation and ownership within teams and
functions to encourage participation.
Central and local collation and action
planning. Findings communicated back
through the business. Action plans in
place to address issues which are
reviewed for effectiveness. Employees
are engaged with the process and actively
encourage others to complete and assist
with local collation of responses to aid
ownership and local visibility of
participation. Min 75% response rate.
Measure against business level. Non
mandated name box - completing this is a
positive indicator of culture.
Work Force

Companies
Safety Culture Management.
Pathological
Initial interest from Senior Management
based on external influence rather than
proactive desire by management.
Reactive
Safety culture development programme is
underway. Scorecards and other tools
are used to identify current safety culture.
Engagement with workforce in terms of a
response rate is low and scepticism is
evident.
Maturity Rating
Calculative
Management have a tangible plan for
improving safety culture. This primarily
focuses on improving behaviour at the
front line workforce end. Scorecards and
other tools are used to identify current
safety culture, action plans are put in
place and next steps are identified. The
majority of actions are closed out within
the timescales stated. Results
intermittently communicated out to
organisation.
Proactive
Management have a holistic plan for
improving safety culture. This focuses on
improving culture and behaviour of
management and of the front line
workforce. Scorecards and other tools
are used to identify current safety culture,
action plans are put in place and next
steps identified. These are closed out
within the timescales stated. Results
communicated out to organisation as part
of feedback within the business at key
meetings and to increase the focus on
continuous improvement in safety culture.
Workforce feel comfortable speaking up
for safety. Front line workforce does not
feel a conflict between safety and
delivery.
Generative Suggested Actions or Interventions
Management have a holistic plan for
continually improving safety culture. This
focuses on improving culture and
behaviour of management, front line
workforce and Supply Chain. Scorecards
and other tools are used on a strategic
basis to identify current safety culture.
Action plans are put in place and next
steps identified and are closed out within
the timescales stated. Results
communicated out to organisation as part
of feed back within the business at key
meetings and to increase the focus on
continuous improvement in safety culture.
Front line workforces do not feel a conflict
between safety and delivery. Excellent
communication of safety priorities with
workforce. Best practice and lessons
learned are communicated with Industry
and Supply Chain.

Select One Of The Maturity

Ratings Per Factor using the
drop down option.
Audit.
Audit process makes very limited or no
reference to Behavioural Based Safety.
Leadership provided by Management best
practice.
Audit process includes some aspects or
focus on Behavioural Based Safety.
Clear communication and leadership
provided by Management to workforce.
Audit process specifically includes
aspects of Behavioural Based Safety but
this is focussed primarily on front line
behaviours. Action planning for
continuous improvement is used as both
input to and output from Audit. Clear
communication and leadership provided
by Management to workforce.
Audit process specifically includes
Behavioural Based Safety at all levels of
the organisation. Action planning for
continuous improvement is used as both
input to and output from Audit. Clear
communication and leadership provided
by Management for workforce. Best
practice is identified internally.
Audit process specifically includes
Behavioural Based Safety at all levels of
the organisation. Action planning for
continuous improvement is used as both
input to and output from Audit. Clear
communication and leadership provided
by Management for workforce. Best
practice is identified, shared and
communicated to Industry and Supply
Chain.

Select One Of The Maturity

Ratings Per Factor using the
drop down option.
Sustainability.
Compliance to Industry or legal
requirements.
Reactive adoption of sustainable working Researching carbon management and
policy. life-cycle assessments, and designing
operations to use less energy and water.
Use of sustainable sources of raw
materials, components and energy.
Development of KPI measurements.
Proactively addressing sustainable
working throughout the Supply Chain,
other companies, including rivals, to
develop Industry standards. Active
measuring and monitoring of activities
and achievements. Designing
sustainable products and services.
Creating next-practice platforms. Full
product and service review to determine
which ones are most harmful to the
environment, then work to improve the
product or phase it out. Develop business
models that combine digital and physical
infrastructures. Engaging and motivating
workforce to adopt sustainable attitudes
to working practice. Monitored and
managed feedback system with action
planning.

Select One Of The Maturity

Ratings Per Factor using the
drop down option.
NCR Management.
Majority of NCRs remain open without
resolution.
Majority of NCRs have action plans -
many remaining open.
All NCRs have actions plans, up to 50%
are closed within agreed timescales.
Data used and some trend analysis is
done, results not used to mitigate future
events.
All NCRs have actions plans, up to 75%
are closed within agreed timescales.
Data used and trend analysis is done,
also resulting in action planning and
mitigation against future events. Best
practice identified with clear internal
communication and visible management
engagement at all levels.
All NCRs have actions plans, up to 100%
are closed within agreed timescales.
Data used and trend analysis is done,
also resulting in action planning and
mitigation against future events. Best
practice identified and communicated to
Industry and Supply Chain. Visible
management engagement with workforce
involved at all levels.

Select One Of The Maturity

Ratings Per Factor using the
drop down option.

345348457.xls Companies

Processes and Systems
Process Improvement.
Pathological
Reactive process improvement led by
Industry changes to standards.
Reactive
Reactive process improvement led by
Industry changes to standards, the
changing expectations from external
bodies and results of external auditing.
Maturity Rating
Calculative
Proactive process improvement led by
internal auditing and reviews. Action
planning and change management.
Clear management engagement.
Proactive
Proactive process improvement led by
internal auditing and reviews method such
as Six Sigma, Lean etc in use. Clear
action planning. Commitment from
management and clear communication
360 degrees internally. Results of
process / system changes reviewed.
Best practice is identified and shared
internally.
Generative Suggested Actions or Interventions
Proactive process improvement led by
internal auditing and reviews method such
as Six Sigma, Lean etc in use. Clear
action planning and change management
in consistent use. Commitment from
management and clear communication
360 degrees internally. Results of
process / system changes reviewed.
Best practice identified and
communicated to Industry and Supply
Chain.

Select One Of The Maturity

Ratings Per Factor using the
drop down option.
Near Miss and Close Call
Reporting.
Near miss and Close Call reporting
system in place. Management encourage
it, action planning is not yet taking place.
Low levels of reporting, compared to
Industry trends. Awareness of worksafe
procedure and requirements, no usage.
Near miss and Close Call reporting
systems in place. Management
encourage it, in response to external
pressure. Action planning has begun,
however using these as a management
tool is not yet done. Reporting levels are
inconsistent and trends cannot be
identified. Some action planning as a
result of reports. Awareness of worksafe
procedure and requirements. Patterns of
usage reflect level of management
engagement and support i.e. little use in
some Delivery Units.
Near miss and Close Call reporting
systems in place. Management
encourage it, evidenced by an increase in
Near Miss and Close Call Reports.
Actions identified with resolution planning.
Consistent reporting levels. Behavioural
and cultural issues associated with Near
Miss and Close Calls are identified.
Awareness of worksafe procedure and
requirements utilised with some success
and positive reaction. Changes are
managed and implemented in response
to valid work safe invocations, monitoring
of types of work safe invocations is
managed. Success is evidenced by a
reduction in identical invocations.
Near miss and Close Call reporting
systems in place. Consistent evidence
that staff are doing it, management
encourage it, through visible action based
rectification of themes identified from near
miss / close call reporting system.
Changes are managed and implemented
in response to valid work safe
invocations, monitoring of types of work
safe invocations is managed. Success is
evidenced by a reduction in identical and
similar invocations. Working toward
removing risk at source. Actions
identified with resolution planning,
management and close out of actions.
Improvement made as a result of
reporting. Best practice identified and
shared internally. Worksafe procedure
and requirements utilised confidently with
positive feedback.
Near miss and Close Call reporting
systems in place. Consistent evidence
that staff including Supply Chain are
doing it, management encourage it.
Actions identified with resolution planning,
management and close out of actions.
Clear and consistent downward trend in
recurrent events. Best practice identified
and shared with Industry and Supply
Chain. Organisation held up as leading
near miss and close call reporting and
demonstrated by benchmarking results.

Select One Of The Maturity

Ratings Per Factor using the
drop down option.
Contract / Tender Process.
Environmental Health and Safety aspects Some formal inclusion of Environmental
of contracts not formally built into the Health and Safety requirements in
tender process. Tendering (invitation, bid, contract, award)
in each Tender activity reactively.
Requirements are client led rather than
business led. Little evidence of business
developing this holistic EHS approach.
Development of specific lagging EHS
KPIs to measure performance.
Formal inclusion of Environmental Health
and Safety requirements in Tendering
(invitation, bid, contract, award).
Requirements are both client and
business led. Business is developing this
holistic EHS approach - evidence by
lessons learnt being recorded and
incorporated in the next cycle of Tender
activities. Specific lagging Environmental
Health and Safety KPIs used to
retrospectively measure performance.
Formal inclusion of Environmental Health
and Safety requirements in Tendering
(invitation, bid, contract, award).
Requirements are both client and
business led. Some proactive inclusion in
each Tender activity. Business has
implemented this holistic EHS approach -
evidenced by lessons learnt being
recorded and incorporated in the next
cycle of Tender activities. Specific leading
and lagging EHS KPIs used to actively
measure performance.
Proactive inclusion in each Tender
activity. Business has implemented this
holistic EHS approach - evidenced by
lessons learnt being recorded and
incorporated in the next cycle of Tender
activities. Specific leading and lagging
EHS KPIs used to actively measure
performance. Validation and verification
processes are detailed and include
delivery of "customer quality
expectations". Qualitative record is
maintained of bids and received tenders
and learning for improvement is captured
and communicated internally and with
Supply Chain.

Select One Of The Maturity

Ratings Per Factor using the
drop down option.
Risk Management.
Risk registers are reviewed on a reactive
basis. Mitigation plans in place to
manage risk. Work force not actively
engaged in risk mitigation by
management.
Risk registers are reviewed and updated
with detailed mitigation plans, as required.
These focus on process risks primarily
with some consideration behavioural
safety risks. Management engaged in
risk management. Workforce engaged
and participating in reviews.
Risk registers are regularly reviewed and Behavioural risks are identified Risk registers are regularly reviewed and
updated with detailed mitigation plans - Workforce engaged and participating in updated with detailed mitigation plans.
proactively. Interfaces with other reviews. Best practice is identified and Interfaces with other business risk
business risk processes in place. Clear shared with Industry. processes in place. Clear engagement
engagement and leadership from and leadership from management.
management. Workforce engaged in Workforce engaged and participating in
review process. Best practice identified reviews. Best practice identified and
internally. shared with Industry and Supply Chain.

Select One Of The Maturity

Ratings Per Factor using the
drop down option.

345348457.xls Processes and Systems

 Company Name: Please Complete
Completed By: Please Complete
Date (for baseline): Please Complete

Maturity
Dimensions and Associated Factors Culture Maturity Level
Rating

Leadership 0 0

Level of Investment in Safety. 0 0

Engagement of Senior, Middle and Supervisory Management in Safety
0 0
Programme.
Safety Tours. 0 0
Leadership Communications. 0 0
Technologies 0 0
Training 0 0
Usability 0 0
Innovation 0 0
Safety in Design. 0 0
Outputs 0 0
Bench Marking Supply Chain. 0 0
Implementation of Continuous Improvement. 0 0
Balanced Score Card. 0 0
Welfare. 0 0

Workforce 0 0
Activity Risk Assessment. 0 0
Competence Management (task and individual). 0 0
Safety Action Groups. 0 0
Cultural / Climate Surveys. 0 0

Companies 0 0
Safety Culture Management. 0 0
Audit. 0 0
Sustainability. 0 0
NCR Management. 0 0

Processes and Systems 0 0

Process Improvement. 0 0
Near Miss and Close Call Reporting. 0 0
Contract / Tender Process. 0 0
Risk Management. 0 0

Safety Culture Maturity Level 0 0

 Click Here to Allow Editing of
Company Name: Please Complete the Suggested Actions /
Completed By: Please Complete Interventions
Date (for baseline): Please Complete

These are the Changes We Will Make

Now record your actions that will be taken Complete
Dimension Current Level Action / Intervention Suggestions Owner Review Date Due Date
forward in this column. You may use the Yes/No
Intervention Suggestions to assist.
Leadership 0
Level of Investment in Safety. 0
Engagement of Senior, Middle and Supervisory Management in Safety
0
Programme.
Safety Tours. 0
Leadership Communications. 0
Technologies 0
Training 0
Usability 0
Innovation 0
Safety in Design. 0
Outputs 0
Bench Marking Supply Chain. 0
Implementation of Continuous Improvement. 0
Balanced Score Card. 0
Welfare. 0
Workforce 0
Activity Risk Assessment. 0
Competence Management (task and individual). 0
Safety Action Groups. 0
Cultural / Climate Surveys. 0
Companies 0
Safety Culture Management. 0
Audit. 0
Sustainability. 0
NCR Management. 0
Processes and Systems 0
Process Improvement. 0
Near Miss and Close Call Reporting. 0
Contract / Tender Process. 0
Risk Management. 0

LEADERSHIP
Level of investment in safety
Engagement of management
Safety tours
Leadership communications
1 to 2
Survey your workforce on current
PPE provision and what could be
improved ensure you have budget
to make changes if they are
suggested!
Create and stick to a plan of safety
tours for senior managers make
sure you are prepared to make
changes
Raise awareness of what near misses Create a near miss and close call
and close calls are reporting system with input from
workforce
After conducting analysis of incidents, Implement safety suggestion box
make process / equipment changes
and monitor effectiveness of these
Engage senior managers in
roadshows / electronic forums / safety Implement regular line management
tours
Ask Project / Supervisory managers
what safety performance measures
should be implemented / included
Coordinate safety tours in relation to
higher risk sites / areas.
Put action planning process in place
to follow safety tour
Develop a communications strategy
Ask your workforce to provide you
with input or ask them to review it to
check it is as appropriate and
complete as possible.
2 to 3
Managers set up Safety Action
Groups to meet regularly these
must be supported by the
management and active
communication encouraged
Feedback from managers on
progress made and regular
attendance by managers at these
meetings
Investigate behavioural safety
programme
Provide training in root cause analysis and front line staff.
for understanding accident causes
meetings with Safety Coaches
Publicise Safety Coaching
opportunities
Write a behavioural safety strategy to culture.
coordinate works
Provide briefings or training to
managers completing safety tours
Include necessity to look for positive
performance on the safety tour.
Provide a process for Senior
Managers to follow
Refine your communications strategy Develop put in place a process to
to develop from and build upon
progress made from the first version. across the organisation to check
Enhance the use of feedback in the
strategy
Define and publicise your safety
vision and use this to influence other engagement and impact
business strategies.
3 to 4 4 to 5
Implement and publicise behavioural Engage your supply chain with your
safety programme across behavioural safety programme and
management, supervision and front share. Set up best practice forums.
line staff
include designers, engineers etc in
Management to provide consistent behavioural safety programme
visibility into the BSP and engage with
staff on site to support and encourage Use of consistent and cohesive
them positive performance indicators
across business
Ensure there is a system in place to
record actions and improvements as Put safety action groups at all levels
suggested through the programme to of the organisation. These groups
show visible backing should be coordinated in the content,
shared outputs and strategy.
Promote the near miss and close call
system with associated action
planning
Invest in a knowledge sharing tool to
learn from experience and put
learning culture in place
Provide behavioural safety training for Fully utilise Safety Coaches at all
middle managers as well as Senior levels of the organisation.
Manage a process for engaging your
Put safety action groups at all levels Supply Chain fully into your
of the organisation. These groups behavioural safety programme.
should be coordinated in the content,
shared outputs and strategy. Safety programme to include home /
general safety as well as work related
Create best practice / knowledge safety issues
share hub to enhance learning
Multi-modal but cohesive
communications related the safety
Include learning from experience as programme
part of project management process
and audit this. Success continually celebrated and
learnt from
Full root cause analysis completed
after an incident, with behavioural
issues identified and managed.
Implement commensurate levels of
investigation for all levels of incident.
Sites and offices audited to confirm
behavioural safety programme is
having desired effect
Include use of positive feedback to Include directors and senior
staff during and after safety tour. managers from other areas than the
line, safety or board i.e. finance, HR
Provide recognition to high performing etc. Provide them with training and
site / tours awareness sessions before going on
site
Behavioural elements of work
explicitly included in safety tour Get involved with safety tours to your
supply chains site / other areas of
Provide a shared area where best work to enhance collaborative working
practice from safety tours can be
shared
Engage your stakeholders and Supply
monitor the consistency of messages Chain with the communications
strategy.
cohesiveness.
Check against best in class
Involve all levels of the business in companies
developing / redeveloping the safety
vision or mission to enhance
 1 to 2 2 to 3 3 to 4 4 to 5
TECHNOLOGIES
Training Explore different methods of training Design in behavioural aspects to Provide stand alone behavioural Share your learning and audits with
and learning training i.e. identify the desired safety awareness course your Supply Chain
behaviours to fit with task.
Conduct a Training Needs Analysis Introduce new methods of training Include behavioural awareness in
for task based training As part of TNA define the observable other than classroom / PP i.e. skills accident investigation process
outcomes which are desired from the based or interactive.
training / using the technology Implement a lessons learnt process
Implement a process of post which includes a strong emphasis on
Put in place and monitor process for implementation validation of the use behavioural elements and human
refresher training of technologies, which includes an performance
audit of the observable outcomes

Usability Include a focus on usability of
technologies in accident investigation acceptance testing into the
process
Design a process for getting feedback
from users on the usability /
usefulness of technologies /
equipment
Design a process for integrating user
procurement / design process of new
technologies
Set up a process to gain information
from your Supply chain / clients as to
the use of new technologies in your
current process
Implement a technological or paper Share knowledge and strategy for
based process to provide your new technologies with Supply Chain
workforce with feedback on
technologies make sure you have Knowledge share findings from UAT /
the ability to make amendments design process to influence new
technologies
Use knowledge and procurement /
engineers etc to search out new
technologies to improve performance
and reduce error

Innovation Consider the implementation of an Investigate the use of sustainability Create and manage a knowledge Share the knowledge share area with
innovation group, to discuss the use for inclusion into the design / share area where the feedback on Supply Chain and Clients
and development of new technologies development process for new and innovation of new or current
technologies technologies can be shared

Implement the use of six sigma or

LEAN for the development of new
technologies or to understand where
innovation can be included

Safety In Design Introduce risk assessments as a Organise Periodic Design Review Review your internal communications Attend industry forums to present best
deliverable in the design process. meetings and arrange representation to capture usability feedback from practice and lessons learnt within your
from Construction, Maintenance and your end users. design process.
Consider end user requirements when End Users.
reviewing designs for approval / Introduce a design risk log (if not in Involve construction, maintenance
acceptance. Include safe usage of equipment use already) and table this at each and end users in design review
/asset in the design process. design review meeting, communicate meetings.
opportunities and mitigations with
Include Safety and Environment risks management to drive engagement. Integrate your risk mitigation and
on drawings and review meetings. continuous improvement processes
with design review meetings to build a
Review your constructability holistic approach to design work.
processes to include HAZOPs.
 1 to 2
OUTPUTS
Benchmarking Supply Chain Begin benchmarking your Supply
Chain, and yourself against your
competitors. At this time this can be
done as a one off exercise
2 to 3
Implement a cyclic benchmarking
process. Look at costs and
compliance to process and
procedures
3 to 4 4 to 5
Include safety and behaviours as Take the outputs from the
factors to be benchmarked against benchmarking and include in a
this will ensure you are looking at the knowledge share area for sharing with
how not just the what Supply Chain

Implement process for making Make sure 100% of actions are

changes following on from the outputs followed up
of the process

Implementation of Continuous Improvement
Review the information required
according to ISO 9001.
Review existing action planning
processes and whether ISO 9001
activities may be captured using an
existing or new action planning
approach.
Review business performance
indicators to identify opportunities for
measurement and management of
relevant information.
Involve the rest of your business in Integrate all reactive and proactive Using your processes and systems in
reviewing the methodology used for measurement systems. Include conjunction with Isa 9001
capturing ISO 9001 information. Lessons Learnt processes to capture requirements, use goal setting to
learning and share cross-functionally. augment action planning.
Identify how your business may
approach implementing continuous Review the holistic use of any process Involve your cross-functional business
improvement cross functionally. or system and identify how usage and Supply Chain in lessons learnt
may be encouraged, the benefits of and celebrating success.
Expand your measurement or doing so and the communications
performance criteria to cover required to achieve this. Review relevant systems to identify
proactive and reactive indicators. opportunities to improve or develop
Communicate your successes, (regularity may be informed by
Use your action planning process to challenges and lessons learnt with business type or consistent
measure how embedded these Industry to contribute to Industry wide achievement in this category).
processes are and to gain visibility of evolution.
end-to-end commitment.

Balanced Scorecard Design and introduce a balanced
scorecard in the most mature units
or parts of your business
This should focus on the current
lagging indicators and on your high
risk areas
Ask for feedback after a couple of
months use to see how it can be
improved
Take the learning from the feedback
on the design or content of the score
card and make improvements
Include some easy to measure
positive indicators such as safety
tours.
Brief all other areas of your business
on the use of and need for balanced
scorecards. Roll out to these areas
Include greater number of positive Increase number of positive indicators
indicators. used to drive and sustain positive
safety culture on site
Include action planning as part of the
score card and implement a Share scorecard, the results and
consistent process to manage this. action planning with supply chain.
Share learning from the action
planning with other areas of your
business. This could be done through
a knowledge sharing / learning from
experience forum

Welfare Provide forum for front line staff to Use PGIs and audits to check welfare Complete and roll out strategy for well Refresh well being strategy to stay at
raise issues including welfare this facilities are installed, maintained to being and proactive health a best in class level in your industry.
can be through the use of a safety and do meet the standard required or management for direct staff This re-write should take into account
rep, suggestions box or through that you expect breaking trends and future directions
response to safety tours Provide high quality PPE and monitor
Monitor feedback on forum for its provision to understand trends and Present at local, national, European
Inspect welfare facilities as part of improvements to welfare facilities. Or longevity forums on the content and execution
inspections survey staff specifically on the welfare of your programme.
facilities and how these could be Monitor and manage action plan,
Provide basic level of quality PPE to improved be ready to make based on staff feedback on bettering Share the strategy and benefits with
all staff changes if suggested so as not to de- welfare provided indirect staff as well
motivate future feedback
Audit against adherence to legislation Monitor and sustain a high level of Holistic proactive health monitoring
with regard to fatigues, stress Investigate the use of personalised engagement with staff process in place
management and occupational health PPE.

Invest in greater range of PPE this

can be more versatile range of
gloves. Or more versatile PPE in
general ie summer / winter versions.

Put in place a feedback mechanism to

encourage staff to make suggestions
on how PPE can be improved.

Implement a fatigue monitoring

system. Investigate with staff their
travelling times etc to gain a realistic
view of this

Put in place links with local gyms etc

to provide reduced price membership
etc for direct staff
 1 to 2 2 to 3 3 to 4 4 to 5
WORKFORCE
Activity Risk Assessment Complete and distribute task based Put in place a process by which Include behaviours in the risk Share the learning and development
risk assessment. This should focus on Supervisory and front line staff are assessment, not just the process. of risk assessment across your
the processes of completing the tasks involved in the design of task risk This could define acceptable and business and with your Supply Chain
assessments unacceptable behaviours. for them to use as well

Test for usability of the risk Implement a system of regular risk

assessments review to check that risk assessments
are targeting the highest risk areas

Competence Management Review competency matrices and
make sure they are up to date.
Conduct Training Needs Analyses
where necessary to review
competencies
Competency matrices should focus
primarily on the technical or process
skills required to complete the role
Investigate the use of job profiling and Include the use of behavioural Include the use of behavioural
behavioural markers and implement markers for all supervisor and markers for all roles and associated
this process on one or two roles. management roles and associated competency matrix which details the
competency matrix which details the observable outcomes
From this exercise, include observable outcomes
behavioural traits to job descriptions Include behavioural and performance
Include the use of 360 reviews to based improvements as part of review
Communicate out the results from the validated the observable outcomes process and 1:1s.
behavioural markers exercise to rest
of the organisation / rest of the
relevant HR departments

Safety Action Groups Management arrange safety action
groups. Managers should lead these
and encourage staff to attend and be
honest
Invest time in building relationships
with group member to enhance trust.
This can be increased through the
choice of the manager to lead it and
through making quick win
improvements as a result of feedback
from meetings
Aim for and manage a consistent
level of attendance and encourage
this through ownership and open
communications
Manage a system of formal minute
taking and action planning, with follow
up and manage the ownership and
completion of actions on time
coordination of the SAGs. Managers
Communicate the outputs from the Provide SAGs with funding and
SAGs internally to share best autonomy to make changes.
practice.
SAGs invite Senior Managers to
Encourage SAG members to present attend meetings to present or
to other areas of your business feedback
Supervisors or front line staff should Invite Supply Chain members to be
take over the management and part of SAG
must still retain and consistent and
interested presence at the meetings

Monitor the attendance figures and

names to check the consistency of
attendance

Cultural / Climate surveys Set up safety culture survey and
publish its forthcoming arrival to
company
Set a target for 20% return rate
Implement a system for action
planning or follow up
Introduce different methods of
disseminating the culture survey to
make it more appealing
Set target for response rate of 30%
Communicate through corporate
communications the upcoming culture planning associated with the findings. Share results with Supply Chain
surveys, its use and how the results
will be utilised.
Implement cross functional and role Set a target of 75-100% response
specific surveys. rate
Set target of 60 % response rate Utilise multi media resources for
sharing results and actions
Implement and manage a consistent associated with them
use of the results and the action
These action plans should be Engage your supply chain on
monitored by senior management undertaking the survey
 1 to 2 2 to 3 3 to 4 4 to 5
Companies
Safety Culture Management. Design and use methods to capture Set clear Specific, Measurable, Review the action plan and establish Periodically review your safety culture,
current perception of Safety Culture. Realistic and Time Bound actions success criteria which include using feedback, surveys, forums or
Use to results to identify opportunities associated with requirements observable and behavioural outcomes similar.
to develop. identified to improve Safety Culture. in order to fully understand the
changes achieved in Safety Culture. Review the Safety Culture of Client
Clearly communicate strategy and Communicate progress across your and Supply Chain as appropriate to
commitment at all levels of your organisation. Build upon the work force feedback enable consistency in practices and to
organisation facility and include your supply chain identify other opportunities to
If not already established, introduce a in the effort. improve.
feedback mechanism to allow
workforce to comment on changes or Use newsletters or similar accessible
Actively encourage use of good
make suggestions. Use this function communication mediums to give your practice and feedback processes
to drive engagement by workforce visibility of commitment to
throughout Supply Chain provide
communicating feedback received improving your safety culture. visibility of action planning across
across your organisation supply chain as part of the
Use competency and objective commitment to safety culture
frameworks to raise awareness and management and improvement.
build commitment within your
organisation.

Audit. Review audit processes to identify Expand training and competency Initiate best practice forums and If not already done, integrate your
associated behavioural aspects. framework reviews to include audit, capture lessons learnt for continuous improvement processes
observable outcomes and behavioural dissemination across your with your audit processes.
Review training and competency indicators for all levels of the organisation.
frameworks for Workforce to line up organisation. Use your communication and
observable outcomes, behavioural Use the audit readiness review feedback strategies to give visibility of
indicators and audit protocols. Communicate your audit actions plans concept in planning and tender achievements and to capture
Communicate these through your across your organisation. Drive activities. Focus on behavioural opportunities to identify Behavioural
organisation visibility of requirements by linking the indicators to measure performance Based Safety for each level of the
"what" and the "why" of the actions. and achievements. organisation.

Introduce audit readiness reviews and Include all levels of the organisation in Review client and industry audit
proactively engage with clients to feedback and organisational protocols for development
satisfy requirements. performance reviews. opportunities and to communicate
your own best practice.

Sustainability. Review Client Sustainability policies
and those of competitors. Perform
gap analyses to identify opportunities
to improve.
Engage with workforce for
suggestions on improving
sustainability in working practices.
Develop initial Sustainability Policy for "future proofing" approaches to
your organisation.
Develop KPIs for sustainability Use research and findings to
targets. Include observable and introduce sustainable products and
leading indicators for visibility and services. Establish indicators and
ease of measurement. measures that help inform strategic
decision making to lead delivery of
Use research and other sources of sustainability commitments.
information to identify materials,
working methods and processes to Encourage and include sustainable
encourage and introduce sustainable approach in tender activities
activities working practices. Include sustainability on your
balanced score card / dashboard or
similar.
Consider the observable behaviours
associated with good sustainable
working and include in competency
frameworks etc to build consistency
across your organisation.
Review all your current products and
services against industry capabilities
and well established sustainability
programmes.
Include behavioural and sustainability
components in competency and
training frameworks.
Use feedback and best practice
processes to capture ideas and
encourage ownership, visibility and
understanding of what sustainability
and future proofing is throughout the
organisation for both front line and
office staff.

NCR Management. Review NCR performance, and Use KPI protocols to target NCR Use KPI protocols to target NCR Use NCR findings and communicate
introduce action planning in line with close out, first stage measurements close out, second stage with Supply Chain to encourage
Industry expectations. suggested at 50% within timescales. measurements suggested at 75% proactive working and pre-emptive
within timescales. lessons learnt approaches.
Work with Management and Communicate achievements and
Workforce to encourage ownership results throughout organisation focus Consider using stretch targets for Build communication protocols to
and engagement in closure of NCRs. on successes and on results of close out of actions. engage all levels of your organisation
closing out NCRs within timescales to raise awareness and encourage
Communicate change in approach set. Use your feedback and ownership.
and control across the organisation to communication processes to engage
build support. Review success and identify what with workforce to communicate Review your action planning and aim
contributed to this, expand to success and build ownership across for 100% of NCRs closed out within
remaining NCRS. the organisation. timescales met.

Review your design and risk Design working activities and work
mitigation processes and encorporate planning to incorporate learning from
learning from NCR management to NCR management and close out.
preempt NCRs.
 1 to 2 2 to 3 3 to 4 4 to 5
Processes and Systems
Process Improvement. Communicate the benefits of Process Initiate periodic reviews to capture Review process improvement Attend external forums focusing on
Improvement via management changes to; Standards, expectations methodologies such as Six Sigma or Process Improvement.
meetings. from external authorities and audit Lean, for suitability of use.
findings. Tie these reviews into your Review other industries for
Collate all current requests or Process Improvement processes. Include Process Improvement in your opportunities to improve processes.
requirements for Process internal audit processes.
Improvement in one log. Use your communications channels Include internal suggestions and
Review this regularly and initiate and training methodologies to Consider inclusion of Process recommendations to action plan for
SMART action planning to manage promote commitment to process Improvement in review of Supply changes to processes.
and control change. improvement and capture Chain.
suggestions from across your Consider inclusion of Process
Engage with other business functions business. If not already doing so, include Improvement in review of Supply
to gain visibility of holistic business change management in your process Chain.
practices and impacts of improving Review your supply chain and client improvements and review impacts of
processes. policies to identify opportunities to improvements to allow detailed lesson Build detailed briefing packages to
improve processes. Action plan for learnt recording and communication educate those affected internally and
delivery as appropriate. of same across Supply Chain and externally.
Industry.

Near Miss and Close Call Reporting.
Prepare and initiate work safe Develop trending to identify recurring
procedure briefing. events and initiate holistic action
planning across your organisation.
Promote benefits of Near Miss and
Close Call reporting. Monitor use of work safe procedure in
conjunction with Close Call and Near
Develop an action planning process Miss report reviews.
to close out reports made in a timely
fashion. Consider trendability of Include behavioural indicators in
action planning. reviews of reports and feed findings
into training, briefing and
communication processes.
Use reviews of reporting in risk Communicate your actions,
management processes. mitigations, lessons learnt and best
practice with your Supply Chain and
Input your findings and actions Industry.
completed in your work safe
procedures, best practice and lessons Benchmark your results with Industry
learnt processes. to identify opportunities to improve
and develop Near Miss and Close
Communicate your findings with your Call processes.
workforce to build engagement in
reporting Near Miss and Close Calls. Attend Industry forums and share
your learning to communicate
commitments to this reporting.

Contract / Tender Process.
Review opportunities to include Use your lessons learnt process to
Environmental Health and Safety capture how including EHS in your
(EHS) in your tendering processes. Tender process has been successful
and could be improved further.
Engage with clients to identify benefits
of including EHS in your Tendering Build KPIs measuring EHS
and Contract Processes. specifically. Communicate metrics
and requirements across your
Communicate opportunities internally. business to encourage and engage
the workforce.
Review your internal EHS policies and achievements.
identify opportunities in aligning with
those of your clients.
Include review of EHS requirements Use your validation and Verification
as part of your Tender processes. processes to capture success
indicators for EHS performance and
Design leading indicators in your EHS feed findings into performance
KPIs, aligning with client audit and indicators.
KPI measurements to enable holistic
visibility of EHS commitments. Review Supply Chain and Industry for
EHS improvement opportunities.
Use your communication channels to
give visibility of benefits and Communicate your lessons learnt and
successes in respect of EHS success indicators with Industry and
Supply chain.
Communicate EHS expectations and Use your EHS best practice to
quality criteria with Industry. encourage Clients to make similar
commitments for holistic and
collaborative measurement and
success.

Risk Management. Review the risks and associated Review business risk processes and Focus on and include behavioural Include identifying best practice and
mitigation Plans to identify strategies for inclusion and impact aspects to risks to inform your improvement opportunities in your risk
opportunities to include task specific analysis. mitigation planning. review processes.
risks.
Use your mitigation planning
Include risk and mitigation planning to Include your supply chain and
Look at the timeliness of reviewing holistically and record centrally to training and competency processes to industry in risk review meetings.
your risk register and identify benefits allow visibility of risk, best practice
educate and involve workforce.
of reviewing more regularly that and learning for better risk visibility Use your communication channels to
currently done. and management. Build dynamic risk assessments into share learning with your Supply Chain
task briefings and other work related and Industry.
Invite and involve your workforce in Raise the profile of effective risk tasks. Capture all findings and
the risk review meetings. Table management via your communication absorb these into your Risk
behavioural indicators for inclusion in channels. Management approach.
your risk processes.