Leading H&S indicators

Leading by example
Personal H,S&W performance Visible leadership
Effective H&S plans
Health and Safety Excellence Wheel
Highways England inspections Safe behaviours
10

H&S perfomance Honest feedback

Thorough incident reporting Lessons learnt

8

Appropriate change control Workforce feedback

Safety Management System Raising the Bar

Risk assessments Effective briefings

Appropriate controls Effective communications

Aiming
Effective training
for 0
Supply Chain engagement
Zero

Buildability Reward and recognition

Standards Safety meetings

Whole life design Supply Chain performance

Residual hazards H&S performance rewarded

Hazard elimination Personal Safety Commitment

Competent people Near miss reporting

D&A tesing Safety Culture

SCHEME NAME
Daily briefings Just culture
CSCS Competent Designers
Timely incident reporting

Date of Review
 1 2 3 4 5

PROJECT ; Name

STATUS DATE 1-Jan-15 January

2015

Safety Excellence
L Scoring Sheet 1
2 3 4 5
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AREA iF FOCUS
V Performance just meets minimum standards Performance is satisfactory - got the basics Performance is good - going beyond the norm Performance is very good - best practice adopted Performance is excellent - innovative/industry leading EVIDENCE ACTION TARGET DATE WHO
January 2015
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b Leading by example Safety first on the agenda of all meetings and discussions Staff and workforce sign up to appropriate personal safety commitments (site specific)
Project Director / Manager and direct reports demonstrate their personal safety commitments Demonstrable evidence that managers and/or supervisors have contributed to more efficient Demonstrable evidence that the workforce has contributed to more efficient ways of improving
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ly through their actions ways of improving H&S performance H&S performance
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eea Highways England Project Manager and delivery team's Project Director carry out Senior Management from the project including HE Project Manager introduce project induction Monthly safety review meeting that includes workforce representation held monthly and Quarterly project events with supply chain to reinforce commitments, requirements and share Demonstrable evidence that project has made a positive difference to health and safety in the
cam Highly visible safety leadership from Highways England and delivery partners programmed (monthly) senior manager tours. to establish H&S commitments and goals chaired by Project Director best practice construction industry.
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LEADERSHIP freH Effective plans in place for delivering Highways England's health and safety obectives Project safety improvement plan in place to deliver all health and safety objectives and Progress against the project safety improvement plan is routinely (quarterly) reviewed by the Project can demonstrate achievement of 75% of outcomes in safety improvement plan to Project can demonstrate achievement of 100% of outcomes in safety improvement plan to Recognised as leading the delivery of the all health and safety objectives by demonstrable
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es& identifies and reduces TopX risks with measurable outcomes. HE & DP Project Manager. deliver all health and safety objectives. deliver all health and safety objectives. outcomes.
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oph Behavioural safety programme in place that meets the minimum requirements contained Project Director personally recognises and rewards safe behaviour from workforce (at least Evidence that project management routinely (monthly) tour the site and provide positive The workforce routinely provides feedback to project management on safety standards and Evidence that Project Management have taken actions to address workforce feedback (not
ln Promoting and reinforcing safe behaviours ###0
aa "Raising the bar 5". monthly). feedback to the workforce on safe behaviour. opportunities for improvement (not just observation cards). just observation cards)
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efo Project Director personally reports on learning from RIDDOR and High Potential events with Confidential reporting process in place to provide comments direct to Project Director (or off Project Director routinely (monthly) invites feedback on safety performance from its supply Evidence that Project Management have taken actions to address feedback from open door
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uose Actively encouraging honest performance feedback workforce site Director) and is independent to Observation Cards
Project Director routinely (monthly) invites feedback on safety performance from the workforce
chain. policy.
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fsa Lessons learnt from accident/ incident investigations proactively shared Attendance at regional Construction Safety Performance meetings / + NDD similar Proactive involvement in H&S Hub in production of specific deliverables. E.g. RTB standards, Historical accident data analysed to produce “Predict and Prevent” information that is used as
Lessons learned from significant events shared with workforce via briefings and safety alerts Hosting events to share lessons learned and best practice with other contractors ###0
olc arrangement to share incidents and lessons learned alerts, newsletters. the basis for performance improvement
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ear Workforce routinely provides feedback on hazards, close calls, improvement opportunities or Near miss card/ observation/ intervention/ don't walk by scheme in place - <1 notification Near miss card/ observation/ intervention/ don't walk by scheme in place - >1 notification Near miss card/ observation/ intervention/ don't walk by scheme in place - > 50% of Near miss card/ observation/ intervention/ don't walk analysed and "You Said - We Did" Near miss card/ observation/ intervention/ don't walk scheme produces at least two safety
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is received per 1000hrs worked. received per 1000hrs worked. notifications are from operatives. feedback provided to workforce improvements per month.
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COMMUNICATIONS ff ege Active use of Raising the Bar (RTB) and HE Safety toolkit RtB guidance available and displayed on project notice boards with good awareness by site Visible evidence that RtB and IAN's minimum requirements are achieved on site (must tie in Visible evidence that RtB desirable requirements are achieved on site in 5 RtBs (must tie in Visible evidence that RtB desirable requirements are achieved on site in 10 RtBs (must tie in
Active submission of case studies to HE safety toolkit (>1 per quarter) ###0
& INFORMATION ectd team. with audit results) with audit results) with audit results)
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pkeba Effective briefings on risk assesment Risk assessment briefings provided to workforce at least monthly. Applicable tool box talks provided to workforce and repeated monthly Presenters trained in effective communication techniques. Risk assessment briefings always end in active Q&A session Briefings on risk assessment utilise pictures, models etc. rather then words ###0
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fi Safety information and performance displayed on other forms of media (e.g. VMS, video Safety information displayed on site using “nudge theory/ visual management” or similar to Safety warnings or observations regularly (weekly) communicated to supervisors via text or
n Effective communications using a variety of media
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Safety information and performance displayed on notice boards
screens, walls) warn workforce of hazards multi-media
Innovative use of multimedia to communicate health and safety with the workforce. ###0
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rii Monthly safety committee meetings held with regular attendance from all active members of Health and safety committee meetings with supply chain result in identifiable actions to be
ndc Safety Committee meetings with Supply Chain the supply chain
Clear documented evidence of contributions from supply chain at safety committee meetings.
implemented by the group.
Supply chain regularly chairs safety committee meetings. At least one supply chain director attends the meeting each month. ###0
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uadgo Safety reward schemes in place for achieving specified milestones in accident free work Monthly safety award / recognition scheme in place to reward excellent safety performance Reward and recognition scheme in place for members of the workforce who demonstrate Reward and recognition scheme in place for members of the workforce - decision panel Reward and recognition schemes in place based around pro-active and prevention not
pfran Reward and recognition for contribution to health and safety performance excellent performance or contribute to safety improvements includes members of the workforce. reduced accident measures
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EMPLOYEE & yom
& Operative led safety meetings to review and identify health and safety improvement- Safety Operative health and safety meeting - agenda includes identifying top risks and empowering Evidence that operative health and safety meeting has resulted in improved working Evidence that operative health and safety meeting has resulted in improved safe behaviours /
SUPPLY CHAIN C geS
m Operative health and safety meeting held monthly - attended by members of the workforce Operative health and safety meeting - agenda includes a review of safe behaviour ###0
ENGAGEMENT nhep circle/Voice meetings etc. operatives to improve working methods methods / workplace hazard awareness / reporting
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Health and Safety requirements including RtB documentation provided to all tier 2/3 suppliers Monthly monitoring of supply chain safety performance carried out and recorded - high
onos Health and safety performance management across the Supply Chain prior to commencement on site.
Historic supplier performance is used to inform supplier selection process. H&S performance measures agreed with supply chain prior to commencement on site
performers rewarded, poor performers challenged.
360 degree feedback with supply chain on performance in safety matters ###0
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arf H&S behaviour and performance forms part of employees selection and appraisal process Health and safety competent and performance for an core element of employee promotion Positive H&S behaviour and performance are included when considering employee
lno Health and safety performance informs selection/promotion Compliance with health and safety policies is a condition of employment Feedback on employees H&S performance is included in annual development reviews
recognition and salary increases.
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afra Use of just culture approach when enforcing compliance. Where actions relating to non- Results from just culture approach are used to inform safety improvement plans. Trends from
nre Living the “Personal Safety Commitments” Voluntary and demonstrable personal commitment. No HE inspection actions relating to non- Employees apply personal safety commitments at home as well as at work. The contract can
Employees are issued with and sign up to adhere to the Personal Commitments at induction compliance with personal commitments are identified by the contract team appropriate non-compliance with personal commitments are used to inform and influence safety ###0
cm compliance with personal commitments. demonstrate sharing best practice regarding personal commitments with other HE contracts.
tw consequences are taken. improvement plans.
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arod Near miss reporting promoted and visible action taken Filtering of Near Miss / intervention cards to identify significant Near Miss events - Trend Formal investigations into significant Near Miss / intervention events with actions to prevent
Near Miss / intervention card/hotline reporting process available for use by everyone Near Miss / intervention cards reviewed-you said/we did boards in place to provide feedback Near Miss / intervention cards reviewed - individual feedback provided within 48 hours ###0
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CULTURE & ym Safety Culture Surveys undertaken for each workplace. completed every six months with data Culture Surveys repeated at regular (quarterly min) intervals and results used to influence
BEHAVIOUR Jrt Safety Culture Surveys undertaken periodically to inform safety improvement plans Safety Culture Survey completed every year with data used to inform safety improvement plan Culture Surveys used to influence safety improvement programme Safety Culture Survey response exceeds 75% of employees ###0
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used to inform safety improvement plan safety improvement programme
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ui Provision for positive and negative consequences are outcome is established. E.g. Training,
uC Just culture where people understand the implications of their actions Just Culture model established Significant incidents reviewed against a just culture (human failure) model to identify trends Trends are analysed and used to determine appropriate actions to improve performance All incidents subject to just culture review and action taken ###0
nrlt mentoring, disciplinary arrangements etc.
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pd Invite Highways England representative as an integrated member of investigation team for
ee Open and timely reporting of incidents, learning and actions taken All accidents resulting in an injury logged on site and in AIRSweb Client representative informed on the day of a reportable or serious incident Interim investigation report completed within one week of a reportable or serious incident Within three months root cause revalidated and lessons learned verified as embedded ###0
e reportable or serious incidents
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Process established for assessing the competency of designers for the task with evidence of Evidence of co-operation and co-ordination of design work with other designers and Designers fully integrated into Project Team and full co-ordination between designers,
te Competent Designers, designing for lifecycle safety company assessment obtained
Individual designers can demonstrated suitable qualifications and experience
contractors
Lessons learned and feedback from site incorporated into future and on-going design
contractors and operating agents
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S 90% of workforce has CSCS or equivalent card (complies with National Highways Sector 100% of workforce has CSCS or equivalent card 100% of workforce has CSCS or equivalent card 100% of workforce has CSCS or equivalent card
agiC CSCS or equivalent for the activity undertaken scheme)
100% of workforce has CSCS or equivalent card
25% of workforce has NVQ in activity undertaken 50% of workforce has NVQ in activity undertaken 60% of workforce has NVQ in activity undertaken
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COMPETENT & s Staff and workforce attend project induction prior to being allowed on site including inductions Daily pre-start briefings delivered routinely to 100% of 'at risk' population and feedback from End of shift feedback and lessons learned routinely obtained from the work force (more than Lessons learned from feedback are used to inform changes where necessary to procedures
ri Inducted staff and workforce briefed daily before starting work Daily pre-start briefings delivered routinely to 100% of 'at risk' population ###0
CAPABLE PEOPLE D for visitors the workforce gained and closed out. once per week) with lessons learned shared during daily briefing and information is shared with other sites
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m Staff and workforce are subject to 100% Drug and Alcohol screening prior to being allowed on Nurse available (resident or on site visiting) to treat minor injuries and carry out health Health surveillance and wellbeing medicals available. Compulsorary medicals for all high risk
ptg Drugs and alcohol tested and health screening and surveillance site.
Routine random and for cause drug and alcohol screening regime
surveillance trades
Health surveillance and wellbeing medicals in place for all employees and Supply Chain ###0
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enz 100% of supervisors meet UKCG requirements (SSSTS and leadership training) and have
100% of supervisors meet United Kingdom Contractors Group (UKCG) requirements (Site 25% of Managers hold National Examination Board in Occupational Safety and Health 100% of operational Managers hold NEBOSH Certificate/ MSTS.
ang Competent and trained supervisors and people Supervisors Safety Training Scheme (SSSTS) and leadership training
behavioural management training.
(NEBOSH) Certificate/Site Management Safety Training Scheme (SMSTS)
50% of operational Managers hold NEBOSH Certificate/ MSTS
50% of Managers have a discipline degree qualification.
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rt Site acredited to the CITB National Skills Academy (If project size meets criteria)
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o Relentless hazard elimination through design Compliance with CDM regulations with the Principal Designer fully involved in design review Client and maintainer fully involved in hazard elimination process and prepared to amend Hazard elimination integrated within design as a continuous full team-embracing process from
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Hazard Identification and elimination starts at preferred route selection
requirements to eliminate hazards
Key tier 2+ suppliers engaged and utilised at preliminary design stage to eliminate hazards
preferred route selection onwards.
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hl Identified on Safety, Health and Environmental (SHE), box on drawings or in maintenance Key tier 2+ suppliers engaged and utilised at preliminary design stage to identify and mitigate Designers are fully involved in the project employee and supply chain safety consultation
ao Residual construction and maintenance hazards identified Contractor fully engaged in identifying and mitigating residual risk Contractor fully engaged in identifying and mitigating residual risk ###0
hti manual and maintenance philosophy prepared. residual hazards. meetings
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DESIGNING FOR a Compliance with CDM regulations with the Principlal Designer fully involved in design review HE and maintainer review planning and design to deliver operational and maintenance (health Contractor and Key Suppliers review planning and design to deliver construction (health and) Planning and design of temporary and permanent works delivered by integrated planning, Designers are involved in the accident review meeting to ensure any hazards can be
fr Planning and designing for safe construction, operation and maintenance
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SAFETY process. and) safety safety. design and construction scheme. eliminated at design stage
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Base Higways England / Industry standards utilised and communicated through AIPs and Changes to Highways England / Industry standards which affect worker safety performance Designers activly share information and best practice between other designers / projects Holistic Decisions made in challenging standards to deliver improved worker and road user
dsi Appropriate standards selected and clearly communicated
B Design Input statements
Risks to Workers in deviating from standards identified, eliminated if possible and mitigated.
monitored and results fed back to Highways England / Industry and toolkit (Demonstrable) safety for less cost.
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eas Buildability reviews (designer/ contractor/CDM Co-ordinator) include maintainability reviews Clear evidence that Build ability reviews have resulted in design changes which improve Client and Contractor fully involved in build ability reviews to ensure base client requirements Build ability reviews integrated within design process to ensure review of all key design
Build ability reviews involving designer, contractor and the Principal Designer carried out Key Tier 2+ suppliers engaged with build ability at preliminary design stage ###0
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A health and safety challenged and amended to improve build ability. decisions from preferred route selection onwards.
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rey Engaging Toolbox Talks and training Established programme of toolbox talks in place that delivered routinely / after incidents (At
Effective presentation training provided to those who deliver toolbox talks Regular monitoring of those who deliver toolbox talks with feedback Workforce contribute towards development and delivery of toolbox talks Work force identify the topics and plan the delivery of toolbox talks / training ###0
otr least monthly)
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an Start of operation audits completed for all activities (at commencement) to review Workforce actively review and provide feedback on control measures prior to work starting - Close of shift reviews that assess the effectiveness of the control measures and identify Feedback from the reviews are used to inform the design and planning functions or effective
fkti Controls appropriate to site and activity-specific risks Control measures identified in risk assessments with active involvement by workforce
effectiveness of controls - point of work risk assessment carried out at start of work point of work risk assessment carried out at start of work improvements and brief at following day briefing controls for new designs and activities
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EFFECTIVE pcsgy
OPERATING op Risk assessments undertaken by trained and competent individuals and signed off by Risk assessment is a group process that includes site supervision. Workforce involved in Risk assessments are subject to routine (monthly) review and new technologies and methods Feedback from the reviews are used to inform the design and planning functions or effective
en Comprehensive and effective risk assessments
M Risk assessments are reviewed after change in process or any incident (including near miss) ###0
CONTROLS & rT authorised person. Project Top x Risks identified and communicated to workforce. developing control measures and methods of working of working adopted. Evdence that TopX Risks have been reduced. controls for new designs and activities
PROCEDURES astr
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ls SMS subject to in company independent audit.
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eg Robust Safety Management System Audit schedule in place to provide regular audit of the compliance to the SMS and monitoring SMS routinely benchmarked with organisations both inside and outside of the construction
Compliance with Highways England Occupational Health and Behavioural Based Safety SMS subject to 3rd party audit to confirm compliance SMS certified to ISO 18001 (Includes compliance with all Highways England guidance) ###0
oaen of the schedule undertaken by senior management. industry
standards.
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hcn Advanced planning of works with appropriate change control Safe systems of work in place before works commence for ALL operations
Clear change control process in place for authorising work to continue should unexpected Organisation conducts regular "what if" scenario's to test effectiveness of planned Organisation conducts end of activity reviews to feedback into planning process and lessons Organisation conducts end of project reviews to feedback into planning process and lessons
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iht change occur arrangements learnt shared learnt shared
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yh Lessons learned from all significant industry incidents and trends are effectively
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& All incidents and near misses/interventions are reported on site, recorded and actioned in All interim investigation reports completed within one week of a reportable or serious incident
w Open and timely reports of incidents, learning and action taken All Hi Potential Incidents are investigated with the same level of rigour as RIDDOR incidents Full incident investigation for RIDDORs and Hi Potential Incidents completed within one month communicated to the workforce and delivery partner community. Where appropriate work ###0
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S accordance with IAN128/12 and AIRSWEB updated accordingly
practices are improved.
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srf Proactively engage and participate (e.g. working group member) in projects and/or initiatives
tne Collect and analyse H&S performance data on a monthly basis to turn the data into Review your top health and safety risks (at least every six months) and update your risk Embed a H&S improvement programme that addresses the top risks, which is revised at least Proactively lead and manage projects and/or initiatives to address the highways sector top
E Health and safety perfomance to address the highways sector top risks. ###0
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management intelligence register and communicate to the workforce. annually. Demonstrable evidence of workforce engagement in the improvement programme.
Demonstable evidence that Top X Risks are reduced.
risks
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AUDIT & lon Zero Red
More than 1 Red No more than 1 Red Zero Red Zero Red
PERFORMANCE snacrt Achieving good scores from Highways England audits Zero Amber ###0
More than 2 Amber More than 2 Amber No more than 2 Amber Zero Amber
MANAGEMENT ongie One or more Blue Star(s)
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gS Develop and implement an appropriate set of leading and lagging indicators for site (include
ln Use of leading H&S indicators Measure and review the indicators monthly and analyse the change in H&S performance. Demonstrable evidence that the action plan has been implemented, reviewed and updated at Demonstrable evidence that project has made a positive difference to the health and safety
key risk control measure, near miss/intervention reporting, safety tours, occupational health, Measure and review the indicators monthly and analyse the H&S performance. ###0
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H incident frequency rates etc.)
Develop an action plan to improve further the H&S performance. regular intervals (at least quarterly) performance of the site through the use of performance indicators
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& All supervisors and above have a health, safety and wellbeing objective in their annual Demonstrable evidence that supervisors and above have personal development objective(s) All supervisors and above maintain a continuous personal development plan, which evidences Demonstrable evidence that all personal h,s&w objectives have been met and they have had
cW Personal Health, safety and wellbeing performance All site personnel make a recorded personal health, safety or wellbeing commitment
personal development review which are supported by appriopriate training / coaching. that their h,s &w knowledge and experience is both current and to an appriopriate standard. a positive effect on the health, safety and wellbeing performance of the site.
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 Instructions for Inputting Data
Save spreadsheet with scheme name and date in title.
On the "Chart" tab enter the Scheme name in the title box and the date of the review in the date box.

On the Scoring tab

Enter the Scheme name in cell "E3" and the Review date in cell "E6"

Enter the scores in cells "D12 to D51"

Enter all relevant information from the review in the "Evidence", "Actions", "Target Date" & "Who" cells (J12 to M51).

Putting the wheel into practice and actio

Remember the emphasis is on improving performance and therefore an honest and self-critical approach should be used. F
not the absolute position – with the exception that no one should be below the minimum expectation for each level.

The wheel should be reviewed at the beginning of the project (within the first 3 months of construction) in a formal meeting
including representation from the Highways England (National H&S Team, Highways England Project Manager), Designers
to reflect the current status on the project.

Using the wheel matrix template, go through each area in turn and identify evidence that satisfies each statement along eac
panel agrees a statement is not being achieved. This statement should form part of an action plan that sets out the objectiv
and weaknesses and inform an improvement plan. The improvement plan actions, owners and timescales can be recorded
appended if required.

The statements are numbered 1-5 and should be answered in chronological order. For example if the project is not achievin
the wheel even if the project is able to evidence that they are achieving 4 and 5.
It is expected that each project sets up a suit of folders similar to the example on the right.
Evidence to satisfy each statement is to be held in these folders for future assessment.
Following the self-assessment process, the wheel matrix template will produce a histogram to demonstrate where the proje
displayed on each project.
Periodically, (at least quarterly), the review panel should follow up the improvement plan to test whether actions have been
spots have been addressed and / or have changed and based on the re-assessment what new actions need to implemente

The Highways England Project Manager will work with project teams to ensure that this approach is adopted but all cross d
and developing the actions and reviews.

By way of good practice, delivery partners may wish to issue bespoke sections of the wheel to their 2 nd and 3rd tier suppliers
their own.

Peer review
At least annually the projects wheel shall be reviewed by a panel made up from a member of the Highways England’s Natio
Project Manager from another project and a delivery partner representative from another project. The purpose of this peer r
the secondary benefit of cross learning, engagement and suggested improvement.