GORDON HICKS MEMORIAL DAY

1. GORDON HICKS MEMORIAL DAY SAFETY LEADERSHIP IN CONSTRUCTION DOUGIE GUILDFORD HEAD OF HEALTH & SAFETY WILLMOTT DIXON CONSTRUCTION (Cobham)

2. 12 months ago…………. A new journey began………….! • Protect the business legally, reduce reportable incidents, keep the workforce safe & comply with Group P&P • Re-new focus on safety within the business & recruit a new team • Develop & implement a clear H&S strategy for the business • Work to improve visibility of senior managers by increasing HS&E tours. • Improve guidance & support given to site teams • Engage & communicate with the WDC supply chain manager & supply chain partners • Improve induction for all new staff starting with WDC • Get closer to Pre construction & customer care departments to improve all areas of HS&E management & improve planning of all scopes of work

3. Where we are now - May 2014 • H&S strategy in place for 2014/15 • Linked in to the HSE construction division plan of work • Fully resourced HS&E department – very proactive • New staff - starter induction • 72 hr ‘soft’ start on new projects • Coaching site managers • Workshops (new starter/All Safe/end of project) • Current 12 month rolling AFR – 0.23 (0.34 -2013) • Zero reportable incidents in 2014 (to date) – 4 reportables in 2013 • 2014 - 2 nr PNs issued by GSI to date • 2014 – 2 nr level 2 ‘near misses’ reported to date

4. So, how do we improve?

5. H&S Strategic Plan 2014- 2015 • Strategic Aim: • Review and update in April and October to implement any new legislation as prescribed by the enforcing authority. • Link in to the HSE construction division plan of work 2014-2015 • Review all current procedures and implement any changes necessary as required by site activities. • To reduce incidents of all types across the LCO by continuing to improve the safety culture and safety behaviour on all projects.

6. Key Strategy Components: • Demonstrate visible safety leadership at all levels within the LCO • Consistent robust HS&E leadership message communicated at all levels • Behavioural safety training awareness – External trainer (Dan Terry) • Site set up to be thoroughly planned, 72 hr ‘soft start period’ before contracted works start. • Buy-in to the ALL SAFE culture by WDC managers & supply chain partners. • Belief that ALL accidents can be prevented • Value the workforce • Sharing best practice across the LCO

7. Key Improvement Initiatives: • New starter inductions & site manager half day training course & pre project completion safety brief by HS&E dept • Consistent, professional induction process on all sites • HS&E team to meet with high risk supply chain partners on a regular basis – proactive not reactive. • Collaboration with supply chain management to improve behavioural safety on site – values & beliefs • Deliver pre completion safety briefings on all projects • HS&E team to develop & deliver Service Avoidance Plan (SAP) workshops with supply chain collaboration. • HS&E team to deliver MEWPs for managers course to site managers

8. Implementation Strategy: • PHSEM & Director of Safety to lead with full support from the MD & operations directors • HS&E dept to assist senior management, site managers & supply chain partners to understand the LCO ethos & safety culture comply with requirements • Training workshops for new starters & managers who may need to improve their HS&E management levels • Improve communication with Pre con teams, treat all site teams as an ‘internal’ customer & work closely with customer care on remedial/defective works • Advise & offer guidance to all projects & where necessary ensure incidents are thoroughly investigated and lessons learnt clearly communicated across the LCO/Group

9. Implementation Timescales: • Training workshops & inductions in place and running • SAP workshops to begin at the start of Q2 • MEWPs for Managers to begin at start of Q2 • Review progress at end of Q2 • Behavioural safety training awareness – start Q3 • Review progress at start of Q4 • Plan 2015 start Q4 • Success Measures: • Reduction in incidents/accidents reported • Reduction in 12 month AFR for 2014 • Reduction in service strikes & fines • Minimum of 2 award winning projects at each 6 month period of group safety awards.

10. GOOD SAFETY LEADERSHIP “Good safety means good focus, good discipline, shared vision and the professionalism of our teams and our qualities as leaders. Poor safety frankly means nothing else than a lack of leadership.” • Peter Voser - Chief Executive, Shell

11. Consistency Example • Respect Evolve Communicate Visible Safety Leadership

12. MANAGER OR LEADER…………? • The manager administers; the leader innovates. • The manager maintains; the leader develops. • The manager focuses on systems and structure; the leader focuses on people. • The manager relies on control; the leader inspires trust “Management is doing things right……….leadership is doing the right thing”

13. Increased visibility of senior management • Senior manager safety tours (including MD, Commercial Director) • Full attendance at Group Safety conference (including Pre Con Director) • Support with ‘consequences’ where failing occur or improvement may be required. • Support with use & issuing of STOP or IMPROVEMENT notices • Increased visibility of middle management • Operations managers &project managers to carry out regular safety tours and complete managers inspection report • PM – weekly report • Ops – monthly report • Improve communication and engagement with site teams and the supply chain

14. It may not be an easy journey……….

15. Key Leadership Principles: • Don’t walk by – lowest standard you accept is the highest delivered • You MUST lead by example • STOP – Workforce empowered to stop if feel it is wrong/unsafe • A safe working environment drives safe behaviour – reduce potential slips/trips/falls (poor housekeeping) • Don’t blame the worker until you have accounted for all causes – Always start with WDC – we manage everything on site! • Use your workforce for ideas – SME, numerous other sites – good collaboration • Change does not usually happen overnight – It’s a ‘journey’ • Knowledge is not enough – explain why wrong/unsafe • Encourage co-operation – communication/engagement • Don’t neglect occupational health – Dust/noise/stress

16. AS A LEADER ………..LEAD BY EXAMPLE …………..BE CONSISTANT……..YOU NEVER KNOW WHO IS WATCHING…………..

17. What happens when it goes wrong? • Recent fall through a fragile roof light……….. • Safety team on site to start investigation & provide support to the site team. • Thorough & immediate investigation, any failings identified discussed with site team and contractor. • Compile report & lessons learnt – NOT a blame culture • PHSEM & DofS hold discussions with WDC managers and the contractors – transparent & open meetings to review the incident start to finish. • Look to change/improve behaviour, re-train & re-educate all parties involved. • Held ‘leading & behaving’ safely session, key speakers who suffered life changing injuries. • 6 sites in local area were shut, over 110 attended • Filmed as training DVD

18. Health & Safety - Achievements WDC Cobham continue to maintain excellent H&S leadership standards across the business: KPI’s • 2013 - 1.51m man hours worked across Cobham sites • AFR 2013 - 0.34 reduction of 14% from 2012 • Reportable’s 2013 - Majors 3 + 1 Over 7 day = 4 • 2014 - AFR (current) - 0 • 80% of projects completed so far in 2014 had a zero AFR Service Strike Incidents: • 2013 - 7 • 2014 (current) – 1 (GHFS – double fine awarded) Award Winners 2 attendees (4 awards) in Feb 2014 (Jul – Dec 13 period)

19. There is no end to the journey……… • It must be remembered : • H&S leadership is about PEOPLE and their daily ACTIONS • Commitment towards H&S leadership has to come from ALL levels within the organisation ARE THERE ANY QUESTIONS?