Introduction Chart

What We Need From You 1 Clear Expectations Make safety important, follow the rules and procedures and ensure you understand what is expected of you and your colleagues. Ensure that you live up to the safety standards you expect of others. What Your Company Will Provide To Support You An induction process which clarifies company and industry expectations. Clear simple rules and procedures.

2 Effective Communication Where possible use face to face communication. Always listen Communications in clear and concise language avoiding jargon carefully, ask open questions, check understanding and agree and abbreviations. Explanation of changes and encouragement any solutions. Be sure your actions support what you are saying. of feedback. Opportunity to provide open feedback without fear of retribution .Regular face to face communication with Senior Management. 3 Personal Leadership Lead by example and praise safe behaviours. Have courage to do the right thing and do not tolerate unsafe behaviour whether at work, home or leisure. Believe that you can make a difference. 4 Personal Risk Awareness Stay aware of your surroundings, remain alert to changes and never put yourself or others at risk. Contribute to discussions about risks on the job, share your experiences and question anything you do not understand. Get involved in practical work site inspections and recognise the hazards that could cause an Senior management commitment to safety and encouragement for continued safe behaviours at work, home and leisure. Training in safety leadership and behavioural skills. Encouragement for the recognition of safety contributions. . Relevant risk assessment and observation skills training and a process for the capture and sharing of information and good practice. Information on hazards associated with work and home environments. Experienced personnel assigned to coach inexperienced, new or transferred personnel.

injury. 5 Planning Take time to fully familiarise yourself with the safety aspects of the job and question any areas that are not completely clear to you. Consider your abilities and interaction with other people. Ensure you have the time and resources to do the job safely and request help where needed 6 The Right and Duty to Intervene Challenge any unsafe acts or conditions and praise positive and safe behaviours. Welcome intervention from others. Adequate time for planning and the inclusion of everyone involved in the job. Readily accessible information to support planning. A simple and effective Change Management process.

Commitment to support everyone who intervenes to improve safety. An environment in which all personnel are encouraged to welcome interventions. An observation and intervention programme which provides feedback of actions taken. Commitment to uphold safety rules and guidelines. Clear communication regarding the consequences of unacceptable safety behaviour and the application of fair and consistent response. Encouragement of all personnel to make annual safety commitments and share these. Guidance and support for the development of safety commitments An appraisal process which includes safety performance feedback. Promotion of safe behaviours and practices at work and at home. Recognition for safe behaviours to encourage improvement. Encouragement for everyone to contribute to the

7 Accountability Accept responsibility for your actions and their consequences and offer solutions to prevent accidents. Accept responsibility for improving health and safety in the environments you work and live in. 8 Self Evaluation List your personal commitments to safety and share them with your colleagues. Regularly request feedback on how you are doing and use this to help improve your performance. 9 Develop Encourage and Sustain Safe Behaviours Start every day by thinking of how you can keep yourself and others safe. Practise hazard recognition and make sure controls are in place. Provide feedback and encouragement on things

that work or require improvement.

improvement of safety and feedback on performance.

Maturity Matrix (Company)

Emerging (Level 1) An induction process exits. All staff are familiar with the company HS&E policy and procedures. 1.1 1.2a 1.2b Managing (Level 2) Responsibilities and accountabilities are defined at job level, together with task specific safety guidelines. Consequences of non compliance are communicated. 1.2c 1.2d 1.4 1.3a 1.3b Involving (Level 3) All staff are familiar with personal actions and behaviours required by PRfS. Majority of staff are trained, willing and able to intervene in the workplace. Co-operating (Level 4) All Management and staff share their safety commitments freely with each other and discuss openly. Rules and procedures are regularly reviewed. Continually Improving (Level 5) An improvement plan is maintained which includes workforce involvement and is regularly reviewed and communicated. PRfS maintains a high profile within the organisation. 1.7a 1.7b

1.5 1.6a 1.6b Communication is one-way - top down but processes are being developed to promote two-way communication. The identification and communication of solutions rather than problems is encouraged and relevant training provided. 2.1 Communications are in clear and concise language avoiding jargon and abbreviations. Face to face communication is encouraged. Timely and effective feedback is provided on issues raised highlighting positive and negative aspects. Employee input is collected and considered when any significant change is planned. 2.2 2.3 2.4 2.5 A process exists that encourages all personnel to document their Personal Safety Commitments and review them on a regular basis. A mechanism is in place to ensure openness and integrity of reporting A questioning approach is encouraged with open feedback and no fear of retribution. Regular site visits are conducted by Line and Senior Management to communicate with employees. 2.6 2.7 All safety communication is twoway in the form of consultation at all levels of the organisation. Safety meetings are lively and constructive with open discussion of safety improvement ideas and concerns. Both Managers and front line employees give presentations. 2.8

Documented Senior Management commitment exists to incorporate PRfS throughout its systems, providing appropriate funding and

Training is provided to support the development of safety leadership with a behavioural focus. A process is in place to recognise outstanding safety performance and provide appropriate responses to unacceptable behaviours. 3.2 3.3

Safe behaviours outwith the workplace are encouraged through education and/or practical support. 3.2 3.3

Key safety leadership behaviours are recognised in appraisal process and mentoring is provided where needed. 3.7

resources to effectively support PRfS. 3.1 Risk assessment policies and processes are in place and a process to identify and report worksite hazards exists and/or is being implemented. 4.1a 4.1b Training needs of all personnel, including contractors, in hazard identification and risk assessment have been identified and training is being provided. 4.1c 4.1d

without fear of repercussion. 3.4 3.5 All personnel are competent in hazard identification and risk assessment processes and seek to employ their skills effectively. Worksite hazards are being documented and communicated across the organisation. 4.2a Hazard identification and risk assessment has become an integral effective part of the work process for all personnel. Personnel are employing their knowledge outside the workplace. Personnel are sharing their knowledge and expertise with others. 4.2b 4.2c 4.3a 4.3b 4.3c 4.4 Safety implications of changes to the plan are effectively managed through full workforce involvement. 5.4 Regular monitoring/auditing of the effectiveness of the policies and processes are undertaken with remedial measures identified being implemented. The benefits of being good at hazard identification and risk assessment maintain a high profile with the organisation.

Work planning Training needs identified processes are in and training being place and are being implemented where needed. revised to integrate PRfS elements. 5.1 5.2

All staff are familiar with personal actions and behaviours required by PRfS. Majority of staff are trained, willing and able to intervene in the workplace. 5.3

Captured learnings are incorporated into planning process. 5.5

There is a policy and a documented system that supports the right and duty of any person to intervene in the interests of safety. 6.1 6.2 6.3 Safety rules and principles are in place but unsafe behaviour continues. Lack of accountability within the organisation or the wrong people being held accountable. 7.1 A framework and requirement exists for Personal Safety Commitments but not fully implemented. 8.1a

Training in observation and constructive intervention skills given to all personnel to support company observation and intervention programmes. 6.4

Individuals give and accept constructive intervention in a positive manner.

All personnel see the value of intervention. Actions taken are clearly visible.

Positive behaviours are continually reinforced and proactive safety behaviours are recognised as an organisational value. 6.5

Management visible at worksites. Safety observation/intervention system in place. Consequences of unsafe behaviour reinforced.

Unsafe behaviour is not tolerated. All aware of consequences of positive and negative safe bahaviour. Trust is building between Management and staff. 7.2

Safety leadership and commitment is high with Management and workforce actively demonstrating proactive safe behaviour and looking after each other. PSC promotes, encourages individual contributions towards organisation and industry goals.

Workforce now exhibit confidence to engage in actions to enhance safety. All incidences of unsafe behaviours are reviewed with a view to learning lessons.

Requirement for Personal Safety Commitment for Management. 8.1b 8.1c

Extend PSC requirement across organisation providing guidance on content and evaluating individual performance. 8.1c 8.1d 8.1e 8.2

Evaluation is 360 deg and feedback received is acted on. 8.3

A framework exists to develop and encourage safe behaviours but organisation not fully engaged. 9.1a

Management actively encourage and support safe behaviours. Necessary training and coaching is provided. 9.1b 9.1c 9.2 9.3a

Workforce engaged and safe behaviours accepted as the norm. 9.3b 9.3c

All personnel see the value of safe behaviours and do not tolerate unsafe behaviours. Safe behaviours outwith the workplace are encouraged through education and/or practical support. 9.3d 9.4a 9.4b 9.4c

Workforce suggestions are valued, reviewed and where relevant included to improve the programme. 9.5a 9.5b

Maturity Matrix (Personal)

Emerging Managing Involving Co-operating Continually Improving

(Level 1) An induction process exits. You are familar with the company HS&E policy and procedures.

(Level 2) Your responsibilities and accountabilities are defined at job level, together with task specific safety guidelines. Consequences of non compliance have been communicated to you.

(Level 3) You are familiar with personal actions and behaviours required by PRfS. The majority of your colleagues are trained, willing and able to intervene in the workplace.

(Level 4) All Management and your colleagues share their safety commitments freely with you and discuss openly. Rules and procedures are regularly reviewed with you. You are encouraged to provide feedback and can do so without fear or retribution. Line and Senior Management regularly visit your site to communicate with employees.

(Level 5) You are involved in establishing and maintaining the safety improvement plan for your site. PRfS maintains a high profile within the organisation.

Communication is one way - top down but processes are being developed to promote two -way communication with you.

A questioning approach is encouraged with open feedback and no fear of retribution. Regular site visits are conducted by Line and Senior Management to communicate with employees.

Communications to you are in clear and concise language, avoiding jargon and abbreviations. Communicaiton is frequently face to face. You are given timely feedback on issues, highlighing positive and negative aspects. Your input is sought and considered when any significant change is planned.

All safety communication is twoway in the form of consultation at all levels of the organisation. Safety meetings are lively and constructive with open discussion of safety improvement ideas and concerns. Both Managers and front line employees give presentations.

Documented senior management commitment exists to incorporate PRfS throughout its systems, providing appropriate funding and resources to effectively support PRfS

Training is provided to you to support the development of safety leadership with a behavioural focus. A process is in place in your worksite to recognise outstanding safety performance and provide appropriate responses to unacceptable behaviours.

A process exists that encourages all personnel in your workplace to document their Personal Safety Commitments and review them on a regular basis. A mechanism is in place to ensure you can report issues without fear or repercussion. You, and the colleagues around you are competent in hazard identification and risk assessment processes. You seek to employ these skills effectively. Worksite hazards are being documented and communicated across the organisation.

You are encouraged to act safely outwith the workplace through education and/or practical support.

Your safety leadership behaviours are recognised in the appraisal process and mentoring is provided to you where needed.

Risk assessment policies and processes are in place and a process to identify and report work site hazards exists and/or is being implemented.

Your hazard identification and risk assessment training needs and those of your colleagues, including contractors, have been identified and training is being provided.

Hazard identification and risk assessment is a routine and effective part of the work process for you and your colleagues. You apply this knowledge outside the workplace. You share this knowledge and expertise with others.

The effectiveness of the policies and procedures used in your workplace are regularly monitored/audited. Remedial measures are identified and implemented. You and all your colleagues understand the benefits of being good at hazard identification and risk assessment and you support the use of these in your workplace.

Work planning processes are established in your workplace. They are being revised to integrate PRfS elements.

Your training needs have been identified and training is being provided where needed.

You and your colleagues are allowed adequate time for proper planning.

Safety implications of changes to the plan are effectively managed through full involvement of you and your colleagues. You and your colleagues see the value of intervention. Actions taken are clearly visible.

You have access ot learnings and incorporate these into the planning process.

There is a policy and a documented system that supports the right and duty of any person to intervene in the interests of safety. Safety rules and principles are established in your workplace but unsafe behaviour continues. You see a lack of accountability within your organisation or you see the wrong

Training in observation and constructive intervention skills is given to you and your colleagues to support company observation and intervention programmes.

You are able to give and accept constructive intervention in a positive manner.

Your organisation recognises and values proactive safety behaviours. Your positive behaviours are continually reinforced.

Management visible at worksites. Safety observation/intervention system in a place. You understand the consequences of unsafe behaviour.

Unsafe behaviour is not tolerated. All aware of consequences of positive and negative safe behaviour. Trust is building between Management and staff.

Safety leadership and commitment is high in your workplace. You and your colleagues actively demonstrate proactive safe behaviour and look after each

Continued monitoring and review.

people are held accountable. A framework and requirement exists for Personal Safety Commitments in your workplace but these are not fully implemented. A framework exists in your workplace to develop and encourage safe behaviours but the organisation is not fully engaged. Your Managers commitment to Personal Safety is a requirement of th2eir job. Commitment to Personal Safety is established across your organisation. Guidance is provided to you and your safety performance is evaluated. You and your colleagues accept safe behaviours as the norm.

other. PSC promotes, encourages individual contributions towards organisation and industry goals. You and your colleagues see the value of safe behaviours and you do not tolerate unsafe behaviours. Safe behaviours outwith the workplace are encouraged through education and/or practical support. Evaluation is 360 deg. You are involved as a recipient or provider. Feedback is provided and is acted on.

Your Management activity encourages and supports safe behaviours. Necessary training and couching is provided to you.

You see your suggestions are valued, reviewed and where relevant included to improve the programme

Process For Creating Major Change

Process For Creating Major Change Establishing A Sense of Urgency Examining the market and competitive realities.

Identifying and discussing crises, potential crises or major opportunities. Creating A Guiding Coalition Putting together a group with enough power to lead change Getting the group to work together like a team Developing A Vision And Strategy Creating a vision to help direct the change effort Developing strategies for achieving that vision Communicating The Change Vision Using every vehicle possible to constantly communicate the new vision and strategies Having the guiding coalition role model the behaviour expected of employees Empowering Broad-based Action Getting rid of obstacles Changing systems or structures that undermine the change vision Encouraging new approaches and non-traditional ideas, activities and actions Generating Short-term Wins Planning for visible improvements in performance or 'wins' Creating those 'wins' Visibly recognising and rewarding people who made the wins possible . Consolidating Gains And Producing More Change Using increased credibility to change all systems, structures and policies that don't fit the transformation vision Hiring' promoting and developing people who can implement the change vision Reinvigorating the process with new projects, themes and change agents

Anchoring New Approaches In The Culture Creating better performance through customer and productivity oriented behaviour, more and better leadership, and more effective management Articulating the connections between new behaviours and organisational success Developing means to ensure leadership development and succession.