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DHL_ICELAND
WOSHA
24th February 2016
Message From the Team at Swindon
Please enjoy your experience on our site
today.
Please be aware of your surroundings
and follow our safety rules, your
safety is important to us.
If you have any feedback on your visit
we would love to hear from you.
Our Management Vision
To be recognized as the best employer within our industry.
We will do this by:
Ensuring that our ‘Good Working Culture’ becomes engrained by all our colleagues
as the ‘way we do things’
Applying consistent methods and processes in the workplace
Developing methods of effectively sharing best practice across the company
Training all our managers to develop the skills and behaviours required to provide
effective leadership of their teams
Providing opportunities for personal development to all colleagues
Actively promoting the company’s social responsibility initiatives
Asking our colleagues and customers what they think
About our Customer – Iceland Frozen Foods
Iceland Foods began trading in 1970 and currently has 750+ stores across the UK
The Swindon Distribution Depot is one of four Iceland Depots
The others are located at Enfield, Warrington and Livingston
In 1998 Iceland Foods became one of the first food retailers in the world to provide home shopping nationwide, as well as the first UK national food retailer to ban GM ingredients from its products
It’s exciting times at the moment with Iceland opening up Warehouse style stores which offers customers a new shopping experience
Depot Size –274,000 square feet
Ambient, Chilled and Frozen Chambers
Loading / Unloading Bays
HGV Units
Trailers
Shunt Tugs
Mechanical Handling Equipment:
ROLLOP
PPT
Reach Truck
Counterbalance
Site statistics
Stores serviced 237
Geographical Location – South West / South Wales
Furthest Store - 226 miles (Penzance)
Nearest Store - 1 mile (Gorsehill Swindon)
Ambient, Chill and Frozen deliveries
Average Volume per day – 165,000 cases
First Wave (AM), Second wave (PM) and Twilight day 1 for 1 deliveries + Lock & Drop (8pm to 2am)
Average Miles travelled per day – 30,000
Total FTE Employees – 500
Warehouse – 224
Drivers – 184
Managers and Admin – 92
Total Agency Employees - 145
Site statistics
Health & Safety Challenges
Colleague Engagement
How to pro actively engage colleagues to reinforce positive behaviours
Colleague Involvement
How to get colleagues involved with ideas and initiatives
Communication
How to share information and maintain awareness of matters relating to H&S
Solutions / Actions
Colleague Communication and
Information
SLAM merchandise
Communication zone
H&S Corridor
Site Safety Rules
Pre shift Briefs
Driver delivery point assessment
Colleague Engagement and Involvement
SLAM awareness
Safety conversations
SLAM BINGO
H&S Committee
Safety Alerts
Driver hazard report
World Safety Day
Training and refresher training
Driver Development Assessments
DHL Supply Chain Safety Culture
INJURY
RATE
0.5
ReactiveTypical Symptoms
• Enforcement Action
• Disciplinary & Grievance
• Unclear Standards
• Intermittent Rules
• Low Competence
• Poor staff retention
Rules BasedTypical Approach
• Legislation
• Policies
• Safe Processes
• OHSAS 18001
Behaviour Based Safety4 Point Program
• Mindset
• Situation Awareness
• Safety Engagement
• Performance Review
5.0
0.9
2005 20202014
By Natural
Instincts
Driven by
ManagementDriven by Self
DHL Supply Chain Health and Safety Strategy 2016
Behaviour Based Safety
• BBS is an established method of using colleague to
colleague observations and positive reinforcement to
change unsafe individual behavior.
• It works by continually reminding and reinforcing
safe behaviour in everyone, leaders, colleagues and
customers.
• BBS helps remove hazards by using a situation
awareness approach.
• A powerful colleague engagement tool which can
develop a colleague to colleague ethos, looking out
for each other and talking about safety
• Most of all BBS empowers our colleagues to manage
risks and make better safer decisions.
What is BBS?
WHAT TYPE OF SAFETY CULTURE IS
GOING ON HERE?
BBS Helps by:
• Reconfirming the rules
• Improves personal risk perception
• Promotes better personal decisions
Behaviour, Knowledge & Attitude = Risk Perception
In summary:
BBS is about understanding why people take
risks and working with them to influence their
unsafe behaviour.
What is BBS?
DSC’s Behavioural Based Safety Model
Mindset
• Adopting a “Safety First” culture
• Clear Leadership for H&S
Situation Awareness
• Work environment consciousness
• Colleague empowerment
• Stop, Look, Assess, Manage
• A life skill for everyone
Safety Engagement
• Direct colleague involvement
• Safety Conversations
• A Proactive safety tool
Performance Review
• The future measure of our success
• Monitoring Targets and Progress
Situation Awareness Key Principles
STOP
LOOK
ASSESS
MANAGE
Pause and think, how safe is it?
Spot the hazards
What could happen?
Take the safest action
In a nutshell – what is Situation Awareness?
“Situation Awareness involves being aware of what
is happening in your vicinity, in order to understand
how information, events, and how your actions will
impact safety.”
In the vast majority of accidents the individual could
have changed the outcome by assessing the
situation and making better decisions, we call this
Situation Awareness…
Safety Engagement
Safety Engagement Benefits
Safety Conversations allow us to discuss, engage and problem solve with each
other and gain clarity and understanding of the culture in our work environments
and activities. This helps to build trust and form proactive working relationships.
The recording and logging of data is not so much about monitoring of individuals
but about enhancing intelligence and knowledge of both our approach to positive
behaviours and dealing with inherent risk trends.
This information allows us to develop and share the results of our engagement
with our colleagues enabling us to cultivate risk reduction strategies that can be
used throughout our Global organisation
Safety Engagement is a critical component of BBS
Why safety conversations?
• It’s a system that works by continually
reminding and reinforcing safe behavior
through discussion
• Manager and Team leaders find it a great way
to connect with colleagues to discuss safety
aspects in the work activity area
• Conversations can be encouraging, supportive
and highly engaging
• The whole process works around positive
commitment and agreement between two
parties……to work safely Everyone
participates by
watching out for
each other
Safety Conversation - How they work
• The nine steps to conduct a safety conversation are contained in the
Safety Conversation Log Book
• The log book is used to manually record the conversation and to note the
important points raised regarding safety risks
• The Safety Conversation
“log” details are replicated
into the recording system
allowing unsafe trends to
be tracked and understood.
SLAM Alerts
• SLAM ALERT forms are available for all colleagues to complete
• Colleague fills out sections1 and 2 then forwards it to Safety Rep or Manager
• Safety Rep must view and sign off hazard form prior to management
investigation
• On completion of investigation and any action taken:
SLAM ALERT log completed by H&S Team
Feedback given to originator
Hazard Map Page 1
Hazard Map Page 2
Thank you
Any questions?