Costain BBS Programme

Written Application for the Accreditation of theCostain Behavioural Safety ProgrammeBy the Cambridge Center for Behavioral Studies

BE SAFE Because you want to

Principles of Behaviour Based Safety

Application Form A1

Page 1 of 34

Contents

A. Identifying Information ................................................................................................................................ 2

B. The background conditions in your company ............................................................................................ 3

C. Descriptions of the workers ........................................................................................................................ 7

D. Safety Concerns. ....................................................................................................................................... 9

E. Description of your PBBS programme ..................................................................................................... 11

F. The PBBS data, Graphic Displays of Data and Analysis of Data ............................................................ 15

G. Sustained Improvement ........................................................................................................................... 26

H. Impact of CBS on People, Projects and Business ................................................................................... 28

I. Summary .................................................................................................................................................. 33

J. Appendices .............................................................................................................................................. 34


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A. Identifying Information

Name of Organisation

Costain Ltd

Location of Corporate Office

Costain House

Vanwell Business Park

Maidenhead

Berkshire

SL6 4UB

United Kingdom

Name of Company Representative in charge of application

Alan Cheung BEng, CEng, MICE, MAPM

Phone number of company representative

00 44 7799 435792

00 44 1628 842444

E-mail address of the representative

[email protected]

mailto:[email protected]�


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B. The background conditions in your company

Introduction to Costain

Costain is a leading UK Engineering Company with a history that dates back over 145 years, during which time Costain has helped to shape the infrastructure and landscapes of both the UK and the world at large.

The Group turns over c£1Bn per year and is engaged in Engineering, Construction, Maintenance and Land Development, it has 3 Operating Divisions, namely Environment, Infrastructure and Energy & Process, which operate over 10 specific sectors; Water, Waste, Education, Marine, Highways, Airport, Rail, Nuclear, Hydrocarbons & Chemicals, and Power.

We have a reputation not only for delivery, but in how we deliver on all aspects of our projects, including Innovation, Time, Cost, Quality and most importantly SHE – Safety, Health and Environment.

We have a diverse range of projects within our portfolio, with project duration ranging from 3 months to 3 or more years. As such we have a workforce made up of both directly employed and supply chain workers.

Our Vision is “To be one of the UK’s top solution providers”, which is underpinned by our Company Growth Strategy – Choosing Costain.

Choosing Costain addresses the significant changes our industry faces and ensures that we focus our business in the specific areas where there is an Acute National Need, targeting key Blue Chip and Public Sector Customers.

The strategy allows us to deliver an ever increasing full service, a one stop shop, through all phases of a projects life; we have broken this down into the 3C’s of Consultancy, Construction and Care.

Our principle area of work is Nationwide within the UK, we also operate overseas where we have established relationships with key customers and the projects align with our experience, expertise and support our strategy.

Corporate Responsibility lies at the heart of our business and as such our Choosing Costain Strategy is supported by Costain Cares, which we launched earlier this year.

Costain Cares is an operational drive to build a long term sustainable business, which creates a greater Economic, Environmental and Social value.

In essence it sets out how we do business, it has been developed after detailed stakeholder engagement and is designed to enhance the performance of every part of our operations and allows for our performance to be continually measured by Business in the Community (BITC). This allows us to bench mark ourselves and ensure that we are operating in a Corporate and Socially Responsible way.

Costain have received many awards in recognition of the success it has achieved most notably these have included;

2007 ROSPA’s Sir George Earle Trophy

2008 Major Contractor of the Year

2009 Major Contractor of the Year

2010 Contractor of the Decade


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Divisions involved in PBBS Programme

Costain is made up of 3 Divisions operating across 10 Specific Sectors.

See Appendix A for a copy of our company structure.

All of our divisions are involved in the Costain Behavioural Safety (CBS) Programme.

Consists of 4 Operational Sectors that operate in their respective markets

Environment Division

1. Water Sector

Delivering improved water assets

2. Waste Sector

Solving waste sustainability

3. Marine Sector

Delivering vital marine infrastructure

4. Education Sector

Enhancing the learning environment


Infrastructure Division

1. Rail Sector

Upgrading the railways

2. Highways Sector

Improving road journeys

3. Airport Sector

Improving airports


Energy and Process Division

1. Nuclear Process Sector

Managing nuclear waste safely

2. Power Sector

Improving energy infrastructure

3. Hydrocarbons and Chemicals Sector

Delivering full lifecycle solutions


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Kinds of jobs in which workers are involved

Our workforce is engaged in many different jobs and activities, typically these would include:

• Ground Works

• Drainage installation

• Earthworks

• Road Construction

• Steelwork

• Steel Fixing

• Concrete Placement

• Shuttering

• Joinery

• Mechanical Installation

• Electrical Installation

• Commissioning

• Operating and Maintenance

• Design and Consultancy Work

• All aspects of Project Management

• Site Investigation

• Concrete and Materials testing

• Road Maintenance

Recent non-safety initiatives and company changes

The main company initiative introduced in the last 6 months is “Costain Cares”; this is an operational drive to build a long term sustainable business, which creates a greater Economic, Environmental and Social value.

See Appendix B for more information on Costain Cares

Recent non-PBBS safety initiatives

We have introduced a number of Safety Initiatives over the last 12 months and whilst they are at face value non – PBBS safety initiatives, we have used the principles of Applied Behavioural Science in their formation and introduction to the business.

Typical examples include:

• Revised Back to Basics

This is where all projects are required to do a back to basics tool box talk with the workers each month. This initiative had been running for over 2 years and was based on a subject that Costain Group believed was relevant. This was revised such that a project decided on the subject based on what its particular issues or risks were in the particular month.

• Stop Shift Briefs

This is where all projects are required to stop for a minimum of 2 hrs within a given timeframe and engage with the workers on current safety issues. Initially these were run every 3 months and were very prescriptive. This was revised so that the Stop Shifts were carried out at key times where accidents were more likely to happen, e.g. when the clocks changed, as winter was approaching, reduction in daylight hours, start back after the summer, lead up to Christmas. Effectively we moved them on to a variable schedule, followed up with a Survey Monkey and used the feedback to improve the next briefs. We also made them less prescriptive and ensured that all operational directors attended a project briefing.

• Frontline Supervisors Protocol

This protocol allows us to simply measure and review whether our Frontline Supervisors were suitably experienced, qualified and competent. This was developed in conjunction with our Senior Works Managers and was only introduced after we tested it out on a number of projects.


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Other Background Factors

Typically in the UK main stream SHE management focuses on the use of procedures and process as well as inspection and audit by Safety Advisors and Inspectors.

The main UK measure of Safety Performance is the AFR (Accident Frequency Ratio), this is calculated as follows:

Total Hours Worked

No. of RIDDOR Incidents x 100,000

A RIDDOR Incident can generally be summed up as an incident that has resulted in a person being off work for more than 3 consecutive days – the exact definitions are laid down in RIDDOR (Reporting of Injuries, Diseases and Dangerous Occurrence Regulations).

The following table gives typical AFR figures for the construction industry

Typical Construction Industry AFR = 0.45

Construction Industry - Good Performance AFR<0.2

Costain Year Ending 31st December 2010 AFR = 0.14

The UK construction market is such that there is a very transitional workforce who may only be on site for very short period of time, or who comes to site to carry out very specific work activities.


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C. Descriptions of the workers

Overview

Our workers can be broken down into 3 principle groups:

1. Directly Employed

2. Agency or Temporary Workers

3. Subcontract Workers

The makeup of the workforce at any point in time will be dependent on our Projects specific needs and the strategy deployed on those projects. However everyone who works on our projects needs to be able to demonstrate they have are “Suitably Qualified and Experienced”

Ages

16 to Retirement age, this would typically be 65, however changes to the law now means that there is no prescribed age where a worker has to retire.

Experience

Workers will have a diverse range of experience based on their age, experiences to date and time spent in our industry.

Training

Training is a key element of our BE SAFE Strategy; it comes under the Competence Section. We require that everyone who works for Costain can demonstrate that they have the appropriate level of training for the work they are engaged to carry out.

Where the workers are directly employed they will have a progressive programme of training identified for them, this is typically identified on a projects training matrix and plan.

Where agency or temporary workers are engaged, we ensure that they have the appropriate training for their role and will provide further training as appropriate to the projects needs or as and when their roles develop.

Where workers are employed by our supply chain we expect to see that they are included on the supply chains training matrix and plan.

See Appendix C for an example of a training matrix.

Safety Training

As a minimum requirement all workers are required to possess a valid and appropriate Safety Training Card for the UK construction industry.

Typically this would be:

CSCS card for workers both skilled and unskilled

CPCS card for plant operators

This is a mandatory requirement and cards are checked at induction and periodically through the life of a project.

Safety training is delivered in the same way as discussed in the section above, with each project and subcontractor having a training matrix and training plan.


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Education

The educational base of our workers is extremely diverse and will depend on their trade.

For example a general worker may have left school at 16, whilst an instrument technician may have gone to college or university and gained the associated qualifications.

We also operate apprentice schemes, sponsor workers to attend the National Construction College and where appropriate sponsor them to attend college or university to progress their educational base.

Health

Workers health is monitored as appropriate to the project and will generally follow a risk based approach. We require workers who are in “high risk” roles to have a valid and up to date medical, e.g. Crane Operators, Scaffolders etc.

Where workers may be exposed to specific health risks e.g. radioactive material, hand arm vibration, working in contaminated works, we set up specific exposure and health monitoring systems for the project.

We also take a proactive approach to health through educating the workers on subjects such as hygiene, manual handling, healthy eating and hydration.

We also provide the facility to have a Health Check Up with a qualified medical person.

The above relates to anyone who works on a Costain Project and is not limited to directly employed workers.

Safety Records

Workers safety records are monitored for trends to help us identify if we have any particular problems or training needs

Other: specify other relevant information about workers

It is important to understand that the nature of our business and industry that we work in means that our workforce can be extremely transient. Some of our subcontractors may only work on a project for a week whilst others may be there for considerably longer.

The nature of the UK construction market also means that workers will frequently move between employers, predominantly because of job security and hourly rates.


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D. Safety Concerns

Costain has a stated Value that Safety Health and Environment (SHE) is our No.1 Priority and in order to achieve this we must continue to improve our performance in this area.

Costain safety performance, (based on AFR data), since the year 2000 has shown a general downward trend.

The initial downward trend can be attributed to the implementation of our Procedures and Guidance Manual; however between 2003 and 2006 the performance had reached a plateau.

The start of CBS in 2006 led to a step change improvement in safety performance.

These trends can be seen in the following graph which charts Costain’s AFR between 2000 and 2010,

Costain Group AFR Chart

It became obvious that to continue to drive our SHE Performance forward and continue to reduce our AFR we had to do something different, we were confident that our systems and procedures were robust as we had accreditations and audits to verify this, however our performance was varied which lead us to the conclusion that we needed something to address our peoples behaviour.

In 2005 two of our large Framework Projects, 4D and UU, both with a 5 year programme of work ahead of them piloted two Behavioural Based Safety Programmes, the results over the following years showed a significant impact on the Frameworks Safety performance which helped to deliver an improved safety performance at group level.

The following graph charts one of the pilot programmes, 4D’s, AFR performance over the 5 year period.

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"BE SAFE" StartedP&G Manual

BBS on JV Projects


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4D Framework AFR Chart

In 2008 it was decided to commence adopting a behavioural approach to safety across the wider business and training started to be rolled out.

In 2010 Costain appointed a dedicated Costain Behavioural Safety (CBS) Delivery Manager to give CBS a focal point, build on its success to date and deliver a step change to our safety performance.

The CBS Delivery Manager reports directly to the Divisional Managing Directors as opposed to the SHE Director and is one of the Framework Managers who piloted the original programmes. The reason we have adopted this approach is that a fundamental principle of CBS is that it is lead by Management and supported by our SHE Teams.

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Monthly AFR


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E. Description of your PBBS programme

Costain’s PBBS Programme is called Costain Behavioural Safety (CBS) the people involved in the original pilot programmes agreed on what it should be called and also developed the Vision, Mission and Objectives for CBS.

The Vision for CBS is very simply:

“BE SAFE Because you want to”

The overriding Objective of CBS is:

To deliver a sustainable improvement to our SHE Performance and Culture through proactive SHE leadership at all levels within our business, which provides clear Expectations, Measurement, Feedback and most importantly Consequences.

The CBS Programme is based on the work carried out by the two pilot programmes, the results they achieved and understanding what worked and how it can be applied to the specific needs of our business.

The over arching principle of CBS is Leadership and Engagement, as such we have adopted a top down leadership approach, using the key principles of Applied Behavioural Science along with a suite of tools to aid implementation. This approach has ensured that CBS was developed to address the specific needs and requirements of the Costain Business, which included addressing the issues of having a predominantly transient workforce and the short duration of projects.

Overview of CBS Process

The following diagram gives a simplified overview of the CBS Process:

Project Specific Implementation Plan for site to sustain improvement

Injuries decrease

New worker behaviour

Leaders create new environments; more behaviourally sound decisions are made

Behaviour change in Leaders, Leaders use behaviour in decision making

Behavioural Improvement Plans from Course Delegates

CBS Course for Leaders


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CBS can essentially be broken down into two distinct parts:

1. Training

2. Implementation

Training

The approach to training focuses on top down; this is to ensure that we develop a sustainable CBS model where everyone in the delivery chain of command, including our supply chain, clearly understands the impact and consequences of their behaviours on their direct reports.

Costain working with Hollin Consulting developed four bespoke Costain Behavioural Safety Training Courses designed to address the specific needs, of the different levels within the company. We also developed and produced a CBS Training Booklet which included Costain specific examples of how CBS has been used to make improvements as well as to illustrate key learning points.

The four levels of training are delivered through a combination of Hollin and Costain trainers.

Type of Course Duration Delivered by

Executive Board 2 x 4hr modules Hollin

Senior Managers 4 x 4hr modules, 2 weeks apart + follow up module 6 weeks later

Hollin

Frontline Managers and Supervisors (FMS)

3 x 4hr modules , 1 to 2 weeks apart + follow up module 4 weeks later

Costain internal trainers

Workers 2 x 2hr module Costain internal trainers

Train the Trainer Course 2 x 2 day modules, 2weeks apart + coaching

Hollin

Each Project develops its own CBS Training Plan which identifies everyone on the project, what training they require and would normally include, staff, directly employed workers, subcontractors and client members of the project team.

It is worth noting that several of our Executive Board have subsequently attended the Senior Managers course as well.

Key elements of the course syllabus include:

• Understanding what Behaviour is

• Pinpointing Behaviour

• Antecedent / Behaviour / Consequences

• Analysing Behaviour

• Consequence Types

• Consequence Analysis

• Behaviour and the Environment

• Feedback

• Measurement

• Shaping Behaviour

See Appendix D for diagrams illustrating the course syllabus.

All of the training courses have been designed to give the delegates an understanding and working knowledge, appropriate to their level, of applied behavioural science.

The Managers course has a slightly more managerial emphasis than the FMS course, as we have found that this group of people start to apply it to other areas of their role as opposed to just safety.

In addition to the training modules, both the Managers and FMS courses have coursework, reading and coaching attached to them which are carried out in the period between the modules.


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At the end of the Managers and FMS courses, delegates are required to produce a Behavioural Improvement Plan (BIP) that they will then carry out over the next 4 to 6 weeks, at which point they feedback to their group on what they achieved and how they achieved it.

See Appendix E for information on numbers trained

Implementation

Training is only the first step of our CBS Programme, it is designed to engage, educate and equip our people with a fundamental understanding of the principles of Applied Behavioural Science and how to apply it in the real world.

Once training has been undertaken, it is up to individuals and leadership to implement the principles of CBS in the work place; this is driven and supported by our management teams.

To aid implementation we have produced an Implementation Pack designed to help teams look at things in a different way and provide them with a number of tools to support CBS on a project. The Pack has been designed to provide a Simple Guide to Implementing CBS on a Project, it comprises of an Implementation Guidance Booklet and a set of CBS Tools.

Each Project is required to produce a CBS Implementation Plan that looks at and addresses the specific needs of the project. It includes when training is scheduled to be delivered, the projects choice of tools that it intends to use and when they intend to implement them.

It should be noted that this is a live plan and if a particular tool is not working or the projects data tells them they need to do something different, then the plan should change to reflect this.

See Appendix F for an example of a CBS Implementation Plan

Whilst we have developed an initial suite of behavioural tools it is expected that over time teams will adapt and develop their own CBS Tools that are appropriate to the their specific issues, these will be identified and driven by data captured at a project level, which in turn will be used to make the decisions that really will make a difference.

The principle of the CBS Implementation Plan is to identify and make focused and often small changes in the project teams behaviour, in a structured and measurable way.

As part of the Implementation Plan, each Project is required to nominate a CBS Champion responsible for driving and implementing CBS on the Project.

Each Champion is an Operational Member of the Projects Senior Management Team and is appointed in writing by their Sector Director, this ensures that the Sector Directors are engaged with CBS, made aware of the impact of their behaviour on the project team and made part of the CBS consequence chain.

A key feature of CBS is that it is designed to address a projects individual need and is based on implementing a series of tools across the projects lifecycle. Consequently when we are operating with a client who has a Behavioural Safety Programme or are working in a Joint Venture where our partner may have a Behavioural Programme, we are able to integrate their programmes and tools into the Projects implementation plan.

We have been successful in achieving this with our client at Sellafield Ltd where we integrated their Human Factor tools into our implementation plan and combined their training into an additional bolt on module.

We have also worked with our Joint Venture Partner Skanska and integrated their behavioural Observation Programme into the projects implementation plan.

In addition to this our Client London Underground has asked Costain to provide CBS training to 60 key London Underground staff who are not working on Costain Projects.

Figure 1 depicts the principle of Behavioural Science sitting at the core of our CBS Programme and that projects then select CBS tools that are appropriate for the project.

Figure 2 depicts how CBS fits into the Costain BE SAFE Strategy along with its constituent parts. It demonstrates that there is a need for some quick win tools that will have a relatively quick impact on worker behaviour as well as long term cultural change tools, the blank boxes represent the fact that other tools will be developed to suit the needs of the business or project.


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Figure 1

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Engagement & Comms

Hazard

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Tools

Figure 2


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F. The PBBS data, Graphic Displays of Data and Analysis of Data

CBS is different to more traditional BBS Programmes, in that it does not solely focus on worker observations.

As previously discussed the focus of CBS is on leadership behaviour and using a suite of tools to achieve this, consequently PBBS data can be broken down into in to 3 principle areas:

1. CBS Programme data

2. Project specific data

3. BIP Data

In order to aid with the understanding of the CBS Programme I have combined the Data, Graphic Display of Data and Analysis of Data sections for each of these 3 areas.

1. CBS Programme Data

The success / impact of the CBS Programme is measured and monitored using a number of metrics and sources of data. These are rolled up from a Project Level to a Sector Level to a Group Level. This is done to ensure that there is a clear consequence chain through to the Managing Directors

There is a mixture of Leading and Trailing measures that we track and trend over a rolling 12 month period, as this allows us to see any recurring trends and whether we are realising a sustained improvement.

The Trailing metrics are:

Data AFR and No. Minor Accidents

These are classified under RIDDOR

Importance These measures are important to the business as they are how the company and wider construction industry bench marks itself. In addition to this these are two of the measures that our clients judge our SHE performance

Due to the low number of Incidents it is often hard to identify any trends

How is it Collected Monthly returns from site

Ensuring Accuracy Data gets checked during monthly inspections

The Leading metrics include:

Data Near Miss / Hazard Observations / Unsafe Acts / Observations etc

Importance This data set helps to identify what is likely to happen next and hence allows us to implement proactive measures to minimise the likelihood that a similar more serious incident does not occur.

We have also found that this is a good measure in identifying the level of engagement with both CBS and wider SHE aspects on a project.

Consequently there are a number of initiatives to increase the level of reporting in this area

How is it Collected Data is collected by projects on a daily level and then incorporated into monthly returns from site

Ensuring Accuracy Data gets checked during monthly inspections, data gets verified through the use of anonymous RF card surveys


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Data Inspection Scores and associated Red Scores

Importance Carried out monthly on each project by an independent SHE Advisor.

Projects are scored in a number of key areas and given Red Scores in areas of particular poor performance.

By trending overall scores, no. & type of red scores, comments from the SHE Advisors, we are able to consistently identify and trend a Projects SHE Performance.

How is it Collected SHE Advisors carrying out inspections

Ensuring Accuracy The SHE advisor is independent from the project, normalisation days are held for the advisors to ensure consistency in scoring &approach.

Data CBS Training Plans and Implementation Plans

Importance This is a key in measuring whether projects are truly engaging with CBS and have an organised and planned approach.

How is it Collected Monthly returns and through Director check list returns

Ensuring Accuracy CBS Delivery Manager spot checks projects

Data CBS Champion Appointment Letters and Director Check Sheets

Importance This gives an indicator as to the level the projects and Sector Directors are engaging with CBS.

It provides evidence as to the interactions that are going on between directors & PM’s & ensures that Directors know what their projects are doing

How is it Collected Letters and check sheets collected by CBS Delivery Manager

Ensuring Accuracy Spot checks by CBS Delivery Manager

Data CBS Ratio

Total No. of Near Misses, Hazards and Observations / Total No. of Accidents

Importance Provides an indicator as to the level of Near Miss / Hazard / Observation reporting compared to Accidents that are being realised.

This is then pulled back to the accident triangle, a continuing upward trend indicates an improving level of reporting and engagement

How is it Collected Monthly project returns to CBS Champion

Ensuring Accuracy Spot checks on data by SHE Advisors

Data Near Miss Ratio

Total No. of Near Misses, Hazards and Observations x 100,000 / Total Hours worked

Importance Provides an indicator as to the level of Near Miss / Hazard / Observation reporting compared to hours being worked on a project.

An upward trend indicates an improving level of reporting and engagement, a static trend would indicate the same people are reporting near miss’s

How is it Collected Monthly project returns to CBS Champion

Ensuring Accuracy Spot checks on data by SHE Advisors


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Engagement with the CBS Process is measured using a combination of metrics which are weighted dependant on importance. Figure 3 provides a snap shot of this engagement data along with an overall engagement score.

Figure 3

Figure 4 is a snapshot of the CBS Measurement Data; it uses the engagement data from Figure 3 to identify Project Engagement as well as other the data from both leading and trailing measurement.

It measures and tracks the rolling 12 month trends for this data set and uses a simple Red / Amber / Green / Blue coding for a Projects / Sectors / Divisions performance.

Figure 4

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Three key trends have been identified from this data;

1. The level of project engagement is clearly related to the level of Sector Director and Managing Director Engagement.

2. Projects which have “Red” CBS and Near Miss Ratio’s and have Flat or Down Trends are generally having RIDDOR Incidents, the opposite is also true.

This in turn identifies which projects the sector Directors need to focus on, or indeed which Sector Directors the Managing Directors need to focus on.

For example based on the data in Figure 4 and current performance, Lewisham Schools is likely to realise a RIDDOR Incident in the near future. The Sector Director is currently working with the team to minimise the likely hood of this occurring.

3. This data is currently leading us to the conclusion that the level of Near Miss, Hazard and Observation data captured on a project is reflective of the level of engagement the project teams has with CBS and the wider SHE.

The data points to the fact that Projects with high levels of reporting generally have fewer less serious incidents, this is probably contributed by the fact that these projects are proactive in addressing the issues this data set identifies.

Consequently this data is being used to support the drive to sustainably increase the level of Near Miss, Hazard and Observation reporting by all parties to a project, i.e. Staff / Supply Chain / Client / Worker / Visitor / Manager.

There are four projects within the above data that are not engaged with the CBS Programme, this is down to the fact that the projects are three way joint ventures that are legal entities in their own right. This data has been included as it provides an example of performance in a non CBS Environment.

2. Project Specific Data

The data captured at a programme level is also used at a project level, Figure 5 & 6 show inspection score data and near miss reporting data for a project.

Figure 5

CBS Commenced on Project


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Figure 6

The success of CBS and a project realising sustained improvement as demonstrated in the previous two graphs, is dependent on getting people to use what they have learnt in the day to day running of our business, as such the Project Implementation Packs help to support our project teams by providing simple guidance and providing a number of tools that they could use.

The CBS Implementation Plan helps a project to identify where the issues are on the project and hence allows the team to focus its efforts on being proactive and adopting a Behaviourally sound approach in increasing the levels of safe behaviour.

The tools have been designed around the principles of applied behavioural science and on what we have found to work, examples of these tools are:

• Simple Observation Scheme

• Hazard Recognition Tool

• Behavioural Bonus Scheme

• RF Card Road Shows

Some of the tools focus on collecting local data on specific behaviours that the project team believes are safety critical, whilst others focus on creating and maintaining an Environment that will allow desired safe behaviours to thrive or how we can shape workers behaviours.

Whichever tools a project selects to use they need to address the specific needs and issues of that particular project.

As CBS develops and matures on a project, the project teams are asked to develop their own tools that we can add to the “Toolbox” an example of this is the BBS report card developed at Bidston Moss.

See Appendix G for example of Bidston Moss BBS Report Card.

The following four case studies explain the tools and type of data that a project may choose to implement collect and act up on, they also demonstrate positive results they attain.

CBS Commenced on Project


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Simple Site Observation Scheme Tool

A Site Agent and Foreman completed a CBS course and decided to carry out some measurements on 5 key behaviours using a simple observation checklist that measured if the behaviour was safe or at risk.

At the end of each day they plotted the observations on a graph and displayed it on the canteen wall.

At the end of the first week the site agent called the work force in to discuss the data they had collected.

The area that most concerned the site agent was the fact that only 20% of the workforce was wearing goggles when placing concrete. He asked the guys about the goggles and got the usual, they are uncomfortable, you cannot see through them and so on. However he continued to press them for the real reason. After a period of discussion he found out that the workers could not be bothered walking back to the stores to get the goggles when the concrete wagon arrived. Not an answer he particularly wanted to hear, but at least an honest one that he could work with.

He then asked the workforce how he could help them wear goggles as he really did not want them to get an eye injury. After further discussion one of the joiners on site asked if it would help if he made them a small tool box that they could store the goggles in and take them out at the start of each shift. The workers agreed that this was a good idea.

The foremen continued to measure the observations for the next few weeks and put the results on a graph in the canteen.

They found that goggle wearing increased initially to 90% and then on to 100% over the following 2 weeks.

The site agent continued to use the observation to measure other at risk behaviours and continued to work with the workforce to solve the issues he found; moving the focus onto different behaviours once he had a high degree of compliance measured over 3 to 4 weeks. He also began to use a similar technique to improve production from 2 of his subcontractors which were initially 3 weeks behind programme and finished 4 week early.

Figure 7

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Hazard Recognition Tool

The Construction Manager on a Framework wanted to raise the level of near miss reporting across his 20 Projects. After failing to achieve this on a number of occasions he decided to adopt a different approach.

He asked all of his senior foremen to attend a meeting where he engaged with them as to why near misses were not reported. All of the usual reason came out such as, we get punished when we raise them, it takes too long to fill out the paperwork, it’s like admitting you messed up etc.

The foremen were then challenged to develop a tool that would increase the level of near miss reporting, they understood the importance of having the near miss data.

Over the next 2 hours they had come up with their solution;

• They were going to call it Hazard Recognition

• They would collect the data during the start of shift briefing in the morning

• Hazards / Near Misses would be captured by the person delivering the start of shift briefing by writing on the briefing sheet what had been observed by the workers, this also meant that the foremen had to actively engage with the workers

• The Site Manager would then categorise the data captured against 12 specific categories, as data points – this gave the project team real time data on where the hazards were on the project at any point in time and allowed proactive measures to be implemented.

• The site manager was to ensure that all high potential near misses were then formerly reported as per the company procedure.

• The site manager was only required to submit numerical data, against the 12 categories, to the Construction Manager on a monthly basis to allow a framework review of any trends which was then feedback to the projects.

The result was that Near Miss reporting increased from an average of 10/month to 154 and stayed above 100 for the next 6 months and above 70 for the following 6months, this drop can be attributed to the workload in the framework dropping by 2/3rds.

Figure 8 shows the rolling 12 month data for near miss reporting, total number of accidents & CBS ratio on the Framework.

Figure 8

It is also worth noting that the AFR for the Framework has been zero since the introduction of this initiative.

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RF Card Road Show Tool

This tool uses Radio Frequency (RF) cards to obtain instant real time anonymous data from the workers. The feedback is then used to engage with the worker to understand what is really happening on a project and identify any gaps or actions that need to be addressed.

It is important that the questions asked are relevant to the project.

On one such road show the answers to 2 particular questions raised some concerns with the Contracts Manager who was delivering the road show; these results can be seen in Figures 9 and 10.

Figure 9

Figure 10

The Contracts Manager started to engage with the 85 workers who were participating in the road show, very quickly he found that there were a number of supervisors who were simply not carrying out start of shift briefings but were getting their teams to sign that they had received one.

The Project Manager and Works Manager were astounded; they thought everything was OK, they had been checking that sheets had been signed. Their immediate reaction was to try and find out who the problem supervisors were and punish them.

The Contracts Manager pointed out to them that it was perhaps they who should be “punished” as they had been sat in an office checking that pieces of paper had been filled in as opposed to physically going to see and understand what was actually happening.

The agreed action was for the Project and Works Managers to engage with the supervisors and understand why this was happening and then come up with a shaping plan to change the behaviour.

This was carried out and they found that the supervisors need some training in how to effectively communicate and in what they should be delivering. They also ensured that they periodically attended the start of shift briefings to check on what was being carried out and to reinforce the supervisors.

The questions were asked again on the next road show & received a significantly more positive result.

A side effect of this case study was that it was discussed at the next foreman’s forum where it was identified and agreed that the staff foremen required their own effective communication training course as not all of them were confident in delivering briefings or wanted to improve the quality of their briefings.


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Behavioural Bonus Scheme Tool

The Project manager on a high profile project needed to install a pipeline up the middle of the high street in a town centre. He was under significant political, time and cost pressures to get the pipeline installed in the shortest time.

Consequently he agreed with his Works Manager to pay the workers a weekly production bonus to incentivise them to get the pipeline installed quickly.

The works Manager subsequently pointed out to him that this would potentially drive the wrong behaviours and lead to corners being cut. This was of concern as the pipeline had to cross over 130 known services.

They decided to break the bonus down into two parts

1. Production Bonus – Paid for achieving the desired production rate

2. Behavioural Bonus – Paid for achieving the desired behaviours

• Correct PPE being worn

• No service strikes

• Correct permits being in place

• Zero Complaints

• Correct level of quality

If the workers achieved both the production and behavioural targets they got the full bonus, if the workers achieved the behaviour target but missed the production target they got 50% of their bonus.

However if they achieved their production target but missed their behaviour target they got no bonus.

The result of implementing this scheme was that the pipeline was finished 3 weeks ahead of programme, the team negotiated over 270 services without hitting one; this was especially impressive as over 50% were uncharted.

In addition to this there were no quality issues and the team received letters of thanks from several stakeholders and residents along the route.

These positive results lead to the worker receiving an additional discretionary bonus and the company was awarded additional work by the client.

Not all of these tools are suitable for use on all projects, but when they are used the change in behaviours and following results have been outstanding.

We have also found that the CBS Training on its own is often enough to have an impact on an individual’s behaviour, such that they seek to increase the safe behaviours of others around them. This can be demonstrated with the following case study.

Overcoming Barriers to the Costain Behavioural Safety Training

A site supervisor was extremely concerned about attending the Costain Behavioural Safety Training. However, his concerns for the workforce were soon transformed as he realised that the principles of the training could have a long term impact on the way he and his team worked.

Responsible for the supervision of the dumpers on site, he realised that there were two main behaviours that he needed to address and he used the principles of the CBS training to realise a positive outcome.

The two specific unsafe behaviours that he identified and targeted were:

1. Overloading

2. Workers usage of seatbelts


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Since undertaking the training, the supervisor has addressed the reasons why the dumpers get overloaded and has gradually shaped his behaviour and those within his team, to ensure that they are always working as safely as possible.

He attributes the success of the training to the fact that he now feels more comfortable being vocal with the workforce. The training has affected the way he works on a daily basis and he has noticed that he finds that he is consistently challenging unsafe behaviours and reinforcing safe behaviours, which in turn has improved his hazard awareness.

3. Behavioural Improvement Plan Data

As part of the training courses, delegates are required to produce a behavioural improvement plan (BIP) which they are required to implement in the 4 to 6 weeks after the last module of the course.

Projects also use BIPS as a wider tool on a project.

Over 1000 BIPS have been carried out over the last 5 years, the following table gives some examples of the BIP’s that have been carried out, these are all owned by individuals who are asked to feedback to their course group on what they have achieved.

DESCRIBE THE PROBLEM

TARGET RESULT RECOMMENDED CONSEQUENCES

OBSERVED IMPROVEMENTS

People leaving vehicles, plant and materials in access walkways and roads throughout site.

Greater control over vehicles on site, especially wagons when being unloaded.

Speak to supervisors from all companies and suggest wagons be unloaded in a temporary location, & for materials to be moved later on. Give toolbox talks on obstructing main roads through site.

Number of vehicles blocking walkways and roads throughout site has reduced dramatically, with people giving feedback to continue improvement.

Workers walking in Haul Road - think this is ok because seen Unnamed Blue Hat Supervisor do the same, but with HI-Viz trousers.

Workforce to understand and follow rules.

Improve message and understanding.

Encourage Blue Hat Supervisors to lead by example.

Reduced number of Workers walking in haul road, although still occurring due to pedestrian walkway being blocked. BBS Card submitted.

T-cards not being put in correct holder on doors of boxes (cannot fit because cards in bad condition) Zone 30.

T-cards to be place in correct holder - replace when needed.

Offer replacement cards for when card becomes unusable - remind workers of importance of T-Cards.

Problem not been repeated since - T-cards being used in correct manner.

Some personnel not wearing the proper masks for painting – often wearing inappropriate masks.

For all personnel to be wearing correct mask for task.

Brief personnel on correct type of mask and filter for the task. Provide a face-fit test for all personnel. Order additional masks for stores to ensure enough are available.

All painting personnel have correct type of mask and filter for the painting of internal and external of Bidston Moss Viaduct.


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Workers being reluctant to use the safety self-retracting Stanley knives, and continue to use traditional Stanley knives.

Ensure all workers are using the self-retracting Stanley knives, and the use of traditional Stanley knives becomes extinct.

Brief the supervisors and workers, and follow up with a Toolbox Talk and S.O.S on the issue.

Large increase in the number of workers choosing to use self-retracting Stanley knives rather than traditional knives – continuous improvement.

Incorrect usage of skips (materials being placed into wrongly designated skip)

Encourage workforce to place correct waste in designated skip.

Improve the signage around skip areas.

Discuss issue with all on site and physically stop individuals from using the skips incorrectly.

Reduction in incorrect usage of skips observed.

Dust collection boxes not being emptied daily – effecting overall tidiness of site.

To encourage all aspects of the site to be tidied and maintained daily – specifically improve the Dis Plant Set ups.

Speak to individuals responsible for each plant set up and discuss ideas/implications of untidy work area.

Ask for feedback from workforce as to why dust boxes are not being emptied.

After 2 weeks a great improvement was seen in the tidiness – dust boxes emptied much more frequently.

Some workers not wearing helmet inside box.

To wear helmet or have suitable agreed protection to be worn inside the boxes.

All CBUK given a briefing in S.O.S and a Toolbox Talk on the importance of wearing helmets at ALL TIMES.

There have not been any more reported incidents of helmets not being worn in boxes.

Access Lighting being moved, and used as Task Lighting

Access Lighting to remain in place

Change environment

- spray symbol at permanent lighting locations so removal can easily be identified

There have been no reported issues with permanent lighting

Eating in Canteen and leaving rubbish on tables.

All rubbish to be placed in the bin.

Give workforce opportunity to tidy up and then punishment for those who continue to leave rubbish

Posters being displayed on each table in the canteen reminding workers to put rubbish in the bin.

People putting rubbish in cigarette buckets where it can set fire

Rubbish placed in rubbish bin at smoking huts

Place mesh over cigarette bucket to stop rubbish entering

Mesh placed over existing cigarette bins - problem remains. Placing clear plastic bags for rubbish next to smoking huts to encourage correct usage of bins.

People putting rubbish in the fire stand opposite the turnstiles (entering from the car park)

Rubbish places in a rubbish bin

Place a bin in the area Bin being placed next to fire stand


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G. Sustained Improvement

The CBS Programme has been able to demonstrate not only local sustainable improvements as discussed in the previous section, but can also demonstrate long term sustainable improvement.

Figure 11 charts Costain’s AFR over the last 10 years, the graph demonstrates a sustained improvement in the company’s performance over this period, the improvements since 2007 can largely be attributed to the introduction and implementation of the CBS Programme.

Figure 11

In addition to this we can demonstrate a sustained improvement in SHE Performance over a 5 year period with the following two sets of data.

GCA Framework Data

Our GCA Framework started their CBS programme over 5 years ago.

The Framework was run by two Construction Managers reporting to a Framework Director; initially all of the senior managers underwent CBS Training, at which point Construction Manager A sat down with his team and told them he did not buy into it and it was not for him, however if his team wanted to use CBS he would not stop them.

Construction Manager B sat down with his team and told them he wanted to really support and use CBS as he believed that it could really make a difference to their performance, however he needed their buy in to make it work. His team unanimously backed him.

So for 5 years the GCA Framework effectively carried out a controlled experiment where two construction managers adopted different approaches, Construction Manager A adopting a traditional approach and Construction Manager B adopting a Behavioural approach.

Figure 11 provides the data over the 5 year period, it is worth noting during this time staff and workers swapped between the 2 construction Managers projects as did the supply chains workforce.

The only difference between the two performances was the two different Construction Managers, their immediate direct reports, their leadership and approach to SHE.

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Figure 11

The data clearly demonstrates that there is a significant difference between the performance of the two construction managers and their teams and that CBS really does make a difference.

4D Framework Data

Our 4D Framework commenced their CBS programme in 2006.

On this framework the CBS programme was driven and lead by the Framework Director, the results clearly show an outstanding SHE Performance, Figure 12 charts their AFR over the 5 year period, it is worth noting that they achieved an AFR of Zero for over 3 years during which time they worked in excess of 7 Million man hours, the jump in AFR in Jan 11 is the result of a single injury.

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H. Impact of CBS on People, Projects and Business

CBS has had a significant positive impact on other parts of the Costain Business, as well as in people’s personal lives. This can be put down to the fact that our training courses are deliberately based on the principles of Applied Behaviour Science (ABS).

The following five Examples help to demonstrate this;

1. Communication

We have used the principles of ABS to help us improve the way we communicate, this has ranged from changing the content and style of our communications, through to where we put notices that we want people to read, to how and where we deliver briefings.

For example we now use the space on the back of the toilet door, above the urinals and next to the kettle to place notices that we would like people to read, we have carried out a number of experiments to see if this works.

We have also worked with project teams to get them to communicate face to face with workers as opposed to simply putting notices up.

We have worked on the content and style of our communication, keeping communication short and to the point, using appropriate imagery and telling them what we want them to do.

We also use the RF Cards in the wider business to test for knowledge, during and after briefings as well as within the various training courses we deliver.

2. Understanding the environment we create and the impact of engagement

We have used the principles of ABS to understand and improve the environments we create and the positive effects of engagement.

We have now moved to a position that when we are introducing a new process or initiative, we engage with the people it is going to impact on or who are required to use it, we then pilot it and ensure that we provide appropriate feedback before full implementation.

Currently the CBS team is working with the HR Department to use ABS to improve the engagement with our performance review process, this includes ensuring that we are not making “empty threats” that we follow through with what we say and that the right consequences, both reinforcing and punishing are put in place and are applied consistently.

We are also currently working with our Business Systems Team to develop a Behavioural Approach to Business Systems, which includes Quality and our Implementing Best Practice Procedures.

3. Shaping Directors Behaviours

We are using the principles of CBS and ABS to shape Directors Behaviours, a couple of examples of this are:

Directors are now being more effective in the use of their chain of command or consequence chain in the operation of their business. For example if a particular project is not performing in the area of Quality, the Managing Director (MD) is now applying Consequences through the Sector Directors (SD) to the Project Managers (PM), previously this would have gone straight from MD to PM with the SD receiving no appropriate consequence.

Equally we have had to work with the Quality Director to get him to realise that he will be largely ineffective if he tries to apply consequences directly to the PM as the PM does not see him as their consequence provider.

Directors are now more aware that when they come across an issue, they need to do more than simply change the process, which is how they have historically managed. They are now using ABS to analyse the behaviours and ensure that the right consequences are applied to the right people at the right time, before blindly changing the process. This in turn is shaping people’s behaviour and helping to get compliance with our systems and procedures.


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4. Using the Principles of CBS Outside of the Work Place

Following the implementation of the Costain Behavioural Safety initiative on Five Fords, it was noted that there had been extremely positive feedback received from one of the workers on site.

The worker has taken the principles of CBS to address a serious issue outside of work where by a family member had been recovering from a stroke and was refusing to eat.

Following his CBS briefing, the worker decided that in order to address the problem he needed to look at the possible reasons for the change in behaviour.

Inspired by what he had learnt, the worker and other family members looked at what and when the behaviour started. They resolved the issue by removing the family member from the environment where it was possible for her not to eat and as a consequence they were able to monitor the behaviour more closely and provide timely and appropriate consequences.

There are many more examples of CBS affecting family life such as this one. Virtually every course results in some improvement projects being directed at improving life at Home.

5. Executive SHE Leadership

This section describes the makeup of the Executive SHE Leadership Team and how it responds to data and incidents.

This has been broken down into the following three sections:

1. Make up of Executive SHE Leadership Team

2. Response to data

3. Examples of Response to Poor Data and Incidents

Please note Costain combine Safety, Health and Environment (SHE) together and review these aspects of the business as a collective.

Executive SHE Leadership Team

There are two principle levels of Executive SHE Leadership Team (ESLT) within the Costain business:

i. Group Level

ii. Divisional Level

Group Level

At Group Level the Executive SHE Leadership Team meets on a monthly basis and takes a more strategic overview of the Costain Group Performance and reviews trends and wider issues pertinent to the group.

The Group ESLT will review overall trends, good practice, policies, procedures and new initiatives that are being considered for introduction into the business. It also challenges the performance and specific issues in each of the Divisions ensuring that the Managing Directors are not operating in isolation.

Figure A indicates the makeup of the Group Executive Leadership Team.

Figure A

Alan Kay

MD

Darren James

MD

Charles Sweeney

MD

Peter Fisher

SHE Director

CBS & SHE Managers By Invitation or

Request


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Divisional Level

Within each of the three divisions there is an Executive SHE Leadership Team, these teams meet on a monthly basis and have a dedicated meeting to review the safety performance of the Division and it Sectors.

The Divisional Executive Leadership Team generally deals with the operational needs and issues of the business,

Figure B indicates the typical make up of a Divisional ESLT.

Figure B

SHE Leadership Teams are also in existence at subsequent levels in the business, i.e. similar structures to Figure B occur at the Sector Director Level, Framework Level and Project Level.

Response to Data

The ESLTs have dedicated SHE meetings to ensure that issues surrounding SHE are listened to and addressed appropriately. By having these dedicated meetings the Managing Directors are sending out a very clear message that SHE is one of our core values and needs dedicated time to review and discuss.

The CBS Programme has been designed to ensure that there is a CBS consequence chain from Managing Director to Worker. This has been done through the requirement for Sector Directors to formerly appoint, in writing, CBS Champions for their projects.

Consequently when there is an issue on a project, specifically around CBS, the CBS Delivery Manager is able to apply appropriate consequences, through the Managing Directors as necessary, to the Sector Directors and on to the Project Teams.

This consequence chain ensures that leadership issues are addressed and that there is clear leadership and ownership for any specific issue.

When data is received that highlights a specific issue on a project, it will be reviewed at the appropriate Divisional SHE Meeting, an open discussion will then be held with points of view being tabled from appropriate attendees. Actions are then allocated to the appropriate Sector Director, with agreed timescales for feedback and follow up, where the issue is more complex other parties such as the CBS Delivery Manager will work alongside the Sector Director to help resolve the issues.

Equally where there are projects or sectors with excellent performance or whom have examples best practice, these are shared and recognised by the teams and cascaded appropriately to other projects.

This ensures that the consequence chain is used to resolve the issues and recognise good performance through the provision of timely and appropriate consequences.

It is the responsibility of the CBS Delivery Manager and SHE Managers to ensure the accuracy of the data and support the teams in its analysis and interpretation.

Examples of Response to Poor Data and Incidents

This section contains two examples of how the ESLTs respond to poor data and incidents.

Poor Data Example

Managing Director

Sector Dircetor Sector Director Sector Director CBS Delivery Manager

Divisional SHE Manager

Environmental Manager

Health and Wellbeing Manager


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A particular projects CBS and Near Miss Ratio data highlighted particularly low scores and downward trends. This was brought up at a Divisional SHE meeting as a cause for concern by the CBS Delivery Manager, who highlighted that the projects data was significantly lower than other projects in the division and according to the CBS Data trends, increased the probability that a RIDDOR incident would occur.

The action plan was for the Sector Director to discuss the data with his project team and work with the CBS Delivery Manager in identifying and implementing a CBS Tool that was appropriate for the project and would address the projects specific needs.

Weekly feedback was scheduled between the Sector Director and CBS Delivery Manager, who monitored and reviewed the data and trends, feedback to the Managing Director was required for the next meeting.

Had the Sector Director failed to address the issue with his team the chain of consequences would allow the CBS Delivery Manager to apply consequences through the Managing Director to Sector Director.

Incident Example

Following a serious incident on site that resulted in a worker turning over a tele-handler and sustaining a fatal injury the ESLT’s acted in the following way. Note this example focuses on the response following the incident as opposed to how the incident was dealt with, which is subject to our standard procedures and guidance.

The Group ESLT reviewed what was known to have happened and identified what needed to be communicated immediately to all parts of the business; they also ensured that appropriate support and advice were available to all. In addition to this the Divisional SHE Manager and CBS Delivery Manager were tasked to review how we could adopt a behaviourally sound approach in how we communicated and implemented the actions that were required to be carried out by the business.

An example of this is how the Frontline Supervisor Assessment was derived – The CBS Delivery Manager and Divisional SHE Manager engaged with several of the Senior Works Managers and General Foremen in developing a simple tool that addressed their needs and the needs of the business. Consequently when this tool was introduced, initially as a pilot and then to the whole business, there was an immediate uptake in implementation and positive feedback received from all parties as to why we had not done this before.

The Divisional ESLT worked with the SHE Team to identify and compile a plan of corrective measures following the incident, this included measures to ensure the actions were implemented.

After such an incident it is imperative that Group and Divisional ESLT’s have a joined up approach and communicate a clear expectation based on the knowledge they have at any particular point in time and share the best practice and ideas developed from the project teams.

The response to the incident is detailed below, with actions broken down into Group and Divisional Executive SHE Leadership Actions:

Group Actions

• Safety Stand Down for all projects – incident briefed and expectations re-set on the operation of plant and specifically tele-handlers;

• Working with the tele-handler manufacturer to identify if:

o They could design in a stability device and auto cut off when the machine sensed it was becoming unstable;

o They could design in an interlock system to ensure that the machine could only be operated if the driver was correctly wearing the fitted seat belt.

• All plant operators underwent a specific briefing, reinforced what their training and CPCS License teaches them and requires them to do;

• All tele-handlers now require specific RA and Authorisation prior to being brought onto site;


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• Front Line Supervisor (FLS) Assessments have been introduced to ensure that we have competent FLS, this is a two part assessment carried out by observing their behaviour and performance whilst discharging their duties.

Divisional Actions

• There has been a focus on what consequences are in play and how teams could change them to encourage the wearing seat belts;

• Working with supervisors to increase the vigilance of plant operators wearing seatbelts and correctly operating the plant;

• Project teams have investigated other technology based solutions such as fixing lights on top of cab when seatbelt is being worn;

• All FLS have been engaged and instructed to pay particular attention to the safe use of plant, specifically seat belt use, and have been asked to reinforce the wearing of seat belts;

• Workforce has been engaged and encouraged to be a "Critical Friend" to the drivers by checking and reinforcing the wearing of seat belts with the machine drivers they are working with;

• Project Managers / GF's have engaged directly with tele-handler drivers to understand what they thought could be done to support them;

Please note:

• The Divisional ESLT’s are responsible for discharging the actions from the Group ESLT;

• The actions were not limited to the above and ongoing sharing of best practice between projects through the Sector and Divisional Directors continues to occur.


Application Form A1

Page 33 of 34

I. Summary

As this Application for Accreditation by the Cambridge Center for Behavioural Studies demonstrates, the Costain Behavioural Safety Programme has had and is continuing to have a positive and sustainable impact on not only our SHE performance, but also other areas of our business as well as in our workers personal lives, specifically:

1. CBS has shown a sustained improvement injury rates at both a Project and Group Level over a 5 and 3 year period respectively

2. CBS has produced visible changes in safety behaviour at all levels within the business, from Directors understanding the downstream impact of their behaviours and using behavioural analysis to understand what the issues are, to supervisors listening and engaging with the workforce and workers being prepared to speak up and stopping unsafe acts.

3. CBS and its training is based on the principles of Applied Behavioural Science, as such people who have undertaken the training programme have used the principles to make a positive significant impact in SHE. In addition to this the principles have also been used to make improvements in other areas of our Business such as communication and engagement as well as in the personal lives of the people who work for us.


Application Form A1

Page 34 of 34

J. Appendices

A. Costain Company Structure

B. Costain Cares Imitative

C. Example of Training Matrix

D. CBS Course Syllabus

E. Number of People Trained

F. Example of a CBS Implementation Plan

G. Bidston Moss BBS Report Card


Application Form A1

Appendix A

Chief Executive OfficerAndrew Wyllie

Company Structure

Finance / Accounts / Tax / Audit / Treasury

Corporate Development and Strategy / Business Development / New and Emerging Market Development / Corporate ResponsibilityMartin Hunter

Handford

Legal

Tracey Wood

-

Patrick Bruce

Safety / Health / Environment

Commercial and Risk Management / Procurement / Supply Chain / Insurance

Projects

Projects

Projects

Projects Projects

Projects

Projects

Projects Projects Projects

Projects

ProjectsProjects

Projects

Projects

-

Chief Executive Officer

Andrew Wyllie

Group Finance Director

Tony Bickerstaff

Communications

Director

Graham Read

INFRASTRUCTURE

Managing Director

Darren James

ENVIRONMENT

Managing Director

Alan Kay

ENERGY & PROCESS

Managing Director

Charles Sweeney

Financial Controller

Martin Hunter

Commercial Director

Patrick Bruce

Corporate

Development Director

Alex Vaughan

Investments Director

Alistair Handford

Company Secretary/

Legal/Human

Resources Director

Tracey Wood

Safety, Health &

Environment

Peter Fisher

Property

Development

Martin Burdes

Business Systems

Tony Blanch /

Bill Price

Water Waste Education Rail Highways Nuclear

Process

Airports Hydrocarbons

& Chemicals

Power

Stakeholder Communications and Brand Development



Projects

Projects

Projects

Marine

Corporate

Responsibility Director

Catherine Warbrick

Human Resources

Director

Christina Wade

Projects Projects Projects Projects

Group Secretarial / Legal Support / Human Resources

Investment / Private Finance Initiative


Application Form A1

Appendix B

Costain Cares about relationshipsWe encourage open, honest and respectful communication. We believe in strong, long-lasting relationships that are mutually beneficial.

We will:» be safe, promoting health and wellbeing» treat everyone fairly» work as partners » deliver a sustainable investment

return for shareholders» do everything that we can to be

the employer of choice» operate a collaborative and responsible

supply chain policy» support local communities

Costain Cares about your environment We operate in the built environment where we meet national needs for strategic investment in infrastructure. We compete in an economic environment where we must deliver value for customers and shareholders. We have to deliver our responsibilities to the natural environment for the benefit of everyone.

We will:» deliver sustainable solutions» ensure our long-term viability» reduce waste» prevent pollution» reduce our impact on climate change» conserve resources

Costain Cares about your futureWe have a key role to play in helping the UK economy flourish. The benefits of investment in infrastructure today will be felt for many years to come.

We will:» be one of the UK’s top solutions providers» anticipate the evolving needs of society» invest in innovation and technology» inspire people to attain skills that will be needed

in the future and realise their potential» support regeneration opportunities» focus on continual improvement

“ Costain Cares will establish a new level of competitiveness. It will shape the future of our business and drive actions on a day-to-day basis.

Costain Cares has come about after a period of detailed stakeholder engagement. We have listened to the views of customers, communities, colleagues and shareholders. This process has highlighted the issues that really matter. It has allowed us to assess what we are doing well and identify where we need to focus for the future.

Costain Cares is not a slogan. It is an attitude of mind. It is a commitment to exemplary behaviour and a touchstone against which we can all evaluate and measure our performance.

Costain has a duty of care to all of our stakeholders. We aim to build a depth and richness into our relationships that goes beyond what is expected.

This is a new Costain chapter and one that will play a major role in helping Costain to fulfil its potential.”

Andrew Wyllie

Chief ExecutiveDavid Allvey

Chairman

What you are saying…

“I want to work for a company that:» recognises the benefits of a diverse workforce and provides opportunity, success and reward equally

to those that bring conventional skills and those that bring something different to the business. » recognises the importance of effective communication» learns from experience, to continually improve and deliver better value to customers

in a safe and healthy environment.”

Isabel Coman, Project Director, Costain Group PLC

“ We, at Viridor, one of the UK’s leading recycling, waste management and renewable energy companies, want a supply chain like Costain which places social and environmental sustainability at the centre of their operations, as well as providing practical economic solutions on time and budget. This means in particular:

» total commitment to health and safety» commitment to working with the community» the highest environmental standards.”

Colin Drummond, Chief Executive, Viridor Limited

“ Costain is a valued member of Business in the Community and we are pleased that the Company is moving along on its sustainability journey and clearly articulating what sustainability means to the Company through Costain Cares.”

Stephen Howard, Chief Executive, Business in the Community

“ The best main contractors understand that in order to succeed they must secure the confidence of their supply chain. They achieve this by creating honest, safe and trusting relationships.”

Nick Richards, Managing Director, WALTERS UK Ltd

“ …a company’s primary consideration should be the generation of long-term shareholder value, and this should be based on appropriate financial disciplines, competitive advantage, and within a framework which is economically, ethically and socially responsible and sustainable.”

Colin Melvin, CEO, Hermes Equity Ownership Services, The Hermes Principles, 2008

Corporate organisations must care.

Costain, the international engineering and construction group, has launched Costain Cares to underline the Company’s commitment to you.

Our primary focus is to both understand and meet the needs of stakeholders.

In every relationship and facet of operation, we are focused on one simple but powerful message…

Costain Cares…

… about

YOU

“ To achieve our vision ‘to be one of the UK’s top solutions providers’, we must be the best for technical, innovative expertise and sustainable solutions.

Costain Cares is a continued commitment to you, our stakeholder, to focus on the issues you care about, to continue to set more ambitious goals against which you can hold us to account.

We will now raise the bar even further. We will work closely with our stakeholders to develop Costain Cares.”

www.costain.com

Costain Group PLCCostain HouseVanwall Business ParkMaidenheadBerkshireSL6 4UB

This document is printed on 100% recycled paper.

Catherine WarbrickCorporate Responsibility DirectorEmail: [email protected]


Application Form A1

Appendix C

Core course titles M: Mandatory O: Optional

R: Recommended m: Mandatory (as

required to meet Network Rail standards)

SH

E I

nd

uct

ion

fo

r G

rad

ua

tes*

Site

Mg

t S

afe

ty T

rain

ing

**

Se

nio

r M

an

ag

ers

/ P

roje

ct D

ire

cto

rs S

HE

Bri

efin

g

Dir

ect

ors

SH

E B

rie

fing

QS

SH

E T

rain

ing

Site

Su

pe

rvis

ors

Sa

fety

Tra

inin

g

Ma

na

gin

g S

afe

ly in

Co

nst

r

Re

fre

she

r fo

r M

an

ag

ing

Sa

fely

***

NE

BO

SH

Dip

lom

a /

No

ttin

gh

am

Tre

nt

Dip

lom

a /

NV

Q *

****

**

NE

BO

SH

Co

nst

ruct

ion

Ce

rtifi

cate

Pla

nn

ing

/Ris

k A

sse

ssm

ts

Acc

ide

nt

Inve

stig

atio

n

Be

ha

vio

ura

l Sa

fety

fo

r E

xec

Bo

ard

Dir

ect

ors

Be

ha

vio

ura

l Sa

fety

fo

r M

an

ag

ers

Be

ha

vio

ura

l Sa

fety

fo

r F

ron

tlin

e M

an

ag

ers

En

v M

an

ag

em

en

t a

wa

ren

ess

tra

inin

g

En

viro

nm

en

tal M

an

ag

em

en

t T

rain

ing

(S

HE

Ad

viso

rs)

En

v A

wa

ren

ess

fo

r E

stim

ato

rs,

Bid

Ma

na

ge

rs e

tc

Wa

ste

& M

ate

ria

l Ma

na

ge

me

nt

IEM

A E

nv

Mg

t C

ert

Wo

rkin

g w

ith W

ildlif

e**

**

Th

e b

asi

cs o

f O

ccu

pa

tion

al H

ea

lth

Ha

nd

/Arm

Vib

ratio

n

Ap

po

inte

d P

ers

on

- C

ran

e

Cra

ne

Su

pe

rvis

or

Fir

e S

afe

ty

Fir

st A

id

Fir

st A

id R

efr

esh

er*

****

Sca

ffo

ld I

nsp

ect

ion

Co

nfin

ed

Sp

ace

s

Te

mp

Wks

Co

-ord

ina

tion

Te

mp

ora

ry W

ork

s M

an

ag

er

Pip

ew

ork

Pre

ssu

re T

est

ing

***

****

**

SH

E M

an

ua

l Up

da

te

Off

ice

sa

fety

***

***

Site

Su

pe

rvis

or

En

viro

nm

en

tal A

wa

ren

ess

- N

ois

e

En

viro

nm

en

tal A

wa

ren

ess

- W

ast

e

En

viro

nm

en

tal A

wa

ren

ess

RP

S C

ou

rse

CA

T S

can

nin

g

Co

nfin

ed

Sp

ace

En

try

Pe

rso

na

l Tra

ck S

afe

ty

CO

SS

IWA

Duration of course (days)

1 5 2 ½ 1 2 4 1

TB

C

15 1 2

2 x

½

4 x

½

4 x

½ 1 2 1 ½ 10 1 1 ½ 4 4 1 4 2 1-2

1-3 1 2 ½ ½ ½ 2 1

1/2 1 2-4 2

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45

Executive Chief Executive R M M

Directors R M M

Regional Director O R M M O O R M O M

Area Manager O R M M O O R M R M

Contracts Manager O R M M O O R M R M

Head of Departments O R M M O O O R M

Construction Manager O R M M R R R M M M O R O O O O O O O R R R M M O O O m m

Project Manager O R M M R R R M O M M O R O O O O O O O R R R M M O O O m m

Senior Agent O R M M R R R M O M M O R O O O O O O O R R R M O O O O m m

Agent O R M M R R R O M M M O R O O O O O O O R R M M O O O O m m

Site Manager O R M M R R R O M M M O R O O O O O O O R R M M M O O O m m

Commercial Manager O M R R R R O R R O O O O O R M

Quantity Surveyors O M R R R R O R M R O O O O O R M

Snr Gen Foreman O O M M R R O M M M O R O O O O O O O O R R M M R O m m m

Foreman O M R R R R M R R O R O O O O O O O O O M M R O m m m

Section Manager O M M R R M M M O R O O O O O O O O R R M M m m m

Senior Engineer O M M R R O M M M O R O O O O O O O O R R M M m m m

Engineer O M M R R M M R O R O O O O O O O O R M M m m m

Planners O M M O R M R O O O O O R R R M

Chief Engineer O M M O R R R O O O O O R M R M M

Design Co-ordinators O M M O R O O O O O R R M M R

BSE/M&E O M M O R O O O O O R R O R M

Planning Engineers O M M O R R O O O O O R R R M

Land Surveyors O M M O R O O O O O O M

Bidding Estimators O M M O R M R O O O O O R O R M

Architects O M M O R R O O O O O O R O O M

Design Managers O M M O R R R O O O O O R R M M

Temp Works Designer O M M O O O O O O O O O R O M M M M

Asst Site Manager M O M M O R R M R O O O O R M M R O O O

Grad Site Manager M O R R O R R M R O O O O R O M R O O O

Grad Civil Engineer M O R R O R R M R O O O O R O M O O O

Industrial Placement M R O O O O O O O

Plant Managers O O M M O R R O R R O O O R M O

Plant Operatives O O R O R O O O M O O O

Section/Trade F/man O R R R R R M O R R O O O O O O R M M m m

Technicians O R M R R R O O O O O O M m m

Ganger O M R M R R O O O O O O O M m m

Chargehand O R R O O R R O O O O O O O M m m

Operatives O R O O R O O O O O O M O O m m

Acc'g Site Accountant O M O R O O O M

Storeman O M M O O O M

Office Management O O O O M M

Administrative staff O O O O M R

Office Other O O O O M R

SHE Managers M M M M O M M M M R O O O M O M M R R R

Regional SHE Advisor M M M M O M M M M R O O O M O M M R R R

Site SHE Advisor R M R O M M M R M R O O O R M O M M R R REnvironment Manager/Advisors

O R R M M M M M R O O M R R R

Temp Wks Co-ord M M R M M

Crane Supervisor O R M O O R O M

Appointed Person O M M O O R O M

Fire Co-ordinator O M O O M

Fire Warden O M O O M

First Aider O M M M

Traffic Mgmt Co-ord R O

Site Security Co-ord

Radiation Protect Ad M

Site SHE Co-ordinator O M M M M M O O R R R R M R R R

CORE SHE TRAINING MATRIX

CORE Course Reference NumberNetwork Rail

Projects

Office Staff

Site Op Staff

Op Mgt

Senior Site Mgt

Comm Mgt

Front Line Mgt

Generic groups

Job title

SHE Mgt

Site App'd

Tech/Eng Mgt

Design Staff

New Entrants

Plant Staff


Application Form A1

Appendix D


Application Form A1


Application Form A1

Appendix E


Application Form A1

Manager FMS Operative

495 763 442

1700

Number Trained


Application Form A1

Appendix F

5 12 19 26 3 10 17 24 31 6 13 20 27 4 11 18 25 1 8 15 22 29

1 DevelopTraining Plan

AreaSeptember November December

Notes

Heathrow CBS 100 Day Implementation Plan

CommentActivityJanuary

IDOctober

2 Develop Implementaion Plan

3 Appoint CBS Core Team

3 Introduce CBS Programme to Project Teams

CBS Managers Course Module 1




CBS Managers Course Module 5 (Feedback)

FMS Course Module 1 NB Dates to be adjusted to suit Xmas

FMS Course Module 2

4 x 4hr Modules + Feedback Module For A1+ BS CoreTeam (12 No.)

Delievered By Hollin

Initiation

3 x 4hr Modules + Feedback Module (12No.)

4

6FMS Course Module 3

FMS Course Module 4 (Feedback)

FMS Course Module 1

FMS Course Module 2

FMS Course Module 3

FMS Course Module 4 (Feedback) Further courses to follow on as req.

7 CBS Operative Training Phase 1 1x2hr, start after 1st FMS Comp. Ongoing

8 CBS Operative Training Phase 2 - Follow up TBT 4 x 1hr TBT as required TBC

9 Review Quality of Induction / TBT / SoS Briefings

10 Review Existing Data

Delivered by Internal TrainersTraining

3 x 4hr Modules + Feedback Module (12No.)

Delivered by Internal Trainers

6

7

11 Implement Hazard Recognition Tool

12 Meeting with Supervisors to Discuss CBS

13 RF Card CBS Roadshow A Cheung to help Develop & Facilitate

14 Review how and where feedback is given / displayed

15 Review Hazard Recognition Tool Effectiveness

16 Implement Simple Observation Scheme

Implementation


Application Form A1

Appendix G


Application Form A1

BBS Report Card (Bidston Behavioural Safety)

How would you like to get involved?

Pinpoint Behaviour (Brief description of behaviour you want to change/stop)

........................................................................................................................

.......................................................................................................................

....................................................................................................................... Target Result

(Brief description of desired behaviour) ......................................................................................................................... ......................................................................................................................... ........................................................................................................................

Data Collection (detail the exact number of times you have observed this behaviour)

...............................................................................................................

...............................................................................................................

............................................................................................................... Recommended Consequence

(detail the recommended consequence to get desired behaviour)

........................................................................................................................

........................................................................................................................

........................................................................................................................ Improvements

(has the behaviour stopped or changed) ....................................................................................................................... ...................................................................................................................... ...................................................................................................................... Name.........................................( to receive feedback on any aspect of this card) BBS Support Team member...............................................Date..........................

EXAMPLE OVERLEAF

Develop improvementwith BBS team

Simple suggestion

Feedback on Improvement

BBS Report Card (Bidston Behavioural Safety)

Behavioural Safety Example

Pinpoint behaviour (describe the problem): On average we are having 3 minor incidents per month due to slips and trips. This is due to use of non-designated walkways.

Target result (brief description of desired behaviour):

Increase use of designated walkways

Data Collection (detail the exact number of times you have observed this behaviour):

Recommended Consequences (detail the recommended consequence to get desired behaviour): Brief Supervisor on the problem behaviour, set expectations to staff of required usage of the designated walk ways, record data and feed back to staff on daily/weekly basis. From feedback realised that designated walkways were inadequate – footpaths improved. Improvements (has the behaviour stopped or changed): Injuries due to slips and falls decreased and the use of walkways continued to increase with continued feedback.

At day 1, only 3 members of staff were

observed using the designated walk ways.

Day 2 = 4 Day 3 = 7 Day 4 = 8 Day 5= 8 Day 6 =9

BE SAFE Because you want to

Costain BBS Programme

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