+Managing Violence and Aggressionon the Frontline'A Case Study'

Nicole Vazquez andPaula Durrans

10 counties in England and South Wales

A little about us…

9,500 services every week,calling at 276 stations

Trains cover 70 million miles and carry over 97 million passengers every year

+A little about us… We directly employ 5,500 staff, 75% are in customer facing roles.

I joined First Great Western in 2008, having worked for several Inter City type companies including Virgin Trains, CrossCountry etc.

+Our Challenges

By the nature of our business, our frontline staff can and do face violence and aggression for all manner of reasons

There was a steady increase in incidents and in early 2009 we reached a tipping point.

Consequences staff reluctant to work poor morale increased sickness trade union interest…which all lead to a demoralized workforce.

+Our ChallengesBefore we could do anything we needed to: accept that we had a problem engage the “whole” of the company to commit to dealing with the problem.

+The Goal…

'reduce the amount of conflict and the number of

violent and aggressive incidents'

+The Plan…

Set achievable outcomes

Use a collaborative approach

Improve control measures

Devise a suite of training

Measure the impact (along the way)

Ask the experts!

+The 'how'…

Step 1

Groundwork to engage 'everyone' Improve understanding of the risks and concerns of Frontline Staff

Ensure Senior Management could see the business benefits

Promotion and support from Middle Managers and H&S Team

Involve British Transport Police Create Champions

= Focus Groups

+The 'how'…

Step 2

Review of the Paperwork and Processes Clear definitions Clear expectations Consistent message Accessible reporting process Clear investigation and learning process User friendly guidance and support

= New Policy and Procedures

+The 'how'…

Step 3

Communicate the message Managers New Starters On-Board Staff Station Staff Higher Risk Groups

= Suite of Training Workshops

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Messages

FGW Approach

Key Principles Assessment Tools Self Awareness Avoidance and Defusion Strategies Emergency and Exit Protocol

Models to aid learning retention

Building on existing training and skills

Industry Standards – RSSB and BTP

Changing Messages

Goals

Powers

Limits

+Additional Course

Support Workshops Offer guidance Increase confidence Self Reflection Challenge thinking Accelerate their return to productive work

What does success look like?……. Violence at Work Policy –

familiar to all

Over 4,000 staff trained

Managers report: Changes in attitudes Changes in behaviour Easier to discuss incidents Better communication

Measurable outcomes

What does success look like?…….

Writing the strategy and producing all of the associated policies and procedures along with developing and delivering the initial training courses took 2 years to deliver.

By the end of the 4 year strategic period we had achieved 19% year on year reduction in personal security incidents and a significant reduction in lost time.

However – there is still a lot more to do and our commitment to further reduce violence at work and develop the skills of our customer facing teams remains a priority for FGW.

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Any Questions?

info@worthwhiletraining.co.uk