1. The Behavioral Based Safety Journey
British Sugar - Wissington
Ivan Searle
Health, Safety & Environment Manager
Keith Jackson
Health & Safety Specialist
30/10/2015

2. Agenda Where we were What we wanted to achieve How its going
What went well
Peel Your Bananas

3. Culture Change Program – overall aim

5. Changing the British Sugar Culture
Feb 2013
Compliance.
What the law requires us to do
Culture Change
BBS programme
Line Management Leadership and Objectives
Safety Rep Development & Training
Incident Investigations – Root Causes
Zero LTI aspiration
Fire Risk Management
Process Safety
Engineering/Electrical/
DSEAR
Work at Height
Workplace Transport
Human Factors / Behaviours.
What people do and why they do it.
Physical Safety.
Plant, Fabric & Equipment
Leadership
LT sets the standard
What do you want for the business?
Injuries become exceptional events and treated as such?
Further leadership team actions to achieve this?
Culture Change
Continue BBS roll out – Cantley & CO
Embed and Sustain BBS principles, SIP, & Leadership actions
Consistent positive feedback- internal and external
Widen ownership and engagement
A Company Safety Conference for 2013?
Martin Lamb/Steve Cuthbert

6. Our behaviour based safety programme
Application of key role model leader behaviours:
Culture
Role modelling
Communication
Fairness
Safety balance
Challenge
Assess risks
SIP process overview
Leadership workshops
Identify and address root causes of unsafe behaviours and conditions
Site group(s)
With site support
Proactive addressing of issues
Five step DMAIC process lean sigma aligned
RM coached/facilitated
Safety Improve- ment Process
(SIP)
Safety conver- sations
“Awareness for all” Workshops
Peer-to-peer and by leaders:
Challenge
Support
Reinforce
Hazard recognition
Constant awareness
Working safely
Safer Working:
Behavioural understanding
Corporate commitment understanding
Hazard recognition
Safer working skills
Reinforce key elements and behaviours
Understanding of consequences

7. Culture Change - progress
37 months into 60+ month programme
Leadership, Awareness & SIP Workshops
Completed at all factory locations and
Other business areas – logistics, agriculture, central office
Over 1800 people trained to date, including regular contractors
Sharing with and including key contractors
Challenge now to embed and make it “what we really do”
Line Management ownership and application the key
Tools to support - including line management led reviews, “safety game”, more consistent communications
Personal objectives
Local “charters”

8. Wissington Safety Charter

9. How Are We Doing? The gut feel is getting better
Most people know we are not there yet
Recognition and acknowledgment that people are human
Reactive stats increased initially? Now showing signs of reducing
Severity has reduced especially this current year
The hard yards have now started – embedding

10. What Went Well? Training Dedicated SIP coordinator
Continuous Improvement Alignment
Contractors involvement and buy in
Psychology
Acceptance and expectance to be challenged
Safety charter development
Safety charter messaging, e mails, mouse mats, stress balls, pens, torches, everywhere

11. Peel Your Bananas The Behavioural Based Safety Cake Sell & Tell
Senior team must lead – values & beliefs
SIP team make up
Dedicated resource
Look them in the eye when you shake their hands
Give people time
Use the tools
Make sure you are ready for it
Magic Wand
The journey is the important part
Don’t forget to focus on behaviours

12. All injuries