WOSHA 24th February 2016 1 Presentation title | Location | xx - - PowerPoint PPT Presentation

1 Presentation title | Location | xx month 20xx

DHL_ICELAND WOSHA 24th February 2016

Message From the Team at Swindon

Please enjoy your experience on our site today. Please be aware of your surroundings and follow our safety rules, your safety is important to us. If you have any feedback on your visit we would love to hear from you.

Our Management Vision

To be recognized as the best employer within our industry.

We will do this by: Ensuring that our ‘Good Working Culture’ becomes engrained by all our colleagues as the ‘way we do things’ Applying consistent methods and processes in the workplace Developing methods of effectively sharing best practice across the company Training all our managers to develop the skills and behaviours required to provide effective leadership of their teams Providing opportunities for personal development to all colleagues Actively promoting the company’s social responsibility initiatives Asking our colleagues and customers what they think

About our Customer – Iceland Frozen Foods

Iceland Foods began trading in 1970 and currently has 750+ stores across the UK The Swindon Distribution Depot is one of four Iceland Depots The others are located at Enfield, Warrington and Livingston In 1998 Iceland Foods became one of the first food retailers in the world to provide home shopping nationwide, as well as the first UK national food retailer to ban GM ingredients from its products It’s exciting times at the moment with Iceland opening up Warehouse style stores which offers customers a new shopping experience

Depot Size –274,000 square feet Ambient, Chilled and Frozen Chambers Loading / Unloading Bays HGV Units Trailers Shunt Tugs Mechanical Handling Equipment: ROLLOP PPT Reach Truck Counterbalance

Site statistics

Stores serviced 237 Geographical Location – South West / South Wales Furthest Store - 226 miles (Penzance) Nearest Store - 1 mile (Gorsehill Swindon) Ambient, Chill and Frozen deliveries Average Volume per day – 165,000 cases First Wave (AM), Second wave (PM) and Twilight day 1 for 1 deliveries + Lock & Drop (8pm to 2am) Average Miles travelled per day – 30,000 Total FTE Employees – 500 Warehouse – 224 Drivers – 184 Managers and Admin – 92 Total Agency Employees - 145

Site statistics

Health & Safety Challenges

Colleague Engagement How to pro actively engage colleagues to reinforce positive behaviours Colleague Involvement How to get colleagues involved with ideas and initiatives Communication How to share information and maintain awareness of matters relating to H&S

Solutions / Actions

Colleague Communication and Information SLAM merchandise Communication zone H&S Corridor Site Safety Rules Pre shift Briefs Driver delivery point assessment Colleague Engagement and Involvement SLAM awareness Safety conversations SLAM BINGO H&S Committee Safety Alerts Driver hazard report World Safety Day Training and refresher training Driver Development Assessments

DHL Supply Chain Safety Culture

I N J U R Y R A T E

0.5

Reactive

Typical Symptoms

• Enforcement Action
• Disciplinary & Grievance
• Unclear Standards
• Intermittent Rules
• Low Competence
• Poor staff retention

Rules Based

Typical Approach

• Legislation
• Policies
• Safe Processes
• OHSAS 18001

Behaviour Based Safety

4 Point Program

• Mindset
• Situation Awareness
• Safety Engagement
• Performance Review

5.0 0.9

2005 2020 2014

By Natural Instincts Driven by Management Driven by Self

DHL Supply Chain Health and Safety Strategy 2016

Behaviour Based Safety

• BBS is an established method of using colleague to

colleague observations and positive reinforcement to change unsafe individual behavior.

• It works by continually reminding and reinforcing

safe behaviour in everyone, leaders, colleagues and customers.

• BBS helps remove hazards by using a situation

awareness approach.

• A powerful colleague engagement tool which can

develop a colleague to colleague ethos, looking out for each other and talking about safety

• Most of all BBS empowers our colleagues to manage

risks and make better safer decisions.

What is BBS?

WHAT TYPE OF SAFETY CULTURE IS GOING ON HERE? BBS Helps by:

• Reconfirming the rules
• Improves personal risk perception
• Promotes better personal decisions

Behaviour, Knowledge & Attitude = Risk Perception

In summary: BBS is about understanding why people take risks and working with them to influence their unsafe behaviour.

What is BBS?

DSC’s Behavioural Based Safety Model

Mindset

• Adopting a “Safety First” culture
• Clear Leadership for H&S

Situation Awareness

• Work environment consciousness
• Colleague empowerment
• Stop, Look, Assess, Manage
• A life skill for everyone

Safety Engagement

• Direct colleague involvement
• Safety Conversations
• A Proactive safety tool

Performance Review

• The future measure of our success
• Monitoring Targets and Progress

Situation Awareness Key Principles

STOP LOOK ASSESS MANAGE

Pause and think, how safe is it? Spot the hazards What could happen? Take the safest action

In a nutshell – what is Situation Awareness?

“Situation Awareness involves being aware of what is happening in your vicinity, in order to understand how information, events, and how your actions will impact safety.” In the vast majority of accidents the individual could have changed the outcome by assessing the situation and making better decisions, we call this

Situation Awareness…

Safety Engagement

Safety Engagement Benefits Safety Conversations allow us to discuss, engage and problem solve with each

• ther and gain clarity and understanding of the culture in our work environments

and activities. This helps to build trust and form proactive working relationships. The recording and logging of data is not so much about monitoring of individuals but about enhancing intelligence and knowledge of both our approach to positive behaviours and dealing with inherent risk trends. This information allows us to develop and share the results of our engagement with our colleagues enabling us to cultivate risk reduction strategies that can be used throughout our Global organisation Safety Engagement is a critical component of BBS

Why safety conversations?

• It’s a system that works by continually

reminding and reinforcing safe behavior through discussion

• Manager and Team leaders find it a great way

to connect with colleagues to discuss safety aspects in the work activity area

• Conversations can be encouraging, supportive

and highly engaging

• The whole process works around positive

commitment and agreement between two parties……to work safely Everyone participates by watching out for each other

Safety Conversation - How they work

• The nine steps to conduct a safety conversation are contained in the

Safety Conversation Log Book

• The log book is used to manually record the conversation and to note the

important points raised regarding safety risks

• The Safety Conversation

“log” details are replicated into the recording system allowing unsafe trends to be tracked and understood.

SLAM Alerts

• SLAM ALERT forms are available for all colleagues to complete
• Colleague fills out sections1 and 2 then forwards it to Safety Rep or Manager
• Safety Rep must view and sign off hazard form prior to management

investigation

• On completion of investigation and any action taken:

SLAM ALERT log completed by H&S Team Feedback given to originator

Hazard Map Page 1

Hazard Map Page 2

Thank you Any questions?