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 also benchmarked ourselves against the best perform- ing companies and undertook a number of site visits to companies with exemplary health and safety records.
• Roll out of job speci c hazard awareness training for all contracts partner personnel.
We were delighted with the response from these com- panies who shared their learnings openly with us and have supported us so positively throughout our journey.
• Introduction of new technology to prevent vehi- cle rolling and  fth wheel incidents. Investment in fork lift trucks beams and investigation of ra- dar sensors for collision prevention.
We embedded the learnings from these visits in our approach and way forward. This was all designed to af- fect a change in our operating culture. It was important that when it came to safety we were all talking the same language. Effective communication was a vital compo- nent of the change to ensure everyone had health and safety as their number one priority.
E. Operational site footprint review:
• Holistic approach with regards to safe operation
The bene ts were very quickly realised, with no fur- ther lost time accidents being reported in 2012.
on each site – including parking/traffic flows/ congestion/location/access/pedestrians. We re- designed our site layouts and introduced new ways of working that took human behaviour into account to help eliminate undesirable outcomes.
As a next step we went about creating an aligned road map to Zero Harm across all our operational third party logistics providers.
Some of the actions driven by this road map took some time to complete. A complete task based risk as- sessment was undertaken for all of our standard oper- ating practices (SOP). It did however allow us to get a granular level insight into our operational practices and levels of risk.
The approach was based around the following key areas:
This integrated approach and learning lead to the in- troduction of a behavioural based safety programme in 2014. The important change in this programme was to base our approach on linking personal behaviour as a signi cant contributing factor to accidents and indeed accident prevention. The programme involved a num- ber of interventions that focused on the consequences of accidents and the learnings from those that had been involved.
A. Risk based approach and behavioural safety:
• We conducted task based risk assessments of every single task updating SOPs with visual risk assessments which are regularly reviewed in line
with changes in processes.
• A culture assessment was completed and behav-
ioural based safety programme implemented.
B. Improved reporting, compliance and visibility:
• Beginning a new focus placing safety at the heart of everything with every operational meeting be-
These approaches led to an increased reporting of hazards, near misses and incidents. This was an impor- tant milestone as previously unreported activities were now being captured and mitigated. Multiple H&S story boards were erected to ensure everyone was engaged in the changing environment.
ginning with health and safety.
• Visible leadership through leadership visits to
our facilities talking about and engaging every-
one in the health and safety journey.
• Roll out of the Diageo SIRC programme (Dia- geo’s global method for categorising and log- ging potential hazards) to contract logistics partners leading to an increased reporting of hazards, near misses and incidents as part of the behavioural journey to drive performance and
H&S ownership.
In 2015, based on learnings gained in our manufactur- ing excellence programmes and in an effort to embed the changes, we introduced daily operational reviews across all our third party operations. Through these dai- ly reviews we introduced a suite of key performance in- dicators that measured a number of operational perfor- mance measures daily, including metrics on health and safety.
C. Regular communication with third party partners: • Health and safety repositioned in a balanced scorecard of third party logistics supplier perfor- mance, leveraging our operational processes to
So far, as of April 2016, we have remained LTA free for two years, but are still focused on driving our Zero Harm approach.
drive improvement.
• Weekly compliance meeting with third party
We have made our operating environments safer but we understand that health and safety is a journey of continuous improvement and not a destination. We are always only one unsafe behaviour away from a lost time accident.
logistics partners focused solely on health and
safety.
• Shared safety alerts with all third parties, creat-
ing a culture of sharing best practice and hazard awareness across competing service providers.
As a group of supply chain professionals, we owe it to ourselves and the people involved in all our operations to ensure that they have a safe place of work and to en- sure they go home safe to their families every day.
D. Safety competency improvements:
• Job specific hazard awareness training for all
personnel based on outputs of task-based risk
assessment.
• Introduction of key safety behaviours program
It’s a collective responsibility of everyone involved in the profession to drive improvement and an industry culture of Zero Harm.
for all contract partner personnel.
 THE CHARTERED INSTITUTE OF LOGISTICS & TRANSPORT 57
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